The article develops a conceptual model that describes how and why
employees learn to resist planned change within an organizational set
ting. The argument is made that planned change, when introduced by
management, has the potential of blocking affected employees from satis
fying their dominant need structures. As a result, the employees learn to
associate negative tension states, i.e., anxiety, frustration, or fear, with
the introduction of change. It is further argued that the existence of a
perceived link between change and blocked need satisfaction increases
the probability that employees will resist future change programs. A set
of change strategies is developed for management to break this perceived
link and thereby reduce the probability of employee resistance.
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