Dealing with Resistance to Change
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Change Approaches - Kotter
Summary of the Six Change Approaches by Kotter. Abstract
Kotter and Schlesinger, 1979
The Six (6) Change Approaches of Kotter and Schlesinger
is a model to prevent, decrease or minimize resistance to change in
organizations.
According to Kotter and Schlesinger
(1979), there are four reasons that certain people are resisting
self-interest (some people are concerned with the implication of
the change for themselves ad& how it may effect their own
interests, rather than considering the effects for the success of
the business)
Misunderstanding (co inadequate
information)
tolerance to change (certain people are very keen on security
and stability in their work)
assessments of the situation (some employees may disagree on the
reasons for the change and on the advantages and disadvantages of
the change process)
Kotter and
Schlesinger set out the following six (6) change approaches to
deal with this resistance to change:
and Communication - Where there is a lack of information or
inaccurate information and analysis. One of the best ways to
overcome resistance to change is to educate people about the change
effort beforehand. Up-front communication and education helps
employees see the logic in the change effort. this reduces unfounded
and incorrect rumors concerning the effects of change in the
organization.
Participation and Involvement - Where the initiators do not have
all the information they need to design the change and where others
have considerable power to resist. When employees are involved in
the change effort they are more likely to buy into change rather
than resist it. This approach is likely to lower resistance and
those who merely acquiesce to change.
Facilitation and Support - Where people are resisting change due
to adjustment problems. Managers can head-off potential resistance
by being supportive of employees during difficult times. Managerial
support helps employees deal with fear and anxiety during a
transition period. The basis of resistance to change is likely to be
the perception that there some form of detrimental effect occasioned
by the change in the organization. This approach is concerned with
provision of special training, counseling, time off work.
Negotiation and Agreement - Where someone or some group may lose
out in a change and where that individual or group has considerable
power to resist. Managers can combat resistance by offering
incentives to employees not to resist change. This can be done by
allowing change resistors to veto elements of change that are
threatening, or change resistors can be offered incentives to leave
the company through early buyouts or retirements in order to avoid
having to experience the change effort. This approach will be
appropriate where those resisting change are in a position of power.
Manipulation and Co-option - Where other tactics will not work
or are too expensive. Kotter and Schlesinger suggest that an
effective manipulation technique is to co-opt with resisters.
Co-option involves the patronizing gesture in bringing a person into
a change management planning group for the sake of appearances
rather than their substantive contribution. This often involves
selecting leaders of the resisters to participate in the change
effort. These leaders can be given a symbolic role in decision
making without threatening the change effort. Still, if these
leaders feel they are being tricked they are likely to push
resistance even further than if they were never included in the
change effort leadership.
and Implicit Coercion - Where speed is essential and to be used
only as last resort. Managers can explicitly or implicitly force
employees into accepting change by making clear that resisting to
change can lead to losing jobs, firing, transferring or not
promoting employees.
Compare to the
Six (6) Change Approaches: & |& & |&
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