1. Using Lewin’s Change Model, successful unfreezing can set the stage for change to take place. <INSERT CONTEXT: why is the change needed?> By understanding the need to change, employees become dissatisfied with current practices, hence motivated to change. The organization must always create the motivation to change. This creates favourable predisposition towards change, reducing resistance. 2. From Kotter’s six strategies to overcome resistance to change, education and communication can be utilised. Educating by rationalising the change creates successful unfreezing. <INSERT CONTEXT: why staff is resisting?> Clear communication using accurate information creates accurate perceptions of change outcomes, reducing fear of unknown among employees. Employees must be well informed of the need to change and the rationale behind the changes. 3. From Full Range Leadership Model, transformational leadership can be utilised. Change leaders can create inspirational motivation by establishing attractive vision to attract commitment and create meaning for employees <INSERT CONTEXT: what is the aim of the change?>. This transforms employees to pursue organisational goals and hence adapt themselves to the changes when they see them as contributing to organisational goals. Moreover, research show this style of leadership is able to implement change smoothly.
4. Using Systems Model of Change, change leaders can come up with strategies targeting the elements of change. For example, the reward structure (element: organisational arrangement) can be tweaked to reward employees whose performance is congruent to the change <INSERT CONTEXT: what is the change?>. Also, employees (element: people) can be trained to equip them with knowledge and abilities to work in the new environment <INSERT CONTEXT: what skills is needed?>. A concrete and communicated strategy reduces fear of unknown, reducing resistance. By giving the employees the training, employees can be more confident for the change thus reducing the resistance towards it. 5. From the Dynamic Model of Resistance to change, change agent-recipient relationship is a source of resistance. The relationship can be improved by building trusting relationships with the change-agent taking initiative to create open communication <INSERT CONTEXT: how to have open communication in the case?>. This increases employees’ firsthand knowledge of the change leader’s reliability and integrity, allowing them to take the cognitive leap to trust them. With strong relationships, change recipients are thus more open to the changes proposed.