Barriers to Change (AQA A Level Business): Revision Note
Exam code: 7132
Kotter & Schlesinger's four reasons for resistance to change
Resistance to change is the unwillingness to adapt to new circumstances or ways of doing things
Kotter and Schlesinger identified four reasons why workers resist change
1. Self-interest
People worry that change could threaten their job, status or pay.
It’s natural to protect what you value most.
If staff feel little loyalty, they’ll put their own needs first
2. Fear and misunderstanding
Employees may not know why change is needed or have the wrong facts.
Without a clear reason, it’s easy to believe that everything’s fine as it is
Sometimes people convince themselves the old way works better than it actually does
3. Different assessments
Not everyone agrees on what the problem is or how to fix it
Some may back a completely different solution
This isn’t just self-interest; it’s genuine debate over what’s best for the business
4. Prefer things as they are
Many prefer routine and feel uneasy about new ways of working
Past bad experiences can make people extra wary
If it feels risky, staff tend to resist even small changes
Overcoming resistance to change
Kotter and Schlesinger also suggested methods that might be used to overcome resistance to change
The six methods of overcoming resistance to change
1. Education and communication
Useful when people lack facts or hold incorrect views about the change
Sharing clear information explains why the change is needed
Convincing everyone may take significant time and discussion
2. Participation and involvement
Inviting staff to help design and implement the change builds commitment
When people feel ownership of the process, they’re more likely to support and drive it forward
3. Facilitation and support
Anxiety about new ways of working can increase resistance
Providing training, resources and coaching helps employees cope and accept the change
4. Negotiation and agreement
You can bargain with resistors, offering compromises to gain their backing
This often results in a slightly adjusted plan that still meets core objectives.
5. Manipulation and co-option
Offering perks or roles to influential individuals encourages them to champion the change
6. Explicit and implicit coercion
As a last resort, change may be enforced through formal orders or implied threats.
Staff comply because they have no real choice.
If the new approach proves successful, people may come to accept it over time
Other barriers to change
As well as staff resistance to change, a range of other factors can affect how well a business can implement change
Financial constraints
This means the business does not have enough money (or access to credit) to pay for the investments needed to change, such as new equipment, technology or training
E.g. Rolls-Royce’s rollout of its digital engine-monitoring system was delayed by the high up-front cost of sensors, slowing the change process
Rigid organisational structures (inertia)
A company’s existing hierarchy, rules and reporting lines are so fixed that even small changes become slow and complex to approve and implement
E.g. Kodak’s entrenched, film-focused hierarchy prevented it from moving quickly into digital photography, letting competitors capture the market first
Regulatory and legal limits
Laws, licences or industry standards that the firm must follow can delay or restrict the way a business rolls out new processes, products or systems
E.g. Uber’s expansion in London was repeatedly delayed by Transport for London licence conditions, forcing it to carry out driver checks and change its data sharing policies
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