3.10 Flashcards
Why Change is Resisted (Kotter & Schlesinger)
self interest
different assesment of the situation
low tolerance for change
misinformation
Kotter and Schlesinger’s - 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
Kotter and Schlesinger’s - 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
Kotter and Schlesinger’s - 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
Kotter and Schlesinger’s - 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
Overcoming Resistance to Change (Kotter & Schlesinger)
education and communication
participation and involvment
facilitation and support
manipulation and coercion
negotiation and bargaining
explicit and implicit coercion
Kotter & Schlesinger - 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
Kotter & Schlesinger - 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
Kotter & Schlesinger - 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
Kotter & Schlesinger - Co-option & Manipulation
Co-option involves bringing specific individuals into roles that are part of change management (perhaps managers who are likely to be otherwise resistant to change)
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
Kotter & Schlesinger - 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 (e.g. by delayering)
Kotter & Schlesinger - 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 (in the short-term)
Lewin’s Force Field Model (Change Management)
ensure that a business responds to the environment in which it operates.
Change is the result of dissatisfaction with present strategies
forces for change - forces resisting change
driving forces - restraining forces
