Change often face resistance to change. This is the strategy for change.

1. Choosing
Strategies for
Group-1:
Wahyu Saripudin
Edelways C.S. Rebet

2. o lead change successfully, Kotter a
Schlesinger recommend:
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Diagnosing the types of resistance you’ll encounter.
Adapting your change strategy
to the situation

3. Four Reasons For Change Resistance
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• Parochial Self Interest
• Missunderstanding
• Low Tolerance
• Different assesment of the situation

4. Diagnosing Resistance
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Organizational change efforts face human
resistance
Managers often apply a simple set of beliefs
Change initiatives often backfire because
managers apply one-size-fits-all approaches.
To lead change:
Need is to tailor the strategies to types of
resistance
Consider situational factors
Individuals or groups can react very differently
to change – from passively resisting , to
aggressively trying to undermine

5. Why People Resist Change?
Desire not to lose something of
value
Misunderstanding of change and
its implications
A low tolerance for change.
A belief that the change does not
make sense for the organization.

6. Dealing with resistance
Education and
communication
Participation and involvement
Facilitation and support
Negotiation and agreement
Manipulation and co-optation
Explicit and implicit coercion

7. Choice of Strategy
• Managers explicitly or implicitly make strategic choices
regarding the
– speed of the effort,
– the amount of preplanning
– the involvement of others
• Strategic options available can be understood using
continuum :
– Faster Change Process : A very rapid implementation, a clear
plan of action, and little involvement of others. This type of
strategy mows over any resistance and, at the extreme, would
result in a fait accomplice.
– Slower Change Process : A less clear plan, and involvement on
the part of many people other than the change initiators. This
type of strategy is designed to reduce resistance to a minimum.
• Which strategy and where one should remain on
continuum depends on situational factors.

9. Situational factors
• The amount and kind of resistance that is anticipated
– Greater the anticipated resistance – right on continuum
• The position of the initiator vis-à-vis the resisters,
especially with regard to power
– Stronger initiator - left on continuum
• The person who has the relevant data for designing
the change and the energy for implementing it
– Inadequate information with initiator – right on continuum
• The stakes involved
– Organizations survival at stake - left on continuum

10. Implications for managers.
A manager can improve his chance of success in an
organizational change effort by:
1. Conducting an organizational analysis that identifies
the current situation, problems, and the forces that
are possible causes of those problems.
2. Conducting an analysis of factors relevant to
producing the needed changes –
i. Who might resist the change, why, and how much;
ii. who has information that is needed to design the
change,
iii. whose cooperation is essential in implementing it;
iv. what is the position of the initiator vis-à-vis other in
terms of power, trust, normal modes of interaction

11. Implications for managers
( Contd..)
3. Selecting a change strategy, based on the
previous analysis, that specific the speed
of change, the amount of preplanning, and
the degree of involvement of others.
4. Monitoring the implementation process.
To identify the unexpected in a timely
fashion and react to it intelligently.

12. THANK YOU