Distinguishing between destructive and constructive resistance in strategy implementation processes

The commonly expected response to new strategy implementation, or organizational change more broadly, is resistance. This resistance is often considered a hindrance to strategy implementation efforts, and as such, leaders are encouraged to overcome resistance in order to achieve organizational goals. In this paper we challenge the notion that all resistance is a hindrance. Instead, we encourage organizational leaders charged with strategy implementation to distinguish between destructive resistance and constructive resistance and engage with constructive resistance, an approach that should enhance the process of change. Drawing on examples from several different industries, we detail ways to distinguish between constructive and destructive resistance. We offer practical suggestions for managers and leaders to embrace constructive resistance to enhance strategy implementation processes.