Abstract
This study will employ a phenomenological approach to investigate and provide reflective insight into the experiences of five County Health Department’s (CHD) Human Resources Directors who implemented performance improvement changes in their agencies. The study will retrospectively look at how these directors use one of the most widely accepted mental model that drives organizational change: the idea that there is resistance to change and that managers must overcome it. This model, supported by employees at all levels of an organization, really serves to impede successful change implementation. The study will trace the emergence of the concept “resistance to change,” and how it became the received truth. The study will address several questions related to how resistance to change impacts employee performance.
Kurt Lewin (1947) conceptualized the phrase “resistance to change”, and propose its use as a systems concept that affects both managers and employees......

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Title: Overcomming Resistance To Change
Approximate Word Count: 356
Approximate Pages: 2 (250 words per double-spaced page)

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