This document discusses models for managing resistance to organizational change. It presents the Harvey and Brown model which shows different levels of resistance and chances of success depending on the degree of change and impact on culture. It also discusses Kurt Lewin's three stage model of change - unfreezing, changing, and refreezing. Finally, it outlines some common reasons for resistance to change and different methods that can be used to overcome resistance, along with potential traps to avoid and basic guidelines for managing change.

1. Managing Resistance (Harvey & Brown model ) Low Resistance High chance of success High Resistance Low chance of success Some Resistance Moderate chance of success Some Resistance Moderate to high chance of success Degree of Change Impact on Culture Small Small Large Large

2. The Pace of Change Change Champions Early Adaptors Early Majority Majority Late Majority Laggards 10% + _ 10% + _ 10% + _ 45% + _ 15% + _ 10% + _

3. Kurt Lewin’s Model of Change New state Old state Unfreeze Change Re-freeze

4. Resistance to Change “ Resistance to change is the reasonable and legitimate expression of the risks which change entails for all the participants” Crozier and Friedberg 1980

9. The reasonable person adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends on the unreasonable person. George Bernard Shaw