CMI Level 5 Change Management PDF

Level 5 Change Management