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      Change management and resistance management are two closely related aspects of organisational change.

      Gaining acceptance and support

      In summary, change management encompasses the entire process of planning, implementing and managing organisational change, while resistance management focuses specifically on dealing with resistance and rejection on the part of employees in order to enable the smooth and successful implementation of change.

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      Change management

      Change management involves various steps, including analysing the need for change, developing a change strategy, communicating with the employees affected, training and developing employees and monitoring and evaluating the change process.

      The aim of change management is to gain the acceptance and support of staff for the changes, minimise resistance and effectively shape the transition from the current to the desired future situation.

      • Analysing the need for change

        A thorough analysis of the current situation and the associated challenges in order to identify the need for change

      • Change strategy development

        The development of a clear strategy to define the change objectives, organise the change process and determine the necessary resources and measures.

      • Communication and stakeholder management

        Communicating the changes to the affected employees and stakeholders in order to promote understanding, acceptance and support. This also includes dialogue with employees in order to take their questions, concerns and ideas into account

      • Change agent network

        The identification and training of change agents who act as intermediaries between the management level and the employees in order to support the change process and accompany the implementation at the operational level.

      • Staff training and development

        Providing training and development to equip employees with the necessary skills and knowledge for the changes and to help them adapt.

      • Monitoring and evaluation of the change process

        Continuous monitoring, evaluation and adjustment of processes to ensure that targets are met and corrections can be made if necessary.

      • Support for employees

        The provision of support options such as coaching, mentoring or counselling to help employees overcome resistance and fears during the change process.

      Resistance management

      Resistance to change is a natural reaction. People often react to new developments with uncertainty, sometimes even fear. Resistance management involves identifying the reasons for resistance, communicating with affected employees to understand and address their concerns and fears, involving employees in the change process to encourage their commitment and participation, and creating incentives and rewards to reduce resistance.

      • Analysing the need for change

        A thorough analysis of the current situation and the associated challenges in order to identify the need for change.

      • Resistance analysis

        A systematic investigation into the reasons for resistance to the changes. This includes collecting feedback, for example through employee comments and understanding their concerns and fears.

      • Communication and persuasion

        Transparent and effective communication with employees to explain the need for change, highlight the benefits for the organisation and staff and clarify any misunderstandings. This includes dialogue with employees to take their perspectives into account and actively involve them in the change process.

      • Employee participation

        Die Einbindung des betroffenen Personals in den Veränderungsprozess, um das Engagement und ihre Beteiligung zu fördern. Dies kann durch Arbeitsgruppen, Projektteams oder Feedback-Mechanismen erreicht werden, um Ideen und Vorschläge einzubeziehen und um Mitbestimmungsmöglichkeiten aufzuzeigen.

      • Training and support

        The provision of training and resources to give employees the skills and knowledge they need for the changes. Employees should receive the necessary support to manage the changes and strengthen their adaptability.

      • Incentives and rewards

        The creation of incentives and rewards to reduce resistance and increase employee motivation to accept and support the changes and new structures. This can include financial incentives, recognition or other forms of appreciation.

      • Conflict management

        The identification and management of conflicts that can arise from resistance to change. Conflicts should be addressed and resolved constructively in order to create a positive working environment and promote cooperation.

      • Continuous monitoring and adjustment

        Continuously monitoring resistance and adapting the resistance management strategy to respond to new challenges and ensure that resistance is reduced and changes can be implemented.

      Your contact

      Martin Düsterhöft
      Martin Düsterhöft

      Partner, Consulting, Public Sector

      KPMG AG Wirtschaftsprüfungsgesellschaft