Introduction
Change is one of the most difficult processes for a human being to go through. Most people avoid it at all costs. So long as they can get by doing the same thing over and over, they will because ultimately people are creatures of habit. Thus, when change is implemented in the workplace, employees often resist—particularly if the manager in charge of implementing the change has not taken the time to prepare the way for the change, using Kotter’s 8-step model. As Kotter (2012) notes, resistance can be overcome by following a few very basic steps: the reason is that the internal and external factors that contribute to resistance are generally well-known and universal. This paper will analyze those factors, describe resistance that stems from lack of understanding (an internal factor that proceeds from the lack of an external support), and show how Kotter’s theory for change could help create a plan for overcoming that resistance.

Internal and External Factors

External factors that can lead to resistance to change include: 1) poor leadership, 2) miscommunication, 3) lack of involvement on the part of followers in assisting with the change, and 4) no vision. Internal factors that can lead to resistance are: 1) familiarity with the old way is too strong and the individual does not want to learn a new way; 2) the individual does not trust the leader; 3) the individual feels hurt because he was not consulted, and 4) the individual does not understand the need for change.

The external factors stem from forces outside the worker. These typically hail from leadership. For example, a good leadership style to have in change management is transformational leadership. This style allows the leader to supply a vision of the change, provide individuals with the necessary understanding of change, and communicate the need for the change. The leader bears a lot of the responsibility in eliminating obstacles in the change, as Kotter (2012) indicates. Likewise if the leader does not attend to the needs of the individuals in the workplace, there will be no way for the individual workers to feel satisfied. Workers want to be included in the decision making, even if it just means having an opportunity to give feedback about a proposed idea. That way they feel validated and their need for esteem is not crushed. As...…found to work better.

2) Create a guiding coalition—this means get support for the change so that workers have help they can rely on and go to with questions.

3) Create a vision for change—this means to develop a whole picture.

4) Communicate the vision—this means to express the picture to the workers so that they have a sense of what they are working towards.

5) Remove obstacles—this means to give workers emotional support, logical reasons for the change, and so on.

6) Create short-term wins—this means to reward workers for their successes.

7) Consolidate improvements—this means to mark success with celebration of the new norm.

8) Anchor the changes—this means to put the changes in the new training procedure so that all are taught the same way from this point on.

Conclusion

By addressing the obstacles that lead to resistance to change—such as lack of understanding for why the change is needed—managers can more effectively implement a change. To overcome resistance, managers need to invite workers to participate so that workers feel that they matter. They also need to be emotionally supportive and finally they need to give good reasons for the change.

References

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