Barries To Change Managemant

BARRIERS TO CHANGE
MANAGEMANT
PREPARED BY VAISHNAVI S. UDAWANT

INTRODUCTION
 Management functions include: Planning, organizing,

staffing, leading or directing, and controlling an organization
(a group of one or more people or entities) or effort for the
purpose of accomplishing a goal.
Management includes the activities of setting the strategy of

an organization and coordinating the efforts of its employees
(or of volunteers) to accomplish its objectives through the
application of available resources, such as financial, natural,
technological, and human resources.
Barriers to Change Management
Conducting a baseline assessment is an ideal process that will help any

organization to identify potential and actual barriers to change. Barriers will
always crate a gap in recommended and current practices, eventually having a
negative effect on the daily production process of the organization.
To prevent this from happening, it would be appropriate to pinpoint on the
major barriers to change as well as knowing how stay clear of them. Once
you know how to solve these barriers, it should be easy to plan and
implement change. The most common barriers to change implementation are
often the following.
1. Lack of Employee Involvement
This is perhaps the most common barrier to change management. Employees
always have the fear of change, and unless they are involved in the change
process, it is highly likely that even the most loyal member of your employees
will resist the change.
The biggest mistake some organizations make is failure to involve employees in
the change process. This spikes fear of the unknown, lack of desire to embrace a
new culture and eventually a complete barrier to the change.
Your efforts to introduce change can only succeed when you get employees
involved in the change process as much as possible. Getting the employees
involved means listening to their opinion, accounting for their output and
assuring them that the change is for the good of all in the organization including
them.

2.Lack of Effective Communication Strategy
Some organizations have no effective communication strategy. In fact,

some top leaders always assume that once they announce the change,
people will adjust and be ready to get started with the new development.
This is the silliest way to introduce change, hence forceful resistance to
the change.
CEOs should stop making announcement and introduce strategies.
Employees do not need to know about the change only. They need to
know how the change will affect them as well as how they will adapt to
the change.
3. A Bad Culture Shift Planning
Sometimes the planning team totally has no idea that the change will
affect people. Of course, the team at this state will only concentrate on
planning administrative structure, work area responsibilities, job
responsibilities as well as work reporting structure.
More often than not, the planning team always fails to make decisions
based on feelings and intuitions. This really overlooks how people feel,
reason and work hence barrier to change.
The only way to break this barrier is for the planning team to
understand that the organization must not overlook the feelings of the
employees.
The organization has to do whatever it takes to prevent deep
resentments, which usually occur due to disrespect of taboos and
traditions at the workplace. Therefore, when focusing on critical
thinking and objective analysis, it is important to understand that
taking the feelings of the employees into account is quite a great
way to overcome the barrier that usually hinder organizational
changes.
4. Unknown Current State
Change is always difficult for organizations that lack the idea of their
current state. Trying to introduce and implement change without
conducting an assessment and understanding the current blueprint of the
organization is a common habit by many entities.
Such entities actually do not realize that the failure to analyze the
current organization’s blueprint will cause a barrier to the change they
hope to introduce and implement.
The only way to get around this is to analyze and fully understand the
current blueprint of the organization before attempting to introduce or
suggest any change. Once you go through the blueprint and understand it
clearly, it becomes easier to plan and transition to a future state.
5. Organization Complexity
There comes a time when organizations begin to develop complex processes,
making the process of planning and implementing change a bit more complex.
The complexities include complex processes, products and systems, all which
contribute to change barriers because they are often quite difficult for the
members of the organization to understand.
It is necessary to break this barrier by introducing a keen and skillful approach
to tackle organizational fast growth as well as complexity. An organization can
break this barrier by employing diligent, quality and highly effective project and
change management approach. It is wise, however, never to tackle a change that
is going to be too complex for your organization.

Conclusion
Once you understand and manage these barriers to change

management, it will be easy to implement the change. In the
end, everyone in the organization will be comfortable to
embrace the new change.

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BARRIERS TO CHANGE

PREPARED BY VAISHNAVI S. UDAWANT

 Management functions include: Planning, organizing,

Management includes the activities of setting the strategy of

Conducting a baseline assessment is an ideal process that will help any

Some organizations have no effective communication strategy. In fact,

Once you understand and manage these barriers to change

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