1) Identify the key elements of the resistance to change described in this situation.
According to Kotter and Schlesinger, there are four reasons that certain people are resisting change, three of which seems to apply to this case:
Parochial self-interest (some people are concerned with the implication of the change for themselves and how it may affect their own interests, rather than considering the effects for the success of the business). The union suggests this of Nestles. "Jean-Paul Franc, head of the CGT at Perrier, sees the situation differently. In regard to the company's plan to cut 15 percent of its workforce he protests, "Nestle can't do whatever it likes? He says, "There are ...view middle of the document...
In so doing, identify what approach (es) to managing resistance you recommend and provide a clear justification for your choice.
Kotter and Schlesinger set out the following six change approaches to deal with this resistance to change, four of which that could be considered for this case:
1. Education and Communication. There seems to a lack of information or inaccurate information and analysis. Instead of discussing directly with the employees that the sales were down, the manager used a form of manipulation (e.g., place the competition's bottles water e.g. Badoit Rouge in the factory cafeteria), which further antagonized (as opposed to the intended motivation) workers. One of the best ways to overcome resistance to change is to educate people about the change effort beforehand. Up-front communication and education helps employees see the logic in the change effort. This reduces unfounded and incorrect rumors concerning the effects of change in the organization.
2.Participation and Involvement. This strategy is where the initiators do not have all the information they need to design the change and where others have considerable power to resist. This seems to be the case here, where an identification of the real problem is essential, which will include the employees in the problem definition as well as potential...