Organizational development and management of resistance to change

Abstract

This article results from a reflexive experience that glimpses the Development Organizational as a field of study, supported by the sciences of behavior, oriented to conscious and planned organizational change, based on the analytical-reflexive approach of the individual group organization. Posing as a purpose to reveal the elements inherent to the planned change considering the resistance to change that causes precisely its implementation in an organization from the Reddin's postulates. A series of considerations oriented by a qualitative approach that emphasizes critical abstraction, given through the dialogic argumentation; based on the documentary review elaborated in around the theoretical foundations of Organizational Development with the intention to unveil, understand and reflect on the planned change and its management, which becomes a brief tour of the notion and characterization of the field of study, organization, change and resistance to change; continuing with the management approach, emphasizing as practices inherent to the being-agent of change the diagnostic ability, the flexibility of style and situational skill.