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Leveraging client organizations' internal resistance to change to enhance consulting project outcomes in the implementation phase
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This study examines how consultants can leverage organizational resistance to change to improve project outcomes, with a focus on the strategy and implementation phases. Using a qualitative approach, interviews with consulting professionals were conducted to examine
forms and sources of resistance to change, coping strategies, and challenges associated with leveraging resistance to change. The findings underscore the value of leveraging resistance as feedback and highlight the importance of tailored communication, trust-building, and
stakeholder participation. The study bridges theoretical insights with practical experiences, offering tangible recommendations for consultants to leverage resistance to change for better outcomes in consulting projects.
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Consulting Resistance to change Organizational change Transformation Project outcome Strategy Implementation