Written By: John P Kotter & Leonard A Sclesinger
June-July: 2008
Summary
In 1973, the conference board asked 13 eminent authorities to
speculate what significant management issues and problems would develop over
the next 20 years.
Change initiatives often back fire because managers apply one
size-fits- all approaches. People also resist change when they don’t understand
its implications and perceive that it might cost them much more than they will
gain. Such situations often occur when trust is lacking between the person
initiating the change and the employees.
Few organizations can be characterized as having a high level of
trust between employees and managers; consequently, it is easy for
misunderstandings to develop when change is introduced. Unless managers surface
misunderstandings and clarify them rapidly, they can lead to resistance.
Many managers underestimate not only the variety of ways people can
react to organizational change, but also the ways they can positively influence
specific individuals and groups during a change.
Finally, managers often deal with resistance coercively. Here
they essentially force people to accept a change by explicitly or implicitly
threatening them or by actually firing or transferring them.
Ref –Page, No 130
HBR
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