Six Change Approaches[六变革法]
(Kotter)

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Kotter和Schlesinger的Six Change Approaches[六变革法]模型旨在预防、减少和弱化组织内部的变革阻力。

变革阻力产生的原因

根据Kotter和Schlesinger的研究（1979），导致某些人阻碍变革的原因主要有四种：

1. 利己主义。 某些人只考虑变革对自己有没有影响，对自己的利益会产生怎样的影响，而不去考虑变革对组织的成功会产生什么影响。

2. 纯属误解。 主要是由于信息不全造成的沟通问题 。

3. 承受力差。 某些人过分依赖有安全感和稳定感的工作环境。

4. 认识不同。 有些人可能不赞同公司提出来的变革原因，或者不赞同公司所强调的变革利弊。

应对变革阻力的六个途径

Kotter和Schlesinger给出了以下六条途径，用以应对变革阻力：

1. 教育和沟通。 适用于信息缺乏、信息不准确、或者对变革缺少分析讨论的时候。 其中最为有效的一个方法是， 在实施变革之前，对员工进行宣传教育。 变革前的沟通教育，有助于帮助员工理解变革的逻辑性和合理性，认识到变革之举势在必行， 从而减少关于变革的各种不实谣言。

2. 参与和融合。 适用于发动变革的领导团队缺乏设计变革的必要信息，以及员工阻力相当大的时候。 当员工被融入到变革活动，他们更可能去顺应变革，参与变革，而不是阻挡变革。 这一方法最好用于消除来自于对变革持默许态度的员工的阻力。

3. 引导和支持。 适用于变革过程中的各项调整引发员工阻挠的时候。 在这一困难时期，管理人员如果采取支持员工的态度，能够有效防止潜在阻力。 在变革转型过程中，管理人员应该帮助员工梳理他们的担忧和焦虑。 员工之所以害怕变革、阻挠变革，原因主要在于： 他们认为变革会给他们个人带来负面影响。 这一手段的典型方法是，提供正常工作外的专门训练和咨询服务。

4. 谈判和协商。 适用于部分员工或部门利益受损，以及阻挠力量较大的时候。 管理人员可以通过提供各种形式的激励，使员工放弃抵抗。 比如，可以给员工一定的权利，否决那些对他们来说有危险的变革成分， 或者给予员工特殊政策，允许那些反对变革的人通过买断工龄、或提前退休等形式离开公司， 以避免遭遇变革风险。 这一方法用在那些阻力较大的人员身上比较适合。

5. 操作和Cooptation。 适用于以上策略发挥不了作用或成本太高的时候。 Kotter和Schlesinger建议， 选举阻挠力量的代表进入变革领导团队，是一个较为有效的操控阻挠人员的方法。 Cooptation介入带领人进入变动管理制定计划组为出现而不是他们实质的贡献。 具体做法就是从那些阻挠变革的员工中选举部分代表作为变革团队的领导成员， 给予他们象征性的决策角色，同时却无碍变革大计。 需要注意的是， 如果这些阻力派领导人物产生被耍弄的感觉，他们有可能会产生更大的抵触情绪，阻挠变革。

6. 正面施压。 适用于变革刻不容缓的时候， 且最好作为其他办法均无效果时的最后一招。 管理人员可以明确或含蓄向员工施压，告诉他们必须接受变革，否则会导致严重后果，如： 失业、下岗、流动、或失去升迁机会，等等。

论坛 关于以下内容的论坛讨论：六变革法。 Dealing with Resistance to Change - MAINTAINING STATUS QUO means living and working within the known and the comfort zone. - CHANGE means going beyond frontiers of the known, learning to work with new challenges. - RESISTANCE TO CHA... 18   4条评论 Change Ability is a Core Competence The capacity or ability of an organization to change quickly and successfully (skillfully combining various change approaches) can be viewed as a core competence, which can be continually upgraded and... 18   16条评论 Why Communication is Crucial in Change Processes Communication is a very critical process in today's challenging times. The success factor is proper communication on: - Why the change is inevitable, and - Why the support and involvement of all st... 18   4条评论 Everyone is Part in Change There is a saying that says "you either get better or you get worse"; you don't stay the same. So anyway you slice it, you are part of change, it's either good or bad. This goes for every part of an... 14   2条评论 Combining Multiple Change Approaches? In order to select the appropriate change approach (as categorized by Kotter), it's useful to understand the change management iceberg model of Kruger. There are probably different groups with differe... 12   6条评论 Resistance to Change Types Resistance to change can be considered along various dimensions: - Individual versus Collective resistance - Passive versus Active resistance - Direct versus Indirect resistance - Minor versus Ma... 11   First Values and Culture I believe that the change must be made by participation and involvement but first we have to work on organization values and culture because we have to prepare the field, any other way can�t be follow... 11   Change Leadership AND Change Management: 2 Parts of the Same Whole Thank you for the video of this week explaining the differences between Change Leadership (CL) and Change Management (CM) in Kotter's view. I humbly suggest that they are mutually inclusive: Without... 9   23条评论 Expansion (Change) in Business Focus Our company is undergoing a major change. We are expanding in a very fast pace and it is a great change! Due to expansion, we have recruited a lot of talented and good people who have the drive, passi... 7   2条评论 Participatory Approaches Towards Taking on Change I think you will find in most cases larger organisations will use a programmatic approach, i.e. a top down approach towards implementing and communicating change. Here I believe issues arise as it doe... 7   2条评论 Using Change Approaches for Post-election Violence Extremely useful information. I used it to advice people on post election violence and on how they can manage change.... 6   1条评论 Displacement Through Change Forging change of a political government and of leadership in a country may mean displacement of political leaders in power. In such case, it appears that their resistance to change is influenced by p... 4   Approach #7 to Deal with Resistance I would add 7th approach. This is facilitation to inner, spiritual development of all those involved into change. Wise people do not resist change, but are open to it. Inner spiritual path, growth to ... 3   Mention Change in Introduction Training It is advisable to emphazise the subject of change (management) during the introduction training of new employees.... 3   3条评论 Organizational Ideology as a Change Approach I believe another (7th) approach to change could be: 'Organizational Ideology'. Ideological change following the situation is a competency and shows the flexibility of management. One way to change ... 2   2条评论 Kotter Change Model and ADKAR Model I am comparing Kotter's model with ADKAR from Prosci, they closely resemble each other though Kotter seems to be more forceful in implementing change.... 2   2条评论 Resistance to Change not Just Self-Interest The first factor in resistance, self interest, may be something less "toxic" and that is complacency (Editor: ~self-satisfaction). At first an individual isn't resistant to change, per se, but it sim... 2   4条评论 The Origin of Resistance to Change It is my belief that resistance to change stems from fear and lack of information. When free-flow of information forms part of the policy of an organization, every worker is able to analyze available... 2   4条评论 Change Dynamics of People Being in the Organization for a Long Time It seems to me as if the longer people stay in an organisation, the more resistance they develop to any change initiative - despite their advantages. Is this impression of mine correct?... 2   3条评论 First the Rational and Hard Factors Organizational change management can be effectively carried if the rational and hard factors are addressed first before applying the models which are supposed to address the emotional and soft factors... 1   1条评论 Why *assume* they are wrong and we are right? Too many of these explanations for why "they" are fearful, uninformed, unaware are simply an excuse for failing to consider all the implications of the change. If you do that - and you still consider ... 1   1条评论 开始一个新的论坛主题关于六变革法 免费注册

训练课程关于六变革法。 初级课程 进阶课程 专家课程

最佳实践 关于六变革法的最高评价的讨论主题。在这里你会找到最有价值的思路和切实可行的建议。 🥇 5th Reason for Resistance to Change: Over Protectiveness of the Status Quo I am managing a change program for a voluntary organisation for people with learning disabilities whose over caring attitude has developed over decades. The necessary change needs to happen for the or... 14   6条评论 🥈 Manage Change Like a Salesman In order to make effective change, the manager has to believe in the change. It is top down. You hear words like "buy in" which means a manager has to talk up the change and make it practical and tang... 12   3条评论 🥉 Trust, change and management Trust creates trust, mistrust creates mistrust! Managers should create trust in order to be trusted by others. A barrier towards mistrust is a lack of knowledge and the understanding of concepts which... 6   4条评论

专家提示 关于Six Change Approaches（英语）的高级见解。在这里，您将找到专家的专业建议。 咨询技巧 教学技巧 实际实施技巧 Personal Networks of Successful Change Agents Leading Major and Minor Change Initiatives Organizational change is often difficult to achieve because it disturbs the hierarchical structures and the way to accom... Leadership Strategies for Change Initiate, implement, develop and sustain change In response to the high rate of change failure, Ken Blanchard and his team have developed the Blanchard Leading Through ... Key Success Factors when you're Designing your Change Management Program Best Practices, Change Management, Organizational Change In their article "Making Change Happen, and Making It Stick" (published in the online edition of strategy+business, Dece... Categories of Change Tools and Approaches Change Management, Organizational Change According to Christensen et al. in HBR Oct 2007, 4 types of "tools" can be distinguished, depending on the extent that p... What Change Agents Should I Use? Change Management, Organizational Change, Turnaround Management When choosing between internal or external change agents, organizations should consider following advantages and disadva... Six Crucial Mind Shifts for Strategy Execution / Implementation Change Management, Strategic Change, Resistance to CHange, Strategy Implementation Speculand (2009) suggests six mind shifts that people should consider when they're implementing new strategies in organi... Types of Change. Classification Change Management, Organizational Change, Expected/Unexpected Change, Incremental/Radical Change Organizational change varies along at least to dimensions (expected-unexpected and incremental-radical) and can be manag... The Role of the CEO in Strategic Change Initiation Communicating Strategic Change In management literature the role of the CEO in formulating and implementing strategic change has often been emphasized.... Approaches to Planned Change Change Management, Organizational Change Organizations may take one of the following three approaches to planned change: - Structural Approach: The structural a...

信息来源 有关六变革法的各种信息来源。在这里，您将找到Powerpoint，视频，新闻等可用于您自己的讲座和讲习班。 Your Organization Needs to Change its Strategy Implementation Method Strategy Execution, Strategic Change, Change Management, Strategy Implementation Dr. John Kotter explains most clearly how the rate of change of events, technology, globalization, products and markets ... How to Communicate Organizational Change to Affected Audiences Organizational Change, Change Management, Change Communications This presentation elaborates on the process of communicating change towards those affected by the change. The presentati... Effective Change Leadership and Management: Principles, Frameworks and Tools Change Management, Change Leadership Comprehensive presentation on leadership and management in a change context. 1. Introduction and Overview 2. What is t... Organizational Change & Dev. Organizational Change Overview Overview paper on Organisational Change and Development by Sharika Gupta Sr. deals with following topics: 1. INTRODUCTI... Resistance to Change and Its Management Change Management, Resistance to Change, Change Resistance This presentation focuses on a specific dimension of change management, namely the management of resistance to change of... Dealing with Resistance to Change Change Management, Resistance to Change This presentation focuses on resistance to change and ways to overcome or prevent it. The presentation has good graphics... Change Management versus Change Leadership Understanding the Difference Between Change Management and Change Leadership This video explores and explains some differences between Change Management and Change Leadership: CHANGE MANAGEMENT ... Managing Organizational Change Change Management, Leading Change, Organizational Development This is a presentation about the ways to manage change. The presentation includes the following sections: 1. Introducti... Dealing with Strong Resisters Dealing with Resistance to Change, Change Management, Training, Workshop Dr. John Kotter gives remarkable advice on dealing with "No, No, People" (strong resisters in change initiatives). Acco... Compensation for Change Change compensation This paper by Karen Hopper Wruck explains why establishing a strong, positive relation between rewards and performance i... Managing Organizational Change and Managing Stress Organizational Change; Change Management; Stress Management Presentation about organizational change with a special emphasis on stress management. The presentation includes the fol...

工具 有关 AABBCC 的有用工具六变革法。 新闻 视频 简报   书比人好 学术的 更多

比较： Change Phases[变革阶段]  |  Contingency Theory[权变理论]  |  Changing Organization Cultures[组织文化变革法]  |  Leadership Styles[领导风格]  |  Core Group Theory[核心组理论]  |  Bases of Social Power[社会权力基础]  |  Organic Organization[有机式组织]  |  Theory of Planned Behavior[计划行为理论]  |  Business Process Reengineering[业务流程重组]  |  Kaizen[改善]  |  People-CMM[人力资源能力成熟度模式]  |  Change Management[变革管理]  |  Dimensions of Change[变革尺度]  |  4 Dimensions of Relational Work[关系工作的四个类型]  |  Levels of Culture[文化层次]  |  Office of Strategy Management[战略管理办公室]  |  Causal Model of Organizational Performance and Change[组织绩效与变革因果关系模型]

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