13.3 - Barriers to Change
The types of barriers to change
Businesses often face obstacles when trying to implement changes, even if their plans are well thought out. These barriers can slow down progress or prevent successful adaptation, making it essential for managers to identify and address them early.
Common barriers that businesses encounter
- Organisational structure - Certain setups, such as tall hierarchies, can hinder effective communication between senior leaders and employees on the ground, making it hard to roll out changes smoothly.
- Resources - A lack of necessary tools or preparation, like failing to train employees on a new system before launching it, can lead to implementation failures.
- Poor management - When leaders do not communicate well or build trust, it can foster doubt and opposition among staff.
- Passive resistance - This involves sticking to old ways even when new processes are introduced, often seen in teams or with external partners like suppliers.
- Active resistance - Direct opposition to changes, such as employees forming groups to reject new methods or customers ending their relationship with the business.
Success factors in change management
To handle change effectively, businesses need to focus on strategies that reduce opposition and ensure smooth transitions. These elements help in planning ahead and maintaining momentum during periods of adjustment.
Key elements that contribute to successful change
- Effective communication - Keeping everyone informed about what is happening and why helps build understanding and reduces confusion across the organisation.
- Staff engagement - Involving employees in the process and updating them regularly can lower resistance by making them feel valued.
- Strategic planning - Anticipating possible obstacles in advance allows businesses to prepare solutions and avoid common pitfalls.
- Comprehensive training - Offering thorough instruction on new skills or systems before changes take effect ensures employees are ready and confident.
Kotter and Schlesinger's four reasons for resistance to change
Kotter and Schlesinger identified four main explanations for why people resist organisational changes. These reasons highlight how personal concerns and perceptions can create barriers, even when changes might benefit the business overall.
The four reasons why resistance occurs
- Self-interest - Individuals focus on their own needs rather than the organisation's goals, often resisting if they see no personal gain.
- Misunderstanding - Resistance arises when the reasons for change are not clear, leading people to assume they will lose more than they gain.
- Low tolerance of change - People get used to routine ways of working and fear needing new skills or performing poorly in unfamiliar settings.
- Different assessments of the situation - Stakeholders might disagree on whether change is needed or how it should be done, focusing more on potential downsides than advantages.
Kotter and Schlesinger's six ways of overcoming resistance
Kotter and Schlesinger proposed six approaches to address resistance and encourage acceptance of change. These methods range from collaborative strategies to more forceful ones, with varying levels of risk and suitability depending on the situation.
The six approaches to managing resistance
- Education and communication - Explaining the need for change and its benefits through talks, sessions, or documents helps build awareness and reduces fears.
- Participation and involvement - Engaging key people in planning and carrying out the change increases their commitment and lowers opposition.
- Facilitation and support - Holding meetings to discuss worries, providing training, and setting up support systems help employees adjust and manage stress.
- Negotiation and agreement - Discussing issues and offering incentives, such as rewards or exit options, can secure buy-in when direct agreement is hard to achieve.
- Manipulation and co-option - Placing resistant individuals in change-related roles or selectively sharing information, though this risks damaging trust if seen as deceptive.
- Explicit and implicit coercion - As a final option, using threats or implied consequences like job loss or denied promotions to enforce compliance quickly.