Change That Stays · Chapter Four

We Tried This in 2016

What an organisation calls resistance is often its most accurate forecast of how a change will come undone.

Ammanuel Santa Anna · ORCID 0009-0008-3244-0306

Chapter Four of Change That Stays: Why Improvements Fade, and How to Make One Hold.

Abstract

What an organisation calls resistance is often its most accurate forecast of how a change will come undone. It is half past two on a Wednesday in January, and the canteen at the bakery still smells of the morning's bread. The briefing on the new production planning system has just ended. For an hour the operations manager, eight months into the job, has shown thirty people how the system will schedule every run from the sales forecast, so that the ovens are loaded by data rather than by the paper sheet the night supervisor has kept on a clipboard for as long as anyone can remember. There were questions about passwords and about training dates. There were no objections. Now the night supervisor, twenty-six years on the site, is standing by the urn with a mug of tea, and as the operations manager passes she says, not unkindly, We did this in 2016. It lasted till Easter.

Read the PDFRead the whole bookdoi:10.5281/zenodo.23989561

Cite this chapter

Santa Anna, A. (2026). We Tried This in 2016. In Change That Stays. Luminous Prosperity Inc. https://doi.org/10.5281/zenodo.23989561

@incollection{santaanna2026change4,
  author    = {Santa Anna, Ammanuel},
  title     = {We Tried This in 2016},
  booktitle = {Change That Stays},
  chapter   = {4},
  publisher = {Luminous Prosperity Inc.},
  year      = {2026},
  doi       = {10.5281/zenodo.23989561},
  url       = {https://business.hautelumiere.life/library/change-that-stays/04-we-tried-this-in-2016/}
}

References

  1. Ford, J. D., Ford, L. W., & D'Amelio, A. (2008). Resistance to change: The rest of the story. Academy of Management Review, 33(2), 362–377. https://doi.org/10.5465/amr.2008.31193235
  2. Piderit, S. K. (2000). Rethinking resistance and recognizing ambivalence: A multidimensional view of attitudes toward an organizational change. Academy of Management Review, 25(4), 783–794. https://doi.org/10.5465/amr.2000.3707722
  3. Oreg, S., Vakola, M., & Armenakis, A. (2011). Change recipients' reactions to organizational change. The Journal of Applied Behavioral Science, 47(4), 461–524. https://doi.org/10.1177/0021886310396550

Every chapter of Change That Stays

  1. Chapter OneThe Line Came Back in Novemberdoi:10.5281/zenodo.23989558
  2. Chapter TwoThe Fire That Never Starteddoi:10.5281/zenodo.23989559
  3. Chapter ThreeWhat the Hands Still Rememberdoi:10.5281/zenodo.23989560
  4. Chapter FourWe Tried This in 2016doi:10.5281/zenodo.23989561
  5. Chapter FiveThe Tuesday She Was Gonedoi:10.5281/zenodo.23989562
  6. Chapter SixThe Ninety Days After Donedoi:10.5281/zenodo.23989563
  7. Chapter SevenThe Field Manualdoi:10.5281/zenodo.23989564

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The licence

Free to read, share, quote, translate and teach, non-commercially, for ever, under the Luminous Library Licence 1.0. Every other right is the Author’s. Deposited on Zenodo in the Luminous Prosperity community.