How might resistance constitute a driver for change rather than an obstacle?

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The essay explores the challenge of organizational change in the face of rapid environmental shifts, emphasizing the common resistance from employees who prefer the status quo. It argues that such resistance can lead to conflicts that hinder change initiatives. The author proposes that top managers should leverage this resistance as a catalyst for positive change rather than viewing it as an obstacle. Through an academic lens, the paper aims to develop a theory on effectively utilizing resistance to facilitate successful organizational transformation.