Framework 158 Handling Some Obstacles To Organisational Change

Introduction

Some common obstacles to change

- neglecting the people side of change (it is important to humanise change, ie don't underestimate the power dynamics within an organisation and contextual considerations, eg resistance to change, top-down approach, etc)

- lack of clarity (need a clear vision, ie desired future state with a compelling narrative and clear project scope; a good understanding of the current state of your organisation, drivers of change, etc. Need to be able to answer the following questions:
"... i) why is the change needed?
     ii) how will it affect your current state?
     iii) how do you expect to get there?..."
Priyanka Malik, 2023)

- ineffective change communications (communication effectiveness deteriorates and slips further down organisational ladder:
"... Only 68% of managers know the actual reason for organisational change. This number further declines from 53% to 40% for middle managers and front-line supervisors......due to poor change communications, 73% of employees experienced moderate to high levels of stress, and the affected employees perform 5% less than an average employee..."
Gartner as quoted by Priyanka Malik, 2023)

- strategic shortcomings (need to address the following aspects
"...i) the need to change
    ii) resources for the change management
    iii) risks associated with a change
    iv) realistic timelines
    v) training and support
    vi) measurable KPIs
    vii) feedback..."
Priyanka Malik, 2023)

- change resistant culture (
"...the longer the current process has been in the organisation, the more invested employees are in it. The status quo always feels comfortable and createswith a lot of inertia in the organisation..."
Priyanka Malik, 2023

Need to handle cultural issues such as internal politics, poor behaviour, personal agendas, individuals needs, creating an environment conducive to change, etc.)

- lack of organisational buy in (remember
"...Change starts at the top but happens at the bottom..."
Priyanka Malik, 2023

Need to get buy-in from all levels of the organisation.)

- change fatigue (too many change projects being implemented simultaneously so that it overwhelms staff;
"...change fatigue manifests in burnout, apathy, and frustration - all of which resulted lower employee engagement and productivity..."
Priyanka Malik, 2023)

- lack of governance (needs to be managed at both the macro and micro level)

Some tips for effectively handling some common obstacles to change management:
(for more detail, see elsewhere in this knowledge base)

i) find a suitable framework or develop a hybrid, and techniques (that are appropriate for your situation; realise that there is no one framework that fits all situations)

ii) create a change communication plan (clear focus on the human element and answer questions like what's in it for me; document the process, critical milestones and how to get there)

iii) involve your employees (get buy-in, ownership by informal leaders and staff as early as possible in the change process; this can be done by getting them involved at the start, ie planning; continually getting feedback from staff)iv) prioritise well (reduce change fatigue by opting for a slower, phased change approach rather than a large, all--at-once change implementation;
"...ensure that your staff are not overwhelmed, start small and gradually scale up..."
Priyanka Malik, 2023)

v) highlight the disadvantages of legacy processes (
"...To shake the inertia, highlight the gaps in the current set up and the potential of the implemented change. Motivate your employees to reduce their dependency on legacy methods and highlight the consequence of change resistance if required..."
Priyanka Malik, 2023)

vi) focus on training and support (use them to reinforce the change and boost productivity)
(source: Priyanka Malik, 2023)