Summary Notes on Unit 10 - Managing change - Kotter and Schlesinger
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Course
Unit 10 - Managing strategic change
Institution
AQA
These notes talk about the theories of Kotter and Schlesinger and their four reasons to resistance to change and also talk about the six different ways in which you can overcome resistance to change in a business.
Managing change – Kotter and Schlesinger 16/11/2022
Kotter and Schlesinger 4 reasons for resistance for change:
Parochial (narrow minded) self interest
o Stakeholders fear that change will result in them being personally worse off
and therefore want to protect themselves against this.
Prefer the status quo (as It is)
o Stakeholders are happy in the way things are and therefore just want to keep
it as it is.
Different assessment
o Stakeholders believe that the proposed change is not the correct course of
action and that they could suggest a better solution.
Misunderstanding and fear
o Stakeholders believe that the motives for change are wrong and they
therefore mistrust the decision makers.
Shows 6 ways to overcome resistance to change:
Education and communication – providing stakeholders with all of the necessary
information to help them understand the reason for change, how it will be
implemented and the proposed outcome.
Participation and involvement – providing a sense of ownership to stakeholders so
they feel part of the whole change process.
Facilitation and support – providing the necessary skills and resources to help
stakeholders feel more confident with the change process.
Negotiation and agreement – increase two-way communication by bargaining with
stakeholders and if necessary, making compromises to the change process.
Manipulation and co-operation – use of project champions who may receive
incentives and are tasked with winning around others.
Explicit and implicit coercion – pushing change through despite resistance. This may
be last resort.
Example – Royal Mail striking over delayering of management
Don’t want to change the ways of working
1) C/
2) Ax
3) D/
4) A/
5) B/
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