Overcoming Resistance to Change Using Kotter's 8-Step Model

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 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 contributing to resistance are generally well-known and universal. This paper analyzes those factors, describes resistance that stems from lack of understanding — an internal factor that proceeds from the absence of adequate external support — and shows how Kotter's theory of change could help create a plan for overcoming that resistance.

Internal and External Factors Contributing to Resistance

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) the absence of a clear vision. Internal factors that can lead to resistance are: (1) the individual's familiarity with the old way is too strong and he or she does not want to learn a new approach; (2) the individual does not trust the leader; (3) the individual feels hurt because he or she was not consulted; and (4) the individual does not understand the need for change.

The external factors stem from forces outside the worker and typically originate with leadership. For example, a good leadership style for change management is transformational leadership. This style allows the leader to supply a vision of the change, provide individuals with the necessary understanding of it, and communicate the need for it clearly. The leader bears much of the responsibility for eliminating obstacles during a 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 individual workers to feel satisfied. Workers want to be included in decision-making, even if that only means having an opportunity to give feedback on a proposed idea — this makes them feel validated and preserves their sense of esteem.

As Maslow (1943) showed in his hierarchy of needs model, individuals will not reach a level of self-actualization until their lower needs for emotional support and esteem are met. Thus, the manager who leads effectively will address all the external factors that could lead to resistance, as well as the internal factors that block change.

A Personal Experience of Resisting Change

A situation that illustrates resistance due to a lack of understanding occurred at a first job in a movie theater, when a new method of cleaning auditoriums was given to the ushers. It was not clear why the new method was being introduced, as the old method seemed to work fine. The result was a refusal to adopt the new approach. Management became upset, believing the holdout was setting a bad example for others and preventing the change from being implemented. This was entirely an internal factor: a lack of understanding for why the change was necessary led to resistance, which in turn created problems with management.

In fact, there was a good reason for the change. Upper management had tested the new method in a trial theater and found that it produced improvements in cleaning times within two weeks. Had that rationale been communicated clearly, trying out the new method would have seemed entirely reasonable. A logical person who is asked to do something needs to understand the reason behind it; without that understanding, compliance is unlikely to follow. Management could have prevented the resistance entirely by simply communicating the logic and rationale more clearly from the start.

Conclusion

By addressing the obstacles that lead to resistance to change — such as a lack of understanding for why the change is needed — managers can more effectively implement new practices. To overcome resistance, managers need to invite workers to participate so that workers feel that they matter. They also need to provide emotional support and, critically, offer clear and compelling reasons for the change. When these elements are in place, resistance is far less likely to take hold.

References

George, J. M. (2000). Emotions and leadership: The role of emotional intelligence. Human Relations, 53(8), 1027–1055.

Kotter, J. P. (2012). Accelerate! Harvard Business Review, 90(11), 44–58.

Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370.