Vasiliev S.V. Strategic management

Kurt Lewin's Force Field Analysis is a powerful tool used to understand what it takes to make a difference in both the corporate and personal arenas.
Most importantly, it is easy to use and has complete reliability as professional tool.

General presentation.

Let's start with a simple science experiment.
You will need to sit down for this. Are you sitting? Excellent. Now the question is - what keeps you in your chair?
There are two possible answers to this question. The first is gravity, which pushes you into a chair. A driving force, if you will.
Another answer is the chair itself, which provides an anti-gravity force and keeps you from falling to the ground.
It turns out that while you are sitting, you are in a kind of equilibrium, a balance of power.
Two forces hold you in place. Gravity pushes you down, keeping you on the chair, and the chair itself counters this, keeping you from falling to the ground.
Two equal forces, the driving and opposing forces, work to maintain balance or the status quo.

Do you agree? Okay, now let's play. Suppose we want to get out of balance and let you fall to the floor. What we can do?
On the one hand, you can increase the force of gravity. The chair will eventually fail and you will fall.
On the other hand, we can leave gravity alone and loosen the chair, the result will be the same.
If you have read up to this point, you can consider that you have just completed the analysis of the force field and understand the main ideas of this analysis. It also becomes clear why this experiment is relevant in this article.
Kurt Lewin took exactly the same approach to people in his theory of change among social situations.

The force may be with you, or it may be against you.

Kurt Lewin wrote, "The issue is held in balance by the interaction of two opposing sets of forces, those that seek to promote change (driving forces) and those that attempt to maintain the status quo (restraining forces)." This is what we have proven with our experiment and it is highlighted in the diagram below.

So before the change force field finds itself in a balance of forces that favor change and resist it. Levin talks about the existence of a quasi-permanent social equilibrium.
For any change, the existing status quo or balance must be upset - either by adding conditions favorable to change or by reducing opposing forces.
Kurt Lewin suggests that whenever the driving forces are stronger than the opposing forces, the status quo will be changed.
This is useful knowledge. Especially when we use it to understand how people react to change or why they resist it.
There will always be driving forces that make change attractive to people, and restraining forces that want to keep things the way they are.
Successful change can be achieved by both strengthening the driving forces and weakening the restraining forces.
Force field analysis is integrated into Lewin's three-stage theory of change, where you first unfreeze the existing balance, then move towards the desired change, and finally freeze the change at a new level, establishing a new balance that resists future change.

Using force field analysis.

Lewin's force field analysis is used to distinguish which factors in a situation or organization are driving or pulling a person towards/away from a desired state, and which oppose the driving forces.
This analysis is needed in order to form solutions that will make change acceptable.
“Forces” - more than the mood for change. Kurt Lewin knew how much emotional is inherent in the human attitude to change.
To understand what makes people accept or resist change, it is necessary to understand the values and experiences of the individual or group.
Development of introspection and emotional intelligence will help to understand the forces that move us and other people. The behavior of other people will alert you to the presence of driving or restraining forces.
The following steps are a kind of algorithm for using force field analysis:

Define the change you want to see. Write down a goal or vision for the future desired state. Or you may prefer an understanding of the current status quo.
Draw the driving forces for change - brainstorm, draw a Mind Map. Write them down on a force field diagram.
Draw restraining forces against change - brainstorm, draw a Mind Map. Also write them down on the force field diagram.
Assess the driving and restraining forces. This can be done by scoring them from 1 (weak) to 5 (very strong) and summing up each side. Or you can drop the numbers and focus holistically on the impact of each factor.
Assess the strength. Decide which forces have some flexibility to change or which can be influenced.
6. Strategize! Create a strategy to increase the driving forces or weaken the deterrents, or both. If you have rated each force on a point scale, think about how you can increase the points of driving forces or lower the total of restraining forces?
Set the order of actions. What actions can be taken that will give the greatest result? Determine the resources you will need and decide how you will carry out the intended activities.

Tip: Sometimes it's easier to weaken the forces that hold back than to increase the driving forces.

Force field analysis is usually criticized because of the subjective assessment of driving and restraining forces.
Some authors consider that this model works within a limited set of conditions, and there are situations outside of these conditions in which Lewin's theory would be less applicable.
Ultimately, force field analysis may or may not be helpful in your situation. Decide for yourself.
Force field analysis is underpinned by Kurt Lewin's change management model and has established itself as a trustworthy professional change management tool.

