Kotter와 Schlesinger의 6가지 변화 접근법은 조직의 변화에 대한 저항을 예방하거나, 감소 또는 최소화하려는 모델이다.
변화에 대한 저항의 이유
Kotter와 Schlesinger의 1979년 연구에 따르면, 일부 사람들이 변화에 저항하는 4가지 이유가 있다 :
편협한 이기심. 일부 사람들은 사업의 성공적인영향을 생각하기보다는 변화가 자신들의 이해관계에 어떤 의미인지, 어떻게 영향을 미치는지에 더 관심있다.
오해. 커뮤니케이션 문제; 부적절한 정보.
변화에 대한 인내 부족. 일부 사람들은 안전감을 느끼고 그들의 업무에 안정감을 갖고자 한다.
상황에 대한 엇갈린 평가. 일부 직원은 변화의 이유와 변화프로세스의 장점과 단점에 대해 상반된 의견을 보일 수 있다.
변화에 대한 저항을 다루는 6가지 접근법
Kotter와 Schlesinger는 변화에 대한 저항을 다루기 위한 6가지 접근법을 제시한다 :
교육과 커뮤니케이션. 정보의 부족, 부정확한 정보와 분석이 있는 곳. 변화에 대한 저항을 극복하는 최선의 방법 중 하나는 : 사전에 변화의 노력에 관하여 알리고 교육. 커뮤니케이션과 교육을 실시하는 것은 직원들이 변화의 노력의 논리를 알 수 있게 도와준다. 이것은 조직에 변화의 영향에 관한 근거없고 부정확한 소문들을 감소시킨다.
참여와 개입. 변화 주창자가 변화설계를 위한 모든 필요한 정보를 갖고 있지 못하는 반면 다른 사람은 변화에 저항할 수 있는 상당한 힘을 갖고 있는 곳. 직원들이 변화의 노력에 개입될 때, 그들은 변화에 저항하기 보다는 더욱 더 변화를 원하는 경향이 있다. 이러한 접근은 마지못해 변화에 동참하는 사람들의 저항을 줄이는 경향이 있다.
퍼실리테이션과 지원. 조정문제 때문에 변화에 저항을 하고 있는 곳. 변화의 기간 중 어려움이 있는 시기에 직원들을 지원함으로써 매니저들은 잠재적인 저항을 예방할 수 있다. 관리적 지원은 직원들이 전환기에 느낄 수 있는 두려움과 걱정을 다루는 데 도움을 준다. 변화에 대한 저항의 기초는 다음과 같은 것이 될 수 있다 : 조직의 변화에 따른 일부 해로운 영향이 있을 것이라는 인식. 이 경우 일반적인 접근은 일반사무실 외의 공간에서 특별 트레이닝과 카운셀링이 있다.
교섭과 합의. 일부 또는 일부 그룹이 변화로 인해 손해를 볼 수 있고, 개인이나 그룹이 변화에 대한 상당한 저항을 갖고 있는 곳. 매니저들은 직원들에게 변화에 저항하지 않도록 인센티브를 제공함으로써 저항을 극복할 수 있다. 이것은 변화에 저항하는 사람들에게 자신을 위협하는 변화의 특정 요소에 대해서 반대를 할 수 있게 하는 것이다. 또는 변화에 저항하는 사람들에게 은퇴, 조기 기업업수 등을 통해 회사를 떠날 수 있는 인센티브를 제공할 수 있다. 변화의 노력에 대한 경험을 피하기 위하여. 이 접근법은 변화에 저항하는 사람들이 권력의 위치에 있는 곳에 적당하다.
조종과 포섭(Co-option). 다른 방법들이 효과적이지 않거나 비용이 너무 큰 곳에. Kotter와 Schlesinger는 다음과 같은 효과적인 조종 기술을 제안한다 : 변화를 저항하고 있는 사람들을 포섭. 포섭은 한 사람을 변화관리 기획그룹에 실질적인 기여보다는 외형상 포함시킴으로써 변화에 동참시키는 것이다. 이것은 보통 변화에 저항하는 사람들 중에 리더들을 선정하여 변화의 노력에 참여시키도록 하는 것이다. 변화노력을 해치지 않는 선에서 선정된 리더들에게 의사결정과정에 상징적인 역할을 부여할 수 있다. 주의점 : 선정된 리더들이 속임을 당하고 있다고 느낄 경우, 변화과정에 포함되지 않았을 때보다 더 큰 저항을 할 가능성이 있다.
직접적이고 간접적인 강압. 변화의 속도가 성패를 좌우하는 곳. 최후의 수단으로서만 사용. 매니저들은 변화에 대한 저항이 초래할 수 있는 다음과 같은 결과들을 분명히 제시함으로써 직원들이 변화를 수용하도록 직간접적인 압력을 행사할 수 있다 : 실직, 해고, 전출, 또는 승진기회 박탈.
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