Page 186 - E2 Integrated Workbook STUDENT 2018

Chapter 13

4.2 Managing resistance – Kotter and Schlesinger

In order to determine the appropriate leadership approach to manage resistance
Kotter and Schlesinger highlighted the need to understand why certain people resist
change, for example:

 Parochial self-interest (some people are 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 to change (certain people are very keen on security and
stability in their work).

 Different assessments of the situation (some employees may disagree on
the reasons for the change and on the advantages and disadvantages of the
change process).

Kotter and Schlesinger suggested six methods for dealing with resistance:

 Participation – aims to involve employees, usually by allowing some input
into decision making.

 Education and communication – this strategy relies upon the belief that
communication about the benefits of change to employees will result in their
acceptance of the need to exercise the changes necessary.

 Power/coercion – involves the compulsory approach by management to
implement change.

 Facilitation and support – employees may need to be counselled to help
them overcome their fears and anxieties about change.

 Manipulation and co-optation – involves covert attempts to sidestep
potential resistance. The information that is disseminated is selective and
distorted to only emphasise the benefits of the change.

 Negotiation – is often practised in unionised companies. The process of
negotiation is exercised, enabling several parties with opposing interests to
bargain. This bargaining leads to a situation of compromise and agreement.

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