I
Force field analysis is a very useful tool for determining methods to change a given situation. It is assumed that in a stable situation, the forces that oppose change are balanced by the forces that act against them. Thus, any change in forces will end in a shift in equilibrium and one of the sets of forces will outweigh (see A1.1).
The method of carrying out the analysis of force fields is as follows:

Forces for change
.silts against change

In the status quo that has been created, the forces that encourage [imputations] are balanced by the forces that resist change.
The nature of the changes required.. Analysis\force fields
4 1. Determination of the nature of the necessary changes.
1 2. "Brainstorming", or listing the forces contributing to change. Identification of forces in the compiled list according to the Pareto rule. Drawing up an action plan based on this analysis.
You can use this method in any organization
to identify the people and forces that promote and hinder change. If you want, then weigh these forces - those of them that are basic are indicated by a longer arrow, weak ones - by a short one. In this way, you are essentially painting a picture of what drives change and what hinders it. For its completeness, it is useful to include hidden and explicit goals that move people.
Conducting a force field analysis will allow you to identify those in the global team who agree with the changes and are able to give you support.

Determination of goals
Objectives should be clear and understandable to each of the parties involved from the very beginning. Employees and managers need to know where they are going and what the results will be.
It is very important that goals meet the conditions expressed by the acronym CORIS, they must be specific, time-bound, realistic, measurable and agreed upon (details in chapter 13). , ; ¦¦
Interpretation of calculations
Below are the important relationships used to interpret the calculations.
Liquidity ratios
Current Ratio ~ Current Assets/Current Liabilities... />Even if the ratio shows an excess of working capital over current short-term liabilities, the calculations still need to be examined in order to realize assets in the time period required to cover debts. This ratio is of particular importance in the expansion of production, as it reveals the places where the business is trading in a volume that goes beyond the available funds.
The ratio of the company's current liabilities = (Current Assets - Inventory) / Current Current Liabilities
The above formula eliminates inventories that are often difficult to liquidate and can be overpriced in the calculation: it is considered a more conservative method of assessing liquidity.
! Profitability analysis
Return on Capital Employed = Earnings Before Interest on Capital/Employed Capital (Percentage) -

This formula is used for calculations both before and after taxes, so it should be used as a benchmark carefully - it must be remembered that like is compared only with like. The same formula is useful for evaluating different business units.
Return on Equity = Net Income After Taxes/Payments to Funds to Interested Parties (Percentage) .h f
Any company wishing to raise funds from the stock market must know how much profit it can guarantee to investors. The figure after taxes is much more important than numbers before their payments. It is important not to confuse these numbers. Sometimes in final versions profit reports are compressed to obtain a sustainable growth of this ratio.
Profit ratio = Profit/Turnover (as a percentage) ;
Gross profit, operating income, and net income can be good tools for measuring profit in this formula. This very valuable ratio is useful for determining the actions of competitors and for comparing different divisions of the company, determining the level of internal and external sales; it is also important when working out the subsequent actions in the field of pricing (raising or lowering prices). "" "

Force field analysis (FFA) is a framework designed to

diagnosing the problem and choosing priority methods for making the necessary changes in order to solve this problem.

Force field analysis is based on the work of Kurt Lewin, who introduced the concept of a field or

some space around an individual, group or organization. Within this field, various forces act on them. There are two main forces:

driving forces (Driving Forces) and restraining forces (Restraining Forces).

Driving forces are forces that act in the direction of change and are interested in getting the situation out of the problematic state in which

where she is currently.

Restraining forces are the forces that hinder change.

AT at best, these forces maintain the existing problematic situation, and in worst case exacerbate it.

AT state of equilibrium (Equilibrium) two kinds of forces remain in the existing

position, and change is not feasible.

Every situation we want to change is a model of dynamic equilibrium. Those. at each moment of time, both types of forces act simultaneously - both driving and restraining.

The purpose of using the method is to achieve a change in the balance of the field

forces so that the desired change can be effected. That is, the goal is to increase the action of the driving forces and at the same time eliminate or reduce the influence of the restraining forces.

It is important to understand that if we focus only on strengthening the driving forces, this will lead to an increase in the resistance of the restraining forces, and the status quo will worsen even more. Therefore, it is important to act simultaneously in two

directions.

Stages of analysis of the field of forces.

1. Briefly describe the problem/situation requiring change.

2. Describe the task you want to achieve in operational terms.

3. Determine the driving and restraining forces.

The magnitude of power is the real or latent ability of power to maintain the status quo or bring about change. Those. estimate the potential power of the force and

the degree of its influence.

