Kotter & Schlesinger change model

• 4 reasons for resistance to change

  Self-interest

  Different Assessment of the situation

  Low tolerance for change and inertia

  Misinformation and Misunderstanding
• Self-interest

  • Self-interest is a powerful motivator

  • Arises from a perceived threat to job security, status and financial position

  • Understandable - why would you want to lose something you believe to be valuable?

  • Individuals often place their own interests ahead of those of their organisation, particularly if they don't feel a strong loyalty to it
• Misinformation & Misunderstanding

  • People don’t understand why change is needed, perhaps because they are misinformed about the real strategic position of the business

  • Perception may be widespread that there is no compelling reason for change

  • Perhaps even an element of people fooling themselves that things are better than they really are
• Different Assessment of the Situation

  • Here there is disagreement about the need for change or what that change needs to be

  • Some people may simply disagree with the change proposed, or they may feel they have a better solution

  • This is different from “self-interest” – the resistance here is based on disagreement about what is best for the business
• Low Tolerance and Inertia

  • Many people suffer from inertia or reluctance to change, preferring things to stay “the way they are”

  • Many people need security, predictability & stability in their work

  • If there is low tolerance of change (perhaps arising from past experience) then resistance to change may grow
• Six Ways of Overcoming Resistance to Change

  Education & Communication

  Participation & Involvement

  Facilitation & Support

  Manipulation & Co-option

  Negotiation & Bargaining

  Explicit & Implicit Coercion
• Education & Communication

  • The starting point for successful change is to communicate effectively the reasons why change is needed!

  • Honest communication about the issues and the proposed action helps people see the logic of change

  • Effective education helps address misconceptions about the change, including misinformation or inaccuracies

  • Education and communication are unlikely to achieve very short-term effects. They need to be delivered consistently and over a long-period for maximum impact
• Participation & Involvement

  • Involvement in a change programme can be an effective way of bringing “on-board” people who would otherwise resist

  • Participation often leads to commitment, not just compliance

  • A common issue in any change programme is just how much involvement should be permitted. Delays and obstacles need to be avoided.
• Facilitation & Support

  • Kotter & Schlesinger identified what they called “adjustment problems” during change programmes

  • Most people (though not all) will need support to help them cope with change

  • Key elements of facilitation and support might include additional training, counselling and mentoring as well as simply listening to the concerns of people affected

  • If fear and anxiety is at the heart of resistance to change, then facilitation and support become particularly important
• Co-option & Manipulation

  • Co-option involves bringing specific individuals into roles that are part of change management

  • Manipulation involves the selective use of information to encourage people to behave in a particular way

  • Whilst the use of manipulation might be seen as unethical, it might be the only option if other methods of overcoming resistance to change prove ineffective
• Negotiation & Bargaining

  • The idea here is to give people who resist an incentive to change – or leave

  • The negotiation and bargaining might involve offering better financial rewards for those who accept the requirements of the change programme

  • Alternatively, enhanced rewards for leaving might also be offered

  • This approach is commonly used when a business needs to restructure the organisation
• Explicit & Implicit Coercion

  • This approach is very much the “last resort” if other methods of overcoming resistance to change fail

  • Explicit coercion involves people been told exactly what the implications of resisting change will be

  • Implicit coercion involves suggesting the likely negative consequences for the business of failing to change, without making explicit threats

  • The big issue with using coercion is that it almost inevitably damages trust between people in a business and can lead to damaged morale