Chapter V: Institutional Resistance
Chapter V: Institutional Resistance” takes a closer look at the internal obstacles that prevent effective safety measures from taking root. Oliveri describes resistance as both an inherent quality of long-established institutions and a significant barrier to progressive reform. Even as crises escalate, there is often pushback against the very changes needed to restore stability. This chapter explores the complex interplay between institutional inertia and the urgent demand for adaptive responses to crises, revealing how resistance can stymie progress and potentially worsen the very issues it seeks to prevent.
In detailing various cases of resistance, Oliveri illustrates how bureaucracy, established norms, and reluctance to innovate all contribute to a kind of institutional paralysis. As change agents attempt to implement safety reforms, they often face roadblocks from individuals or departments determined to preserve the status quo. Oliveri carefully dissects these dynamics, offering readers insight into the motivations and fears that drive institutional resistance and the cost of inaction in volatile situations.
The chapter also emphasizes the personal and professional challenges faced by those advocating for reform. Many find themselves in conflict with colleagues or higher-ups, creating tension and friction within the institution itself. This resistance is not merely a failure to act; rather, it reflects a deep-seated reluctance to embrace new methods, even in the face of mounting risks. Oliveri’s analysis provides a nuanced view of the barriers to change, showing how deeply rooted resistance can compromise an institution’s ability to respond to crises effectively.