There can be many barriers to change. It can include:
- The culture of an Organization resisting the power structure
- Managers feeling threatened by the process of change
- Resistance from employees
- A lack of understanding about why change is to take place
- A lack of communication or trust
- Employees fearing the unknown.
Effective managers take barriers to change seriously. They do this during the planning stage of the change programme. For example, the culture of an organization can be a barrier to change. The culture is the way in which employees work through custom and practice, in line with the norms of an organization. This can makes employees inflexible in their approach to their work which could create resistant to change if not managed effectively.
Removing resistance is an important role for managers. To minimize resistance an effective manager will communicate clear objectives. This will help everybody to get involved in the process and help them to understand why change is necessary. Communication also helps to avoid rumors from starting. Change can be a sensitive process. Employees need to feel that they have sufficient assets to carry out any changes. Some staff may need retraining. Involving employees at each stage helps to create support for the change process. Working within a culture of change can have a positive effect on an organization. For example, it may support the process of Total Quality Management (TQM). It also encourages employees to look forward to the process of change as the benefits have been made clear.
Resistance is easily identified in forms of direct or indirect challenges, lack of acknowledgment or action, open anger or ignorance. To fight resistance, you first have to understand where the resistance is coming from and why. It is not as easy as sitting people down in a room to open up to you and explain why they think the change is not required and a waste of time. A few techniques to try for overcoming resistance in change management include:
- Get buy-in. When people accept and understand what is going on, they are more likely to act upon it. Getting buy-in is one of the most problematic things to achieve in relation to change management, but it is vital because it is the hurdle that either makes or breaks the project.
- Use change agents. If you can identify a few key players who are wary of change, they can better relate to the other resistant members and either fights with you or against you. You need these people on your side. It is vital to get them to understand how this change will ultimately help them better perform their job or how it benefits them.
- Foster openness and two-way communication. Ask for suggestions on how this change can progress. When people feel they have control of the situation, they are more inclined to accept it. Not only that, everyone thinks their own suggestions are appropriate (or else they would not have suggested it in the first place), so actually think about using some of these suggestions.
- Be transparent. It is human nature to fear what you don’t understand, particularly if it seems like danger. Be as transparent as possible. Start from the beginning and lay down all the details. No one will win and get continued respect from keeping things secret. People will question you and managements’ motives if you are not completely honest with your own organization.
Ignorance or Denial to Change
Ignoring change and acting that it’s not happening is the most common and most used way of handling unwanted or misinterpreted change. People are set in routines and attitudes and to avoid confrontation, will simply act like it does not exist. They will continue with their day-to-day work as if nothing is happening.
In instances where change management requires a change of process or best practices, you will require people to actually commit and do things in a different manner. There is a requirement for achieving measured achievements, which need to materialize with the action of the team. A few techniques to try for overcoming ignorance or denial to change include:
- Involve management: Management must fully support the plan for change. It is unlikely, if not impossible if you have resistance and ignorant managers who transmit their attitude to their subordinates. The change is probably a directive from the highest level (owners or executives) and it is their responsibility to pass the message down and get acknowledgment of their management team. This message must then be passed down to the lowest level. Once management is involved, make sure that you communicate action items to both the worker and their manager to make sure there is accountability.
- Communicate clearly and effectively: Communicate every detail required for action and in multiple directions. Follow up on the communication and get verbal and if possible and acknowledgment in person. Effective communication is as important as the communication itself.
- Remove barriers: In the minds of most people, change means more work. If you need something done, make sure the task is manageable and achievable and provide help where possible. One example is to create templates for people to fill out. When process changes are required or documented business practices are required, creating a template to take people out of the thinking phase and into the doing phase is relatively easier. What’s better is to print it out in hard-copy and physically sit down with the person and go through it. This isn’t a long term solution, but it is a way to get things moving. Be sure to report these activities to management so they are aware of these little steps taken.
- Reward for actions: Reward those who take action and inform management. Recognition and appreciation are motivators that can enable and inspire people to do more.