Openness of force: The potential of force in terms of its ability to change. If a we are talking about a restraining force, then we are talking about its potential to

decrease, and if about the driving force, then about its potential for increase.

5. Specify the key players.

The key players are the main players who can strengthen the driving forces and weaken or eliminate the restraining forces. Key players may include: employees of your organization, funding organizations,

clients, influencers (media representatives, scientists, politicians

and etc.), leaders and members of the community, holders of important resources, etc.

6. Try to identify the forces that you will deal with in the first place in order to bring about the desired change.

Two unconditional rules for determining forces.

1) Active forces.

The greater the degree of openness and magnitude of forces, and the greater the ability of the players to influence these forces, the greater the likelihood of successful change. These are active forces that must be dealt with in the first place.

2) Unnecessary forces.

The lower the degree of openness of forces in terms of capacity for change, and the

there will be fewer players able to influence these forces, the more unnecessary these forces will be in terms of your goals, since there will be no one

deal with them. It is not worth wasting vital resources on these forces.

7. Systematic planning

At this stage, you should move on to planning specific actions, using

which you can strengthen the driving forces.

Cm. http://www.jdc-siberia.ru/downloads/problems/2.doc

APPENDIX 7. Structural model of E.Bern

The structural model of E. Berne describes a personality in the form of ego-states, under

with which he understands the agreed type of feeling and experience,

directly related to the relevant behavior. Berne clearly distinguishes between the external or social plane and the internal, psychological plane, which concerns inner peace man and his individual perception of events.

The social plan in Bern's concept is represented by transactions in the process of communication, and the internal ego states, which he calls Parent, Adult

and Child. The internal plan in the process of communication is manifested in the external plan in the appeal of any hypostasis of one person to another and the response of this

hypostases. Berne's three ego states can be summarized as follows:

1) Parent - functions of control over compliance with norms and regulations, as well as patronage and care. This is the actualization of the moral sphere of the individual. The parent is above the situation. When referring to the hypostasis of the Parent, they appeal to

ethical system of man, to foundations, to a sense of duty in the face of the unknown and

uncontrolled reaction. Attitude towards the Parent is most respectful.

2) Adult - reason, information processing and probabilistic assessment for effective interaction with the outside world; this is an update

rational sphere of personality. The adult is partly inside and outside the situation. At

addressing the Adult is an impact that means a direct reaction, perhaps somewhat delayed and to some extent left to the discretion of the partner, as a conscious person who has a certain freedom and capabilities of a person. Attitude towards adults is respectful

3) The child is a part of the personality that contains affective complexes associated with

early childhood impressions and experiences. This is the actualization of the emotional sphere of the individual. The child is completely inside the situation. Impact

occurs immediately, the result is expected momentary and usually quite predictable. We do not respect the child at all.

http://humanities.edu.ru/db/msg/77159

APPENDIX 8. Method of principled negotiations, or the Harvard concept of negotiations

During the negotiation process, the behavior of the participants can correspond to three different approaches. The first is connected with the confrontation of the parties, each of which puts victory at any cost as an indispensable condition. The table at which

dialogue is being conducted, likened to a kind of battlefield. The second approach can be considered the opposite of the first. The parties take friendly positions, lead

self ingratiatingly. The third approach is based on the understanding of the need to find a mutually acceptable solution that would meet the interests of both partners to the maximum extent. Mutual concessions, reasonable compromises, as it were

complement each other. This approach, which builds trust and brainstorms together, is the most

promising. This concept underlies the so-called method

principled negotiation, developed at Harvard University in the USA and described in detail in the book by Roger Fisher and William Ury "The Path to Agreement,

or negotiations without defeat” (M., 1992). The method is to require

solving the problem based on its qualitative characteristics, i.e., on the merits of the matter. Partners strive to find mutual benefit where possible. And where their interests do not coincide, they achieve a result that would be justified by fair norms.

The method is characterized by four basic rules. Each of them constitutes

a basic element of negotiations and serves as a recommendation for their conduct. The first rule: "Make a distinction between the negotiators, separate the person from the problem." Discussion of character traits, criticism of the personal qualities of communicants are unacceptable, as they exacerbate contradictions, interfere with the course of consideration of problems. Second: "Concentrate on interests, not positions." Instead of arguing about positions, one should examine the defining

their interests. Third: "Develop mutually beneficial options." Fourth: "Find objective criteria." In order for the negotiations to be more

fair, mediators, observers, independent experts are invited. At the end of contact results achieved are fixed in writing.

