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HBOK 1-461

Title A Way to Anchor Change
Author(s) John R. Schultz
Source Six Sigma Forum Magazine
Topic Performance Improvement

Engaging and Empowering the Workforce

Change Management

Abstract Successful improvement activities need to reduce organizational resistance and anchor the changes so the resistance does not return. Typically, workers faced with organizational changes will go through a process similar to the stages of grief posited by Elisabeth Kübler-Ross. First they will be indifferent to the change, then they will oppose it, then they will consider it, and finally they will cooperate to bring about the change. Depending on the leader-member relationship, the structure of the tasks leading to the change and the power position of the leader, a leader may find a task-motivated or a relationship-motivated leadership approach will be most effective at creating and maintaining change. Likewise, the best methods for overcoming resistance will vary situationally, but they include two-way communication with employees, group participation, education and training, and incentives. Concealment and coercion may seem like expedient methods for overcoming resistance, but they have strong negative consequences. If unexpected resistance is encountered, employers should stop and identify the source of that resistance rather than pushing ahead with the change initiative regardless. Two brief case studies demonstrate different approaches to change and resistance management.
Access Restrictions Subscribers only; open to members in January 2014
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Reference Code 1-461

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