In an era of rapid technological advancements, evolving organisational structures, and shifting workplace cultures, change management has emerged as a cornerstone of organisational behaviour (OB). Change is inevitable, yet organisations frequently encounter resistance to change, often rooted in employee uncertainty, fear of redundancy, or attachment to familiar routines (Kotter, 2012). Successfully navigating such transformations requires not only technical solutions but also a deep understanding of human behaviour, leadership, and communication.
Theoretical Foundations of Change Management
The study of change management has long been influenced by seminal frameworks. Kurt Lewin’s (1947) Three-Step Model remains foundational. The process involves unfreezing existing behaviours, introducing the change, and finally refreezing new behaviours to ensure sustainability. Although sometimes criticised for being overly linear (Burnes, 2004), Lewin’s model provides a useful starting point for understanding resistance and transition.
Building on this, Kotter’s (1996; 2012) Eight-Step Model has become one of the most widely adopted frameworks in practice. Kotter emphasises the creation of urgency, formation of guiding coalitions, development of a vision for change, and embedding new behaviours within the organisational culture. Compared to Lewin, Kotter offers a more practical and dynamic approach suited to complex environments (Hennig, 2024).
Other models, such as Prosci’s ADKAR framework, stress individual readiness, focusing on awareness, desire, knowledge, ability, and reinforcement (Hiatt, 2006). This complements Lewin and Kotter by addressing the psychological dimension of change.
Resistance to Change
A central challenge in change management is overcoming resistance. Lewin (1947) viewed resistance as a natural force opposing movement from the status quo. Resistance may stem from fear of job loss, lack of trust in leadership, or inadequate communication (Scholkmann, 2021). For example, in the banking sector, employees often resisted digitalisation initiatives due to fears about automation replacing human roles (Kinnunen, 2018).
Kotter and Schlesinger (2008) outlined strategies to overcome resistance, including education and communication, participation and involvement, facilitation and support, and where necessary, negotiation. However, forcing change through coercion can damage morale and lead to long-term disengagement (Bullock, 2022).
Communication and Leadership in Change
Clear communication is consistently highlighted as a success factor in change. Without transparency, rumours and misinformation can thrive, further fuelling resistance (Tonga, 2021). Leaders must engage in two-way communication, listening to employee concerns while articulating the rationale for change.
Leadership style also plays a significant role. Transformational leaders—who inspire and motivate—tend to be more successful in implementing change than transactional leaders, who rely mainly on compliance and reward (Bass & Riggio, 2006). For example, Satya Nadella’s transformational leadership at Microsoft shifted the organisation’s culture towards collaboration and cloud innovation, revitalising its market position (Goertler, 2024).
Digital Transformation and Change
In the 21st century, change management is increasingly shaped by digital transformation. The adoption of artificial intelligence (AI), automation, and remote work technologies requires new skills, flexible structures, and adaptive cultures (Bellantuono et al., 2021).
Digital change is particularly challenging because it not only alters processes but also impacts employee identities and organisational cultures (Eltervåg & Ellingsen, 2021). For instance, in healthcare, digitalisation has disrupted traditional workflows, requiring both technological upskilling and cultural adaptation (Mäki-Koivisto, 2025).
Recent research suggests that while classical frameworks like Lewin’s remain relevant, they must be adapted for the complexities of digital contexts (Kherrazi & Roquilly, 2025). Agile approaches, emphasising iterative learning and flexibility, are increasingly integrated with traditional models to better manage technological disruptions (Bullock, 2022).
Employee Involvement and Empowerment
One consistent finding across the literature is that employee involvement reduces resistance and enhances commitment (Cameron & Green, 2019). Participation fosters psychological ownership, making employees feel that they are part of the transformation rather than passive recipients.
For example, Google’s approach to continuous innovation relies on empowering employees to experiment and contribute ideas. Such practices align with Kotter’s emphasis on creating a guiding coalition and Lewin’s principle of participation in change.
Organisational Culture and Change
Organisational culture can act as either a driver or barrier to change (Schein, 2010). A culture that values innovation and adaptability is more conducive to transformation than one that emphasises stability and tradition. For example, Apple’s strong innovation-driven culture has been central to its ability to repeatedly reinvent itself (Barney, 1986).
However, deeply ingrained cultures can hinder adaptation. As Gupta (2018) observed in traditional manufacturing organisations, cultural attachment to hierarchical structures often delays the adoption of Industry 4.0 technologies. Leaders must therefore align cultural values with strategic objectives to ensure success.
Practical Strategies for Effective Change
Drawing from theory and practice, several strategies can enhance the success of change initiatives:
- Create a compelling vision – Employees must understand the why behind change (Kotter, 2012).
- Engage employees early – Participation fosters buy-in and reduces resistance (Scholkmann, 2021).
- Provide training and support – Building digital literacy and resilience is essential in the modern era (Heydari & Rezaeekelidbari, 2025).
- Adopt flexible models – Hybrid approaches combining Lewin’s, Kotter’s, and agile frameworks can better navigate uncertainty (Bullock, 2022).
- Embed changes in culture – Reinforcement through rituals, recognition, and policies ensures sustainability (Schein, 2010).
In contemporary business environments, change management is not merely an operational necessity but a strategic imperative. While classical frameworks such as Lewin’s Three-Step Model and Kotter’s Eight-Step Model provide valuable foundations, they must be adapted to the realities of digital transformation, cultural diversity, and evolving employee expectations.
Resistance to change remains inevitable, but with effective communication, transformational leadership, and employee empowerment, organisations can navigate transitions more smoothly. The integration of traditional and agile approaches represents the future of change management, allowing organisations to remain resilient and competitive in a rapidly changing world.
References
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Bullock, M. (2022) Change management during digital transformation projects: How to overcome barriers using an agile approach and modern change models. Madison: University of Wisconsin.
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Tonga, O.O. (2021) Determining perceptions of Social Workers on internal organisational change management communication: A case of Gauteng Department of Social Development. University of Johannesburg.