After the meeting, positive and negative points so as to

improve negotiation strategy and tactics.

The work of R. Fischer and W. Urey "The path to agreement, or negotiations without defeat" you can read on the website http://rus.1september.ru/2001/30/6_12.htm

Peace negotiations

Someone rightly said about negotiations: you are not getting what you deserve, but what you were able to agree on. Part of Russian business habit

to negotiate is considered harmful. The opponent is seen as a lemon, the squeezing of which requires effort. “They knew how to negotiate,” they say now about young professionals who have made business on privatization deals and corporate

captures. However, companies working for a common result with a partner have a completely different view of the effectiveness of negotiations.

One of the first concept of win-win negotiations (win-win) was

proposed by Harvard University professors Roger Fisher and

William Ury. Their views turned out to be consonant with the corporate cultures of many

world companies. This experience is gradually adopted by Russian businessmen - which is especially noticeable in the example of how they negotiate with a foreign party.

In 1981, in their book The Path to Agreement, or Negotiations Without Defeat, Roger Fisher and William Ury described the concept of principled negotiation - principled (rational, constructive, integrative) negotiations. She thought

creators as an alternative to soft negotiations (participants are friends, the goal is

agreement) and tough (participants are opponents, the goal is victory).

problem." And their goal is “a reasonable result achieved efficiently and

friendly". American authors clothe the characteristic features of their approach in formulations that train the imagination: “separate people from

problems", "insist on the use of objective criteria", "consider mutually beneficial options", "concentrate on interests, not positions".

Another scheme, proposed by business professors, has also become famous.

Texas Tech University College by Grant Savage, Rich Sorenson, and John Blair. They identify four main strategies

negotiations: fierce competition, clear concessions, trust and cooperation,

deliberate refusal to negotiate. In order to choose the appropriate option in a given situation, the manager is asked to answer two questions: how much

the outcome of the negotiations is important for him and what role the relationship with the partner plays.

AT tough negotiations try not to make concessions - it is believed that this is a sign of weakness and a sure way to defeat. However, concessions can be mutual. This symmetry is especially useful at the partnership stage.

AT tough negotiations, the advantage is a priori given to those who occupy the extreme

position and ready to stand his ground to the end. The reaction of the counterpart in this case is not difficult to predict: reciprocal stubbornness and unwillingness to compromise.

However, deafness to other people's interests can have more serious consequences. Sometimes negotiators have to reckon with the attitude

side not only of the opponent, but of the whole market.

Another postulate of tough negotiations is the utmost closeness. “Do not let yourself be miscalculated”, “Revealing the cards, you make yourself weaker” - experts teach

on "communicative interaction". AT difficult situation the president

computer company DPI Evgeny Butman acted in exactly the opposite way - as he now believes, the only correct one.

Many companies try to pre-determine the point of exit from the negotiations: their

"hard" break if at some point the terms of the agreement cease

reply minimum requirements one of the parties. An alternative to such a step is to take a timeout, during which an uncompromising negotiator can change his mind and

soften your position. It is important that at the same time his interest in the transaction remains.

http://www.aksionbkg.com/library/112/?i_9432=10437&print=yes

The concept of "force field" analysis is one tool to help you take the right action to overcome resistance. This method involves active analysis and assessment of the current state of affairs.

What is a "force field"?

Force Field Analysis is an analysis of factors or forces that push and promote change or, conversely, suppress it. These forces can originate both inside and outside the organization, from people's behavior based on their assessments, mindsets, value systems, or in the systems and processes, resources that exist and drive the organization's capacity for productive change.

What does the force field model look like?

The "force field" model presents the current situation as a dynamic equilibrium driven by many factors that "leave everything as it is". To move towards the goal, it is necessary to evaluate the resistance and try to change this balance in favor of the forces aimed at achieving the goal.

Force field analysis model

Rice. 1. Model of analysis of the "force field"

Achieving change is nothing more than moving the line of balance towards the goal. This can be achieved by increasing or adding driving forces, reducing or retracting deterrent forces, or a combination of these measures.

How to analyze the "force field"?

1. Define the question.

2. Refine it:

o In the context of the present situation

o In the context of the desired situation

3. Take inventory of drivers and constraints (they can be people, assets, organization, environment, etc.)

4. List the forces that may possibly eliminate or neutralize resistance forces or create driving forces.

When only strengthened, the driving forces can be very good at stimulating change, but there is also an increase in tension due to the emergence of new forces of resistance. By moving away, the forces of resistance can cause tension in the lower levels, and its influence can be more stable. If the drivers of change have been strengthened, this new level often needs constant and sustained support, or the effect of the change may be lost.

How can you facilitate the analysis of the "force field"?

Additional tool Stakeholder analysis is a tool that facilitates force field analysis. In contrast to the driving forces or forces of resistance, which, as a rule, are directly related to changes, representatives of the so-called "stakeholders" - specific individuals, groups or organizations, indirectly benefit or lose from changing the situation. These “stakeholders” can also be from inside or outside the organization, and engaging actively with them can enhance the immediate drivers of change, or weaken the forces of resistance.

The concept of "force field" analysis is one tool to help you take the right action to overcome resistance. This method involves active analysis and assessment of the current state of affairs.

What is a "force field"?

What does the force field model look like?

Force field analysis model

Rice. 1. Model of analysis of the "force field"

How to analyze the "force field"?

Define the question.

Refine it:

In the context of the present situation

In the context of the desired situation

Take inventory of drivers and constraints (these could be people, assets, organization, environment, etc.)

List the forces that could possibly eliminate or neutralize resistance forces or create driving forces.

How can you facilitate the analysis of the "force field"?

An additional tool that facilitates force field analysis is stakeholder analysis. In contrast to the driving forces or forces of resistance, which, as a rule, are directly related to changes, representatives of the so-called "stakeholders" - specific individuals, groups or organizations, indirectly benefit or lose from changing the situation. These “stakeholders” can also be from inside or outside the organization, and engaging actively with them can enhance the immediate drivers of change, or weaken the forces of resistance.

4. Methods for overcoming resistance to change.

There are no universal rules for overcoming resistance. Many managers underestimate the variety with which people can respond to changes in an organization and the positive impact these changes can have on individuals and teams. However, there are still a number of fairly universal methods for overcoming resistance to strategic change.

What are the main factors for overcoming resistance to change?

There are eight factors for overcoming resistance to change (according to E. Hughes):

Factor 1: taking into account the reasons for the behavior of the individual in the organization:

 taking into account the needs, inclinations and aspirations of those affected by the change;

 Demonstration of obtaining individual benefits.

 formal or informal

 Sufficiency of power and influence

Factor 3: providing information to the group:

 Important information relevant to the case.

Factor 4: Achieving a common understanding:

 shared understanding of the need for change

 participation in the search and interpretation of information.

Factor 5: Feeling of belonging to a group:

 A general sense of ownership of change

 sufficient degree of participation.

 coordinated group work to reduce opposition.

Factor 7: Team leader support for change:

 involvement in the change process of a leader from among the employees (without interruption from the main work).

Factor 8: awareness of group members:

 opening communication channels

 exchange of objective information

 knowledge of the achieved results of the change.

What methods of overcoming resistance to change are there?

There are several universal methods for overcoming resistance:

information and communication
participation and involvement
help and support
negotiations and agreements
manipulation and co-optation
explicit and implicit coercion

How does the information and communication method work?

One of the most common ways to overcome resistance to implementing a strategy is to inform people in advance. The idea of upcoming strategic changes helps to understand their necessity and logic. The outreach process may include one-on-one discussions, group workshops, or reports. In practice, this is done, for example, by holding seminars by a higher-level manager for lower-level managers. Sometimes such seminars-presentations can take several months. A communication or information program may be perceived as most appropriate if the resistance to the strategy is based on incorrect or insufficient information, especially if the "strategists" need the help of opponents of strategic changes in their implementation. This program requires time and effort if its implementation involves participation a large number of people.

What are the main features of the "participation and involvement" method?

If "strategists" involve potential opponents of the strategy during the planning phase, they can often avoid resistance. In an effort to achieve participation in the implementation of strategic changes, their initiators listen to the opinion of the employees involved in this strategy, and subsequently use their advice. Many managers are very serious about the participation of staff in the implementation of the strategy. Sometimes it is positive, sometimes it is negative, i.e. some managers believe that employees should always be involved in the process of change, while others believe this is an absolute mistake. Both positions can create a number of problems for a manager, as neither is ideal.

How does the help and support method work?

