ALL about Kotter's 6 Change Approaches

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All about Six Change Approaches

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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:

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.

Special Interest Group - Six Change Approaches

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Forum - Six Change Approaches

Discussions about Six Change Approaches.

	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: - (...)

	Dealing with Resistance to Change - MAINTAINING STATUS QUO means living and working within the known and the comfort zone. - CHANGE means going beyond fr (...)

	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, (...)

	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 (...)

	Resistance to Change Types Resistance to change can be considered along various dimensions: - Individual versus Collective resistance - Passive (...)

	Change Leadership AND Change Management: 2 Parts of the Same Whole Thank you for the explaining the differences between Change Leadership (CL) and Change Management (CM) in Kotter's view (...)

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	Using Change Approaches for 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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	Diversity and Inclusion When organizational change involves creating a more diverse and inclusiveness work environment, resistance by some emplo (...)

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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 p (...)

	First the Rational and Hard Factors Organizational change management can be effectively carried if the rational and hard factors are addressed first before (...)

	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-sati (...)

	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 initiativ (...)

	Organizational Ideology as a Change Approach I believe another (7th) approach to change could be: 'Organizational Ideology'. Ideological change following the situat (...)

	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 fo (...)

	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 (...)

	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 consi (...)

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

Best Practices - Six Change Approaches

Here you find the most valuable discussions from the past.

	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 atti (...)

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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 approache (...)

Expert Tips - Six Change Approaches

Here you will find advices by experts.

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Resources - Six Change Approaches

Here you find powerpoint presentations, micro-learning videos and further information sources.

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Six Change Approaches (Kotter)

Summary, forum, best practices, expert tips and resources.

Reasons for resistance to change

Six approaches to deal with resistance to change

Six Change Approaches
(Kotter)