Tactics to reduce change resistance

In my consultancy work, and in employment, I have encountered reactions to change from my clients and from my colleagues all along the spectrum between resistance and embrasure of change. The 20-60-20 rule is where “20% of people will readily resist your attempts to try and implement change, while a similar percentage will agree with you immediately. With the remaining 60% you can manage to sway” (Søndergaard, 2017). 

And this is where Kotter and Schlesinger's tactics (1979) come in handy for overcoming this resistance to change. While the tactics today this may come across as a bit heavy-handed, I think they still have utility as thinking points for change-makers; that they may help us to diagnose barriers which we may have unwittingly constructed within the change process.

There are six tactics, ranging in 'cost', implementation time, and longevity (Kotter & Schlesinger, 1979):

• Communication & Education: Time-consuming, expensive and long-lasting. Maximising communication about change so that people can understand it better: 'every member is being sent a comprehensive plan explaining what is intended, why the change is needed and how it will benefit the organisation'. Change proposals often suffer from rumour & misunderstanding. Info gives people security & enables commitment, providing communicators are credible and trustworthy.
• Participation: Adds additional levels of complexity, time-consuming, costly; but very long-lasting: 'Any change will follow a series of discussions open to all stakeholders, and will be voted on'. Increases available resource by enabling stakeholders to add own knowledge, skills, systems & ideas to the process. Increases commitment to the decision. NB: may need to educate (Communication & Education) stakeholders so they are expert enough to arrive at a good decision; Change agents need to be outcome-focused & not have a preferred option at the outset.
• Negotiation: Slightly time-consuming, a little expensive & mid-term. Uses rewards for compliance: 'if you give up X, we will do Y'. Can avoid major resistance, but sometimes compromises can undermine the change required. This behaviour can encourage staff to be selfish & always seek WIIFM (what is in it for me), so losing focus on organisational needs.
• Facilitation & Support: Time-consuming, expensive and may be long-lasting. Works well in conjunction with other three blue items. EAP schemes to help employees adjust to change; counselling, CV prep to apply for new positions, stress leave etc. Can backfire very badly if undertaken with coercion or manipulation.

The first four tactics are positive, and allow employees to get involved in the process. The next two are negative, and will only work in the short-term, leave resentment in their wake, and - generally - the change won't 'stick' (Kotter & Schlesinger, 1979):

• Manipulation & Co-optation: Fast & dirty, and only lasts as long as the truth isn’t uncovered (short-term, in other words). Covert influence: altering the facts to make change more attractive; making promises which can’t be kept; buying off people, securing compliance through resistance leaders. Likely to cause long-term problems as is imposition, and people hate finding out they have been manipulated.
• Coercion: Fast & dirty, only leading to short-term results. Threats to impose one’s will: 'Anyone who opposes this plan will be considered a disruptive influence in the club & will be terminated'. Coercion is a quick fix, but not a lasting one, often arouses anger and greater resistance. In a voluntary organisation the coercion approach does not fit (and is very unlikely to work).

We can give those who embrace change the space to talk about the positive that they see in the change, which helps to influence their colleagues to also see the benefits of change. But we also need to pause and genuinely listen to the concerns of those who resist the change. If we are able to understand what blocks them - to be ready when they reach readiness to receive information about the change; to patiently repeat change steps; talk through issues; and answer questions as they need answers - then we can support them through change well.

Otherwise we have people with damaged psychological contracts, who feel unheard, unwelcome, and lost in the process. Not a good thing.

Sam

References:

Kotter, J. P. & Schlesinger, L. A. (1979). Choosing strategies for change. Harvard Business Review, 57(2), 106-116. Accession #3867670

Søndergaard, A. (2017). Leadership and Change Management (originally published 2011). https://influencers.dk/2019/leadership-and-changemanagement-36.php#c1