Kotter And Schlesinger's Four Factors Resistances To Change Approachs

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Kotter and Schlesinger (1979): Four reasons as to why personnel resist to changes:
1. Own personal interest – People rather look as to what impact the changes will have to them rather than the impact the changes will have to the organisation
2. Misunderstanding – information hasn’t been devolved appropriately or is misleading
3. Little tolerance
4. Diverse judgement to the change – Some people will not realise that is a change is required or believe the changes should be carried out differently.
The first step to take to decrease the intent to resist the change plan is to depersonalise the issue. “Depersonalising the problem decreases the emotional reactivity to the situation, which allows for, and even encourages change. Once the emotional reactivity has dissipated, the firm and employees are able to move into the change mode.” (Balestracci, 2003, p. 42)
Kotter and Schlesinger suggest that the six main resistances to change approaches are the following:
1. Education and Communication – communicate with the employees prior to the change and inform them on the change process and why is essential, this will prevent misleading information to get to different people. This will allow employees to become part of the change process and feel the need to cooperate “Persuasion becomes crucial. Persuasion calls for an ability to listen well enough to know what matters to people” (Reardon, et al., 1998, p. 139)
2. Participation and involvement- Allow employees to participate in the

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