This is what I wrote for the SAC (same question)
Low risk practices are effective strategies when dealing with change management. It does however depend on the urgency and situation at hand. Low risk practices include task delegation, two-way communication between management and staff, negotiation and supporting staff during change. Low risk tactics are generally approached by employing a consultative or participative management style.
Unlike low-risk pratices, high-risk practices are seen as a 'last resort' for change. It's main advantage would be that the change process may be faster as compared to low-risk tactics, however it may lead to sabotage and resistance in change. An autocratic management approach is more appropriate as it is a one-way, task oriented style of managing change. Examples of high-risk tactics include threatening, bribery, deception and manipulation. It there is not as effective as low-risk strategies as it essentially reduces staff morale and motivation. It may result to sabotage of work and 'go slow' in performance (working as little as possible to get the task done).
Management will realise that it is more effective to use low-risk strategies rather than high-risk as in the end staff will be be more embraced to change rather than receptive. High risk tactics should only be used when it is urgent and should act as a last resort for change.