Resistance to Change Can Be Successfully Overcome by Systematically Following John Kotter’s 8 Step Model of Change Management!

2140 Words Apr 15th, 2013 9 Pages
Resistance to change can be successfully overcome by systematically following John Kotter’s 8 step model of change management!

The focus of this paper is to discuss how “Resistance to change can be successfully overcome by systematically following John Kotter’s 8 step model of change management!” by utilizing relevant literature and discussing the model with referring to real case studies. The aim is to evaluate if the model can always succeed to overcome resistance to change. The last is made through a comparison between John Kotter’s 8 step model of change management and another approach to overcome resistance; which is by following the three phases Strebel’s personal compact theory suggests. To evaluate these models a
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As we can see, in Kotter’s perspective, there is a focus on the importance of creating clear and realistic visions using an appropriate change team, responsible with communicating visions, ideas, achievements and failures within the organization. This model reflects that communication is a key factor for success.
Kotter claims that people resist change because they assess the change situation differently from their managers or those initiating the change. According to the level of management each person occupies the information communicated within the organization differs. Furthermore, managers and employees perspective on the change process varies. While managers have the full picture of the process, know all the stages and consider that the change started and will end sometime in the future and it gives new opportunities to the business, employees see the change process as it´s happen too frequently and as destruction to the balance and existing way of doing business and disturbance to the status quo.
The consequences of employees’ resistance to change include: blocking or slowing down chance (which increases the costs), less productivity, disturbance and trouble in the change program, failure of the change, and, in extreme situations, can lead even to destabilization or breakdown of the organization. Thus in order to make change forcing it and acting too quickly

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