Resistance in the Change Process

Abstract

In the article, research findings are reported that were made during the verification analysis of DBMCI dynamic models. The models were developed in the research project on the dynamics of organizational change implementation. The analysis was performed in the research laboratory SYDYN. Six organizations, household appliance manufacturers, with the headcount ranging from 350 to 1480 were studied. The findings reveal the relationships between particular social phenomena (processes and subprocesses) and the dynamics of change implementation. Organizational change in time function was analyzed that took into account modeling factors. The findings are presented as models of dynamic responses of the implemented change in small groups of employees.