Employee resistance is often seen as the major force against the enactment of change. The literature has privileged the view that resistance, for the most extent, is the resistors’ own fault. As Ford and Ford put it, “the assumption is that they resisted a perfectly logical move.” I build on the approach that resistance to change is a form of feedback, to argue that, if organizations and their agents examine the underlying reasons, they will be better equipped to deal with the challenges related to resistance. In light of Uncertainty Reduction Theory, I also suggest that we need to move beyond the viewpoint that examines change as a one-off phenomenon and interpret it as grounded in the broader organizational life. Finally, and building on recent empirical evidence, I put forth a framework on anticipating intentions to resist future change that integrates the organization’s history of change, individual characteristics, leadership factors, and organizational factors, alongside important boundary conditions that influence the sensemaking process underlying the development of intentions to resist future changes.

This chapter introduces relationship initiation, the process by which people come to mutually identify themselves as in a romantic relationship. The chapter first describes how relationship readiness, romantic motives, and sociosexuality affect relationship initiation. Then, the chapter outlines the strategies and tactics that facilitate initiation (e.g., conspicuous consumption, altruistic acts), the gender roles that influence which strategies people use, and the major barriers that hinder relationship initiation (e.g., access to partners, shyness, low self-esteem). The chapter also reviews the stages that often occur as relationships develop, as well as divergent initiation paths. Lastly, the chapter covers the surprisingly influential role that other people play in shaping initiation trajectories and the reasons why most “could-be” relationships do not become relationships (e.g., rejection, ineffective initiation approaches).

Recent advancements in psychology, behavioral economics, and neuroscience have shown the human pursuit of knowledge to be an essential aspect of human cognition. It drives intellectual development, is integral to social interactions, and is crucial for learning, decision-making, and goal-directed behavior. Information appears to be valuable in and of itself, even when it has no apparent use, whereas at other times, instrumental information is actively and paradoxically avoided. With this complex role, a wide range of neural mechanisms can be deployed to assign value to information and drive decisions to seek (or avoid) information. Evidence points toward key roles for the mesolimbic system and the prefrontal cortex in these processes. Specifically, two different networks appear to be involved in the implementation of information-seeking behaviors. One network, overlapping with areas involved in processing primary and monetary rewards, appears to drive a general preference for information, as well as valence-dependent information-seeking. The other network, independent of reward processing, is recruited when information is acquired to reduce uncertainty. In this chapter, we review some of the most recent discoveries in the field to provide an overview of the neural basis of information-seeking.