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.
Forum discussions about the Six Change Approaches. Below you can ask a question about this topic, share your experiences, report a new development, or explain something.
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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...
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 2 comments
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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 Ma...
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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 follow...
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Change Ability is a Core Competence
The capacity or 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 upgr...
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 9 comments
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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, passi...
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 2 comments
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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 p...
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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 ...
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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...
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 4 comments
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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...
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Dealing with Resistance to Change
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Various sources of information regarding the Six Change Approaches. Here you will find powerpoints, videos, news, etc. to use in your own lectures and workshops.
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Your Organization Needs to Change its Strategy Implementation Method Strategy Execution, Strategic Change, Change Management, Strategy Implementation Dr. John Kotter explains most clearly how the rate of change of events, technology, globalization, products and markets ...
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Managing Organizational Change and Managing Stress Organizational Change; Change Management; Stress Management Presentation about organizational change with a special emphasis on stress management. The presentation includes the fol...
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Compare with the Six (6) Change Approaches:
Change Phases |
Contingency Theory |
Changing
Organization Cultures |
Leadership Styles
| Core Group Theory
| Bases of Social
Power |
Organic Organization
| Planned Behavior
| Business Process Reengineering
| Kaizen |
People CMM
| Change Management
| Dimensions
of Change |
4 Dimensions of
Relational Work |
Levels of Culture
| Office
of Strategy Management |
Causal Model of Organizational Performance
and Change
Return to Management Hub: Change & Organization |
Human Resources |
Leadership |
Program & Project Management
| Strategy & Innovation
More Management Methods, Models and Theory
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