Abstract: Organizations frequently recruit external change agents with explicit mandates to drive transformation, yet these individuals often experience rapid neutralization of their reform capacity within months of arrival. This phenomenon—termed institutional absorption—operates not through overt resistance but via subtler mechanisms: cultural gravity, informal power structures, and reward systems misaligned with stated change objectives. Drawing on organizational behavior research, institutional theory, and documented intervention strategies, this article examines how systems absorb disruptive talent, the consequences for both organizations and individuals, and evidence-based approaches for preserving reform capacity. Analysis of cross-industry examples reveals that successful change agents employ specific strategies including political capital accumulation, coalition building, psychological contract renegotiation, and strategic persistence. The article concludes that sustainable organizational change requires deliberate architectural interventions that counteract institutional gravity rather than relying solely on individual change agent resilience.
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