The decisive factor that caps all these ways to overcome resistance to change in the workplace is effective leadership. All the theories and ideas notwithstanding, success depends on the ability of the leader to implement them well and drive the change process forward.
An effective change leader requires excellent communication skills, interpersonal skills, and people management skills. For all the negative connotations associated with micro management and autocratic leadership styles, the leader heralding the change process would at times have to adopt these two styles to effect a change-over to new systems and ways of doing things. Yet leaders should not micro manage or adopt an autocratic leadership style for long, and rather allow the employees a free hand to familiarize and inculcate with the new systems. They should rather serve as facilitators and resource persons to direct people to the changed requirements.
Many people resist change because they genuinely feel the change will not work. The leader needs to propagate change and convert such doubters. This requires understanding the emotions that make doubters doubt, and address such emotions in the best possible manner. The reasons could be lack of information effective communications solve, lack of knowledge training addresses, misgivings about some hidden agenda the leader can assuage with one-to-one meetings, and more.
Many times, people powerful enough not to intimidate or ignore may continue to resist change. The leader has to negotiate with such people and reach a common ground by allowing them veto of certain non-essential parts of the change and suggest alternatives to any aspects of change they resist. Leaders can also manipulate such situations by co-opting people amenable to change and placing them in positions of power, for symbolic purposes, to play off one against another. Last but not the least, the leader needs to serve by example and be a role model for others to emulate the changed way.