Choosing strategies for

change

HBR ARTICLE
In this article, we first describe various
causes for resistance to change and then
outline a systematic way to select a
strategy and set of specific approaches
for implementing an organizational
change effort.
 BRIEF OUTLINE(ABSTRACT)

 Diagnosing Resistance.
 Organizational change efforts often run into
some form of human resistance.
 Change efforts that are based on inconsistent
strategies tend to run into predictable
problems.
 One size fits all approaches.
 To lead change tailor the strategies to the
types of resistance you will encounter.
4 most common reasons why
people resist change
 These are a desire not to lose
something of value. (Parochial self-
interest)
 A misunderstanding of the change and
its implications.
 Different assessments
A belief that the change does not make
sense for the organization.
 A low tolerance for change.
 To lead the change
successfully
 Analyze situational factors
 Determine the optimal speed of change.
 Considering methods for managing
change.
 Dealing with resistance
 Education and communication.
 Participation and involvement.
 Facilitation and support.
 Negotiation and agreement.
 Manipulation and co-optation.
 Explicit and implicit coercion.
Choice of strategy
Conclusion
 Implication for managers
 Conducting an organizational analysis that identifies
the current situation, problems, and the forces that
are possible causes of those problems.
 Conducting an analysis of factors relevant to
producing the needed changes.
 Selecting a change strategy, based on the previous
analysis, that specifies the speed of change, the
amount of preplanning, and the degree of
involvement of others; that selects specific tactics for
use with various individuals and groups; and that is
internally consistent.
 Monitoring the implementation process.