This difference between a surface level of communication and a deeper level of
change is also discussed and illustrated by Ashcraft (2005) in her study of occupational
identity and change among commercial airline pilots. Here, overt consent and
reframing constituted a form of resistance. When organizational members talk about
thinking one thing and doing/saying another they are simultaneously cooperating with
management and resisting the unitarist assumption of shared goals and legitimate
management authority state Coupland et al. (2005). Here, employee expectations of
shared interests that were largely unmet, increased the potential for future cynicism