This research explores a model, based on the types of change proposed, for its contribution to
understanding the source of resistance to change in federal organizations. The model is tested
using approximately 350 proposals for change made by the General Accounting Office and by
federal agencies' own management analysis units. The model uses types of change, a surrogate
for employee self-interest, as a major factor in organizational resistance. Strategies are
suggested that change advocates can use to increase their effectiveness.
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