Combatting Resistance to Organizational Change By any objective measure, the number of significant, often painful, changes in organizations has increased 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, probably a hundred companies had launched one or two initiatives enterprise-wide change; today, that number is probably between 20 and 25.” The rapid pace of global, economic and technological development makes change an inevitable part 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: • Incremental, first-order change, which may include changes in systems, processes or structures; however, this does not imply a fundamental change in the company's strategy, core values ​​or identity. First-order changes preserve and develop the organization: they are changes created, almost contradictory, to maintain organizational continuity and order. • Second-order discontinuous change is transformational, extreme, and significantly changes the organization within it. Second-order change does not involve developing change, but rather transforming the composition of the organization (Palmer, Dunford, & Akin, 2009). Additionally, Nadler and Tushman (as cited in Palmer, et. al, 2011) expand on this distinction involving... middle of article......backward data are the primary change activities in diagnosis, The change agent should use a comprehensive open system model to look at 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 (cited in Palmer, et. al, 2009, p.127) developed an open system in which congruence depends on the alignment of four components: the task (the particular work activities that must be carried out) l the individual (the knowledge, skills, needs, expectations of people in the company), formal organizational arrangements (structure, processes and methods) and informal organizational arrangements (understood and unstated values, beliefs and behaviors).).