Against the backdrop of the cases depicted in Chapter 5, the background stories offered in Chapters 1 and 3, and the prior conversation about the nature of resistance in Chapter 4, this chapter moves to a discussion of the findings and the formulation of a theoretical foundation for understanding the symbiotic relationship between resisters and champions. From the transformation experiences at Olivet College and Portland State University, it is possible to identify patterns of interactivity between champion and resister behaviors. These insights form the basis of a new theoretical framework for explaining how ordinary people can make transformation happen.
This new grounded theoretical model for engaging resistance has implications for both practitioners and scholars. More specifically, scholars should find the model useful for developing studies that further explain engagement and resistance behaviors, particularly in the quantitative realm. Practitioners may find the engagement model a useful lens through which to view reality as it unfolds, and also as a planning device for ensuring a more inclusive and positive change process.
Despite the obvious differences between Olivet College and Portland State University (e.g., size, location, types of students enrolled, etc.), the institutional sagas are remarkably similar, a fact that makes the comparative analysis more intriguing. Two institutional commonalties establish a context for the transformations and cases of resistance. Both schools were embroiled in crises that eventually led to dire fiscal concerns on the part of the respective boards and