The Prochaska–Diclemente transtheoretical model in leadership and the management of resistance to organizational change

This article provides a theoretical rationale for applying the Prochaska-DiClemente transtheoretical change model to organizational change management. It is demonstrated that existing change management models (Lewin, Kotter, ADKAR) insufficiently consider the individual stage of employee readiness for behavioral change. Based on an analysis of the transtheoretical model's stages (precontemplation, reflection, preparation, action, maintenance, relapse), and the constructs of resistance and change readiness, a "change stage - resistance type - priority leader actions" matrix has been developed, providing a toolkit for targeted management intervention. The model's stages are linked to Rogers' typology of innovation perception. Practical recommendations for assessing employee readiness and planning leadership strategies, taking into account the team's stage profile, are formulated.