Support can be provided through the provision of free time for employees to learn new skills, the opportunity to be listened to and receive emotional support. Help and support is especially needed when people's fear and anxiety are at the heart of the resistance. Experienced tough managers usually ignore such types of resistance, underestimate the effectiveness of this way of dealing with it. The main disadvantage of this approach is that it is time consuming, hence costly, and yet often fails. If there is simply no time, money and patience, then it makes no sense to use support methods.

What is the negotiation and agreement method?

Another way to deal with resistance is to stimulate active or potential opponents of change. For example, a manager may offer an employee a higher salary in exchange for a job change. Negotiation is appropriate when it is clear that someone is losing as a result of the change and there may be strong resistance in doing so. Reaching an agreement - comparatively easy way avoid strong resistance, although it, like many other methods, can be quite expensive. Especially at the moment when the manager makes it clear that he is ready to negotiate in order to avoid strong resistance. In this case, he may become the object of blackmail.

How does the "manipulation and co-optation" method work?

In some situations, managers try to hide their intentions from other people with the help of manipulation: the selective use of information and the conscious presentation of events in a certain order that is beneficial to the initiator of change. One of the most common forms of manipulation is co-optation. Co-opting a person means giving her the desired role in planning and implementing changes. Co-opting a team is giving one of its leaders and someone the group respects a key role in planning and implementing change. This is not a form of participation, because the initiators of change do not seek the advice of the co-opted, but only their support. Under certain circumstances, co-optation is a relatively cheap and easy way to win the support of an individual or group of employees; cheaper than negotiation and faster than participation. It also has a number of disadvantages. If people feel that they are being fooled into not resisting change, that they are not being treated equally, or that they are simply being lied to, then their reaction can be extremely negative. In addition, co-optation can also create additional problems if co-opted use their ability to influence the organization and the implementation of change in a way that is not in the interests of the organization. Other forms of manipulation also have disadvantages that can be even more significant. Most people will probably react negatively to what they consider to be dishonest treatment and lies. Moreover, if the manager continues to have a reputation for being manipulative, then he risks losing the opportunity to use such necessary approaches as education, communication, participation and involvement. It could ruin his career.

In what cases is it advisable to use the method of "explicit and implicit coercion"?

Managers often overcome resistance through coercion. Basically, they force people to come to terms with strategic changes through covert or overt threats (threatening to lose their jobs, promotion opportunities, etc.), real dismissal, transfer to a lower-paid job. Just like manipulation, the use of coercion is a risky process because people always resist forced change. However, in situations where a strategy needs to be implemented quickly, and where it is not popular, no matter how it is implemented, coercion may be the manager's only option.

What mistakes do managers make when using methods of overcoming resistance?

The successful implementation of strategy in an organization is always characterized by the skillful application of a number of these approaches, often in various combinations, and is distinguished by two features; managers use these approaches, taking into account their advantages and disadvantages, and realistically assess the situation.

The most common mistake managers make is to use only one or a limited number of approaches, no matter the situation. This applies to the harsh boss who often resorts to coercion, and the employee-oriented manager who constantly tries to attract and support his people, and the cynic boss who always manipulates his employees and often resorts to co-optation, and the intelligent manager who, in relies heavily on education and communication, and finally a lawyer-type manager who tries to negotiate all the time.

What are the main advantages and disadvantages of various methods of overcoming resistance to change?

Methods for overcoming resistance to change

An approach	This approach is usually used in situations:	Advantages (advantages)	Flaws
Information and communication	When there is insufficient information or inaccurate information in the analysis	If you managed to convince people, then they will help you in the implementation of changes.	The approach can be very time consuming if a large number of people are involved.
Participation and involvement	When change initiators do not have all the information needed to plan change and when others have significant resistance	The people who participate will have a sense of responsibility for implementing the change and any relevant information they have will be included in the change plan.	This approach can take a long time
Help and support	When people resist change because they are afraid of problems adapting to new conditions	No other approach works so well in solving problems of adaptation to new conditions.	The approach can be costly, time consuming and still fail
Negotiations and agreements	When an individual or group clearly loses something in making changes	Sometimes this is a relatively simple (easy) way to avoid strong resistance.	An approach can become too costly if it aims to reach agreement only through negotiation
manipulation and co-optation	When other tactics fail or are too costly	This approach can be a relatively quick and inexpensive solution to drag problems.	This approach can create additional problems if people feel they are being manipulated.
Explicit and implicit coercion	When change is needed quickly and change agents are powerful	This approach is fast and overcomes any kind of resistance.	A risky way if people remain dissatisfied with the initiators of change

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