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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:
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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.
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Misunderstanding. Communication problems; inadequate information.
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Low tolerance of change. Certain people are very keen on feeling
secure and having stability in their work.
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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:
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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.
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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.
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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.
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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.
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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.
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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 Special Interest Group

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Recent User Comments
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Charles Mugoma - South Africa
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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 give to any change initiative despite their conspicuous advantages." |
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Anthony Belon - Malaysia
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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." |
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Anne Peters - Canada
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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?" |
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Charles Mugoma - South Africa
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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." |
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Jeswan SinghPS - Malaysia
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Managing Change |
"Very critical process in todays 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. The Change Champion can well be the seventh key addition to the six pointers advocated by Kottler." |
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Best User Comments
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dan - australia
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thank you |
"Hey mate thanks soo much for this information, it helped alot with my assignment = thank you =" |
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Victor Boateng - Ghana
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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" |
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K. Nawawinata - Indonesia
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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." |
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Milko - Bolivia
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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." |
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Marie Shafe - USA
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Appreciative Inquiry Approach |
"What about including Appreciative Inquiry in the above models?" |
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Willy - China
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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..." |
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Steve Balogun - Nigeria
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Mention Change in Introduction Training |
"It is advisable to emphazise the subject of change (management) during the introduction training of new employees." |
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Dr. Honarpisheh - Iran
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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?" |
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H. Rassouli - Iran
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Win-win Strategy |
"To deal with resistance to change, a win-win approach which assures mutual benefits for the parties engaged in and affected by change is a necessity." |
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Wilna - South Africa
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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." |
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Owitti - Kenya
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Post election violence |
"Extremely useful information. I used it to advice people on post election violence and on how they can manage change." |
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Sergiy Kadulin - Ukraine
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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." |
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Kathryn - USA
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Resistance to Change not Just Self-Interest |
"The first factor in resistance, self interest, may be something less "toxic" and that is complacency. At first an individual isn't resistant to change, per se, but that 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." |
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Abida - ScotLand
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HNC (HR) |
"Question?
Need to make use of suitable models to evaluate power, interests, influences and expectations of the principal stakeholders?" |
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Grace Oshun - Nigeria
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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." |
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Samuel Mbugua - Kenya
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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." |
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Celia - US/UK
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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." |
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