Case Study: Perrier
1) Identify the key elements of the resistance to change described in this situation.
According to Kotter and Schlesinger, there are four reasons that certain people are resisting change, three of which seems to apply to this case:
Parochial self-interest (some people are concerned with the implication of the change for themselves and how it may affect their own interests, rather than considering the effects for the success of the business). The union suggests this of Nestles. "Jean-Paul Franc, head of the CGT at Perrier, sees the situation differently. In regard to the company's plan to cut 15 percent of its workforce he protests, "Nestle can't do whatever it likes? He says, "There are men and women who work here? Morally speaking the water and the gas stored below this ground belong to the whole region.?(From attached file)
Misunderstanding (communication problems; inadequate information) average. Management does not agree, perhaps due to a lack of information of the real problem (what is causing the lower production at this plant?) For example, According to Nestle CEO Peter Brabeck-Letmathe, "We have come to the point where the development of the Perrier brand is endangered by the stubbornness of the CGT? On the other hand, according to Jean-Paul Franc, head of the CGT at Perrier, "[i]n regard to the company's plan to cut 15 percent of its workforce he protests, "Nestle can't do whatever it likes.? He says, "There are men and women who work here? Morally speaking the water and the gas stored below this ground belong to the whole region."' (From attached file)
Different assessments of the situation (some employees may disagree on the reasons for the change and on the advantages and disadvantages of the change process). This applies to the above differences in assessment of the problem and solution by theNestler's CEO and the union head.
2) Construct a change management strategy for dealing with this situation. In so doing,...