Active participation

• It is important for representation of the different levels of employees in the design and implementation of the change program. Change shouldn’t be forced on people hence there should be consultations at different stages of the cycle. Collaboration between stakeholders and change leaders will lead to less resistance and a higher likelihood of success

Allocate enough resources

• It takes more than commitment to implement change programs successfully. Assessing the resources necessary to make change happen helps managers ensure their teams have what they need before and during implementation. This ensures changes are carried out in a timely fashion and prevents employee frustrations.

Provide training

• Training is essential when implementing major changes, especially if new skills are involved. Training ensures employees know what is expected of them and how to do their jobs after changes have been implemented. Implementing change without training can lead to failure and frustration among employees who aren't yet up to speed.

Support

• change involves new ways of working and carrying out task in most cases.

Employees experience anxiety because there is a shift from long established habits and routines. Leaders and change agents should be ready to provide support by coaching mentoring and guiding employees through new routines and tasks and being patient while they master the new skill

➢Negotiation and agreement-

• Organization can engage employees to discuss the effects of changes with a view to allaying their fears. Incentives can be negotiated and agreed upon to further strengthen the acceptance of the change across the organization

Coercion

• Coercion may be the only option available when the organization requires speed in implementation change. This happens when organization face a race against time to implement change or faced extinction. At such critical times employees are coerced to fall in line and accept change

• People become connected to the way that things have always been done. There are often strong emotional connections to processes and procedures that employees may have been at least partly responsible for developing. To bond with the old may require a Herculean effort. One strategy is to co-opt those who may be most resistant to change into central roles in the implementation of change initiatives. This can gain the support of would-be resistors relatively cheaply, though it does come with a caveat placing people who are deemed to be resistant to change in such positions could give them a position from which to influence greater resistance across a wider audience.