There are many models for analysing change in an organisation and for overcoming resistance to change.

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There are also several contributing factors which may influence the management of change in an organisation. These may include: stakeholder power, business goals, organisation culture, business

ethics and social responsibility.

 

Models for analysing change include Lewin's force field analysis (which may also be relevant to Outcome 4) and the change equation (ie when current dissatisfaction plus shared vision of the future

plus an acceptable first step outweigh the costs of change). Other models stress the fact that the various parts of an organisation are inter-connected and this should be borne in mind when analysing the possibility of change.

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The analysis of change may also be linked to implementing change. There are a number of versions of the preparing–changing–consolidating model such as Lewin's unfreezing and refreezing model.

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Kotter and Schlesinger's change continuum may help to decide what strategy to adopt for change and thus how resistance could be overcome. They also suggest several ways of overcoming resistance to

change including communication and education; participation and involvement; support and development; negotiation and bargaining; manipulation and co-option; explicit and implicit coercion.