Six Change Approaches
(Kotter)

Dealing with resistance to change. Explanation of Six Change Approaches of Kotter and Schlesinger. ('79)

The Six (6) Change Approaches of Kotter and Schlesinger is a model to prevent, decrease or minimize resistance to change in organizations.

Reasons for resistance to change

According to Kotter and Schlesinger (1979), there are four reasons that certain people are resisting change:

Parochial self-interest. Some people are more concerned with the implication of the change for themselves and how it may affect their own interests, rather than considering the effects for the success of the business.
Misunderstanding. Communication problems; inadequate information.
Low tolerance of change. Certain people are very keen on feeling secure and having stability in their work.
Different assessments of the situation. Some employees may disagree with the reasons for the change and with the advantages and disadvantages of the change process.

Six approaches to deal with resistance to change

Kotter and Schlesinger have set out the following six (6) change approaches to deal with change resistance:

Education 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 inform and educate people about the change effort beforehand. Preceding 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 necessary information 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 want change rather than resist it. This approach is likely to decrease resistance of those, who merely acquiesce in the change.
Facilitation and Support. Where people are resisting change, because of adjustment problems. By being supportive of employees during difficult times, managers can prevent potential resistance. Managerial support helps employees to deal with their fear and anxiety during a transition period. The basis of resistance to change is likely to be: the perception that there will be some form of detrimental effect occasioned by the change in the organization. Typical for this approach are special training and counseling, outside normal office premises.
Negotiation and Agreement. Where someone or some group may lose out because of 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 people who are resisting the change to veto certain elements of change that are threatening. Or the people who are resisting the change can be offered incentives to leave the company through early buyouts or through retirements. In order to avoid the experience of the change effort. This approach will be appropriate where those resisting change are in a position of power.
Manipulation and Co-optation. Where other tactics will not work or are too expensive. Kotter and Schlesinger suggest that an effective manipulation technique is: to co-opt with people who are resisting the change. Co-optation involves 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 people who are resisting the change, to participate in the change effort. These leaders can be given a symbolic role in decision-making, without threatening the change effort. Note this: if these leaders feel that they are being tricked, they are likely to push resistance even further than if they were never included in the change effort leadership.
Explicit 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 resistance to change can lead to: jobs losses, dismissals, employee transfers, or not promoting employees.

Six Change Approaches Forum (23)

Everyone is Part in Change
"There is a saying that says "you either get better or you get worse"; you don't stay the same.
So anyway you slice it, you are part of change, it's either good or bad.
This goes for every part of an organization, so if we can get all our people involved in the purpose for change, their part in the change, the why's, when's and suggestions for the how's.
Then we can get a team and a focused effort.
When people are involved, and they realize the need (self preservation) they can be very innovative."

5th Reason for Resistance to Change: Over Protectiveness of the Status Quo
"I am managing a change program for a voluntary organisation for people with learning disabilities whose over caring attitude has developed over decades. The necessary change needs to happen for the organisation's survival.
I think there is a 5th reason for the resistance to change. Something around over protectiveness of the status quo."

Manage Change Like a Salesman
"In order to make effective change, the manager has to believe in the change. It is top down. You hear words like "buy in" which means a manager has to talk up the change and make it practical and tangible to the people who are going to make the change.
Not all change is a choice, rather it's something that managers are mandated to enact. You have to believe in the change yourself in order for others to follow willingly and to make it most successful. Interesting that sales and marketing must be present in whatever quality to make the change more palatable.
Managers must know their demographic, players strengths and weaknesses, the "depth of the iceberg" and pitfalls that would make the change more difficult to enact."

Approaches Towards Taking on Change
"I think you will find in most cases larger organisations will use a programmatic approach, i.e. a top down approach towards implementing and communicating change. Here I believe issues arise as it doesn't leave room for open communicating. Rather it fosters an idea that executives are rulers and that's that.
I find that the participatory approach would be the better option as it allows for employees to determine the direction of change outcomes however this then brings up issues of time constraints etc.
Does anyone here favour the wbs approach?"

Dealing with Resistance to Change
"- Maintaining Status Quo means living and working within the known and the comfort zone.
- Change means going beyond frontiers of the known, learning to work with the new challenges.
- Resistance to change means avoiding newer responsibilities of learning and coping.
Those who tend to take ownership of the processes welcome change and those who work as servants resist changes.
From this perspective, facilitating the team to take ownership of processes is a critical core to work through resistance."

Change Dynamics of People Being in the Organization for a Long Time
"It seems to me as if the longer people stay in an organisation the more resistance they develop to any change initiative despite their conspicuous advantages."

Displacement Through Change
"Forging change of a political government and of leadership in a country may mean displacement of political leaders in power. In such case, it appears that their resistance to change is influenced by parochial self-interests, and the tolerance for change will be low."

Diversity and Inclusion
"When organizational change involves creating a more diverse and inclusiveness work environment, resistance by some employees may be embedded in fundamental issues such as values and beliefs. Which of Kotter's change approaches may prove most effective?"

Kotter Change Model and ADKAR Model
"I am comparing Kotter's model with ADKAR from Prosci, they closely resemble each other though Kotter seems to be more forceful in implementing change."

Why Communication is Crucial in Change Processes
"Communication is a very critical process in today's challenging times. The success factor is proper communication on:
- Why the change is inevitable, and
- Why the support and involvement of all staff is crucial for successful and cost effective implementation.
Often a change champion to drive the process with greater degree of acceptability can do the trick.
Often a change of leadership to a dynamic person at the wheel can make the desired change happen. This can also happen if a critical stage has been reached and doing nothing is not an option anymore. Leaders must make things happen and not watch things happen. Of course we also don't want leaders who don't know what is happening."

Why *assume* they are wrong and we are right?
"Too many of these explanations for why "they" are fearful, uninformed, unaware are simply an excuse for failing to consider all the implications of the change. If you do that - and you still consider you're right - at least you'll be able to explain the situation to others clearly and explicitly."

Resistance to Change Types
"Resistance to change can be considered along various dimensions:
- Individual versus Collective resistance
- Passive versus Active resistance
- Direct versus Indirect resistance
- Minor versus Major resistance"

Expansion (Change) in Business Focus
"Our company is undergoing a major change. We are expanding in a very fast pace and it is a great change! Due to expansion, we have recruited a lot of talented and good people who have the drive, passion for growth/change. The big issue is however that the old guards do not see eye to eye with the new guards which lead to lots of conflicts.
Basically, the old guards are resisting the change (from a hierarchical organizational structure to a matrix, in ways of working, etc.) due to all 4 of the reasons stated above!
The above 6 change approaches to deal with change resistance are very well written though it is easily said than done! This is especially so when we do not even have crystal clear roles, responsibilities and power! Nevertheless, we have to start somewhere, and I will start using the above 6 change approaches to create the change..."

Approach #7 to Deal with Resistance
"I would add 7th approach. This is facilitation to inner, spiritual development of all those involved into change. Wise people do not resist change, but are open to it. Inner spiritual path, growth to self-awareness and being One brings this wisdom and fuels huge energy to cope with change."

Resistance to Change not Just Self-Interest
"The first factor in resistance, self interest, may be something less "toxic" and that is complacency (Editor: ~self-satisfaction). At first an individual isn't resistant to change, per se, but it simply doesn't occur to them. Comfort and complacency abound. Resistance occurs when it is perceived that the change agent is trying to take something away. More than resistance ensues, battle breaks out."

The Origin of Resistance to Change
"It is my belief that resistance to change stems from fear and lack of information. When free-flow of information forms part of the policy of an organization, every worker is able to analyze available information objectively and this eliminates fear and suspicion. It also helps to eradicate rumor, thereby ensuring the success of that organization."

Trust, change and management
"Trust creates trust, mistrust creates mistrust! Managers should create trust in order to be trusted by others. A barrier towards mistrust is a lack of knowledge and the understanding of concepts which leads to the ineffective implementation thereof. Only then the working environment will be friendly for change."

Change Ability is a Core Competence
"The ability of an organization to change quickly and successfully (skillfully combining above and other change approaches) can be viewed as a core competence, which can be continually upgraded and developed in advance of competitors."

Mention Change in Introduction Training
"It is advisable to emphazise the subject of change (management) during the introduction training of new employees."

First the Rational and Hard Factors
"Organizational change management can be effectively carried if the rational and hard factors are addressed first before applying the models which are supposed to address the emotional and soft factors. This is because before making people to change their attitudes, assumptions and behavior, there has to be a working organizational structure, good management systems and well developed strategies to implement the models of change."

First Values and Culture
"I believe that the change must be made by participation and involvement but first we have to work on organization values and culture because we have to prepare the field, any other way can´t be followed."

Combining multiple Change Approaches?
"It is a prerequisite to the selection of the appropriate change approach to understand the change management iceberg model of Kruger and the above attitudes and behavior of people towards the change plan in the organization.
Can't we say then, that different approaches should be applied to different (groups of) people in the organization?"