LDR 615 Topic 6 DQ 1 What types of obstacles/objections do leaders face from stakeholders when implementing change within an organization?

LDR 615 Topic 6 DQ 1 What types of obstacles/objections do leaders face from stakeholders when implementing change within an organization?

LDR 615 Topic 6 DQ 1 What types of obstacles,objections do leaders face from stakeholders when implementing change within an organization

What types of obstacles/objections do leaders face from stakeholders when implementing change within an organization? What strategies can leaders use to work with stakeholders, remove obstacles, and address objections?

One obstacle that leaders face is the resistance to change because something is “just the way we do it”. Employees end up comfortable in the way that things are done and do not want to change. Changing the culture of an organization is difficult, especially when a new leader arrives and wants to implement a change that does not fit the current culture with the employees that have been with the organization longer. Another obstacle can arise when expectations are set in an unrealistic manner. If a change initiative aims to push a change in a hard and fast way, with a big end goal, those change initiatives have a greater potential to fail, due to rushing through the new change (Emerson, 2022). Lack of communication is another area where change can potentially fail. Leaders spend a great deal of time communicating the change initiative leading up to the implementation, but when the change has been initiated, there is lack of communication to follow up with the change as it is put in place. This causes the change initiative to fizzle out and in time, it will no longer be in place. Some strategies to combat some of these obstacles are to assess where there is resistance and address it accordingly in a timely manner, communicate thoroughly throughout the duration of the change process, and use a strategy that fits the culture of the organization in order to implement a new change. If the change process fits the culture while introducing a new change, employees are less likely to resist.

Overall, communication seems to be the common denominator in most of the situations in which change is resisted or an objection arises in a change process.

Hi Class!

There are so many different objections that leaders can face from stakeholders when implementing any type of change in an organization, whether it’s big or small. One obstacle that many leaders face is uncertainty and confusion. This can stem from a lack of communication on the change that is happening or even just from the stakeholder’s own feelings and anxieties that come with change. This obstacle can create pushback from the employees that can lead to underperformance or other long-term troubles when it comes to changes being made.

A strategy that can be used to remove this obstacle is to have clear and concise communication on the process that this change is going to be happening through. This includes communication from leadership but also communication from other employees and peers in order to all work together to push through and have a successful change.

Harkin, M. (2017). 3 Common obstacles to organisational change and how to overcome them. Leading Teams. Retrieved November 17, 2021, from 

https://www.leadingteams.net.au/obstacles-to-change-overcome-them/

Replies to Apryl Thimsen

Let’s Be Clear!

Hi Class,

One unfortunate dynamic of change initiatives includes confusion, which can lead to fear and anxiety. What are the benefits of clarity and focus in change initiatives?

Dr. E

Replies

Using efficient and frequent communication of the vision would help achieve a successful change while avoiding confusion (Childcareta, n.d).

Leadership must have clear communication through the changing process, which would help the stakeholders understand the change (Lewthwaite, 2000). Clear communication and focus encourage the stakeholders to stay motivated while focusing on the goal (Ryan, 2018). A proactive approach that includes anticipating and preparing for the change (Ryan, 2018) and effective communication would help reduce uncertainty (Karten, 2009).

Encouraging focus on the tasks through effective communication would help the stakeholders to align with the vision; leadership would use clear communication to guide and motivate them (Merrel, 2012).

References:

Childcareta (n.d). Key Strategies for Leading Change. https://childcareta.acf.hhs.gov/systemsbuilding/systems-guides/leadership/change-management/key-strategies-leading-change

Karten, N. (2009). Changing how you manage and communicate change: Focusing on the human side of change. IT Governance Ltd.

Lewthwaite, J. (2000). chapter twenty-two: Managing change. In Everything You Need for an NVQ in Management (pp. 560–579). Thorogood Publishing Ltd.

Merrell, P. (2012). Effective change management: The simple truth. Management Services, 56(2), 20-23.

https://lopes.idm.oclc.org/login?url=https://www.proquest.com/trade-journals/effective-change-management-simple-truth/docview/1027234230/se-2?accountid=7374

Ryan, W. (2018, August 28). 6 Barriers to organizational change, and how to overcome them. Kadabra. https://www.wearekadabra.com/2018/08/28/6-barriers-to-organizational-change-and-how-to-overcome-them/

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Replies

Hi Dr. E. Thanks for the question. If there is not clarify about what the vision for change is there will not be buy-in. With change comes alot of emotions that must be addressed in order for the change to be successful. Good leaders show the staff something that addresses emotions in order for there to be faith in the change(Kotter & Cohen, 2002). This can be done by allowing for Q & A sessions with the staff. Leaders should look for signals that someone needs help with coping with change (Schlachter & Hildebrandt, 2012). Not everyone will be excited about the change so it is essential to see look for those signals and address them. Besides group Q&A sessions, a leader can perform one on one sessions and most importantly active listening (Schlachter & Hildebrandt, 2012).

As a manager instituting change or partnering with my staff to institute change, I could not agree with you more that confusion is one of the largest complaints I hear. When I am formulating a plan, I try to run through it many times to ensure it is clear, yet once the process is implemented, there is always questions.  This is an area as a manager I previously have become defensive as I thought I had planned it well and clearly, to find out it was not to those that are implementing the change. Partnering with staff to help incorporate change is a powerful tool a leader can use, to ensure clarity and that all the seeps are covered. In the times of COVID change was being implemented at an unprecedented rate and partnering with my unit-based council was the key to receive feedback from staff, answer questions, help dispel fears and myths. A leader must check in often, be open to adapting, have a listening heart and willingness to understand the feelings of fear and uncertainty to be successful in any change (Kotter & Cohen, 2002).

Kotter, J. P., & Cohen, D. S. (2002). The heart of change real-life stories of how people change their organizations [e-book]. Harvard Business Review Press . https://doi.org/https://bibliu.com/app/#/view/books/9781422187340/epub/OEBPS/Text/02_Title_Pa.html#

• DH

Deanna Higgins

replied toErica Richmond

Nov 14, 2021, 9:42 PM

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Replies to Erica Richmond

Hello Professor,

As a manager instituting change or partnering with my staff to institute change, I could not agree with you more that confusion is one of the largest complaints I hear. When I am formulating a plan, I try to run through it many times to ensure it is clear, yet once the process is implemented, there is always questions.  This is an area as a manager I previously have become defensive as I thought I had planned it well and clearly, to find out it was not to those that are implementing the change. Partnering with staff to help incorporate change is a powerful tool a leader can use, to ensure clarity and that all the seeps are covered. In the times of COVID change was being implemented at an unprecedented rate and partnering with my unit-based council was the key to receive feedback from staff, answer questions, help dispel fears and myths. A leader must check in often, be open to adapting, have a listening heart and willingness to understand the feelings of fear and uncertainty to be successful in any change (Kotter & Cohen, 2002).

Some of the obstacles  and objections that leaders may face from stakeholders when implementing change within an organization will range from common responses like :  “I don’t see why we need to change that much,” “They don’t know what they’re doing,” “We’ll never be able to pull this off,” “Are these guys serious or is this a part of some more complicated game I don’t understand?” “Are they just trying to line their pockets at my expense?” and “Good heavens, what will happen to me?” In successful change efforts, a guiding team doesn’t argue with this reality, declaring it unfair or illogical. They simply find ways to deal with it (Kotter & Cohen, 2002).

All of these questions of concern stem from a place of fear concerning what will happen to the employee during the implementation of the change in the  organization. In order to move forward, these very real fears and concerns have to be addressed. Leaders can use the following strategies to work with stakeholders to remove obstacles and address objections:

• Identify the source of resistance Before you try to convince a difficult stakeholder, you need to understand why they are resisting or objecting to your proposal. There may be different reasons behind their behavior, such as lack of trust, fear of change, conflicting goals, or misunderstanding of the benefits. By identifying the source of resistance, you can tailor your approach and address their specific concerns or needs.

• Listen actively and empathize
• One of the most important skills for handling resistance or objections is active listening. This means paying attention to what the stakeholder is saying, asking open-ended questions, reflecting back their feelings and thoughts, and summarizing their main points. By listening actively, you can show respect, build rapport, and uncover hidden issues or objections. You can also empathize with the stake holder and acknowledge their emotions, such as frustration, anxiety, or anger. This can help you diffuse tension and create a positive atmosphere for dialogue.

• Provide evidence and benefits

Another strategy to handle resistance or objections is to provide evidence and benefits that support your proposal. You can use facts, data, examples, testimonials, or case studies to demonstrate the value and feasibility of your idea. You can also highlight the benefits that the  stakeholder will gain from your proposal, such as increased efficiency, reduced costs, improved quality, or enhanced reputation. You can  also address the potential risks or drawbacks of your proposal and explain how you plan to mitigate or overcome them.