Combating Resistance to Organizational Change By any objective measure, the amount of major, often painful, change in organizations has grown enormously over the past two decades (Kotter, 1996). Jeffrey M. Hiatt, CEO of Prosci Inc., (quoted in Gibson, Ivancevich, Donnelly & Konopaske, 2009, p. 481) explained: “Thirty years ago, about forty percent probably had one or two change initiatives a ongoing business level; today that number is probably between 20 and 25.” The speed of global, economic and technological development makes change an inevitable element of organizational life. Change is a pervasive, persistent and permanent condition for all organizations (Gibson, et al., 2009). Organizational change means different things and strategic renewal comes in different forms. Organizational change includes concepts such as first order; incremental, continuous change and second-order, transformational/revolutionary, discontinuous change: • First-order incremental change, which may include changes to systems, processes or structures; however, it does not lead to fundamental changes in strategy, core values ​​or corporate identity. First-order changes preserve and develop the organization: they are changes created, almost contradictory, to support organizational continuity and order. • Second-order discontinuous change is transformative, extreme, and fundamentally alters the organization at its core. Second-order change does not involve the development of change, but rather involves the transformation of the composition of the organization (Palmer, Dunford, & Akin, 2009). Furthermore, Nadler and Tushman (as cited in Palmer, et. al, 2011) develop this distinction involving the increment… half of the article… the data backlog are the main change activities in the diagnosis, the Agents of change should use a comprehensive open system model to examine the entire organization rather than just one group (Cummings, 2009). This will lead to a well-informed change plan (Cummings, 2009). Information from collection methods will provide qualitative and quantitative data (Logan, 2002). Nadler and Tushman (as cited in Palmer, et. al, 2009, p.127) developed an open system whereby congruence depends on the alignment of four components: task (particular work activities that need to be performed) individual ( knowledge, skills, needs, expectations of people in the company), formal organizational agreements (structure, processes and methods) and informal organizational agreements (values, beliefs and behaviors understood and not declared).