Overcoming Resistance to Change

Having identified why people resist change, managers must develop strategies to overcome that resistance. Kotter and Schlesinger (1979) proposed six approaches, each suited to different situations and types of resistance. Choosing the right approach — or combination of approaches — is critical to successful change management.

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Kotter and Schlesinger's Six Ways of Overcoming Resistance

1. Education and Communication

What it involves: Explaining the reasons for change, sharing information openly, and helping employees understand both the need for change and the benefits it will bring.

Best used when: Resistance stems from misunderstanding or lack of information. People cannot support what they do not understand.

Methods:

• Town hall meetings and Q&A sessions
• Written briefings, newsletters, and FAQs
• One-to-one conversations with key influencers
• Sharing data and evidence that supports the case for change

Advantages	Disadvantages
Builds understanding and buy-in	Time-consuming, especially in large organisations
Reduces rumours and misinformation	May not work if trust is already low
Creates advocates who spread the message	Assumes resistance is based on lack of information

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2. Participation and Involvement

What it involves: Involving those affected by the change in the planning and decision-making process. People who help design the change are more likely to support it.

Best used when: Leaders lack information needed to design the change, or when resistance is based on different assessments of the situation.

Methods:

• Cross-functional project teams
• Workshops and brainstorming sessions
• Pilot programmes with feedback loops
• Employee surveys and suggestion schemes

Advantages	Disadvantages
Generates commitment and ownership	Time-consuming and may slow decision-making
Accesses valuable front-line knowledge	Risk of compromising the quality of the change
Reduces fear through involvement	Participants may push for solutions that serve their own interests

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3. Facilitation and Support

What it involves: Providing emotional and practical support to help people through the transition. This acknowledges that change is difficult and that people need help adapting.

Best used when: Resistance stems from anxiety and low tolerance for change. Particularly important when the change involves new skills, roles, or working practices.

Methods:

• Training and skills development programmes
• Counselling and employee assistance services
• Mentoring and coaching
• Extra time and resources during the transition period

Advantages	Disadvantages
Addresses emotional and practical barriers	Can be expensive and resource-intensive
Demonstrates that the organisation cares about its people	No guarantee that support will change attitudes
Builds capability for the new way of working	May be perceived as patronising if poorly delivered

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4. Negotiation and Agreement

What it involves: Offering incentives to those who stand to lose from the change, in exchange for their acceptance or cooperation.

Best used when: Resistance comes from individuals or groups with significant power who will clearly lose out from the change (i.e., self-interest is the dominant reason).

Methods:

• Enhanced redundancy packages
• Salary protection or bonuses for adapting to new roles
• Guarantees of job security for a defined period
• Agreeing new terms and conditions with trade unions

Advantages	Disadvantages
Can quickly neutralise powerful opponents	Can be expensive
Provides a fair deal for those adversely affected	May set a precedent — others may demand similar deals
Can prevent industrial action or legal challenges	Does not build genuine commitment to the change

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5. Manipulation and Co-optation

What it involves: Using selective information, symbolic gestures, or giving key individuals a role in the change process to win them over — without genuine empowerment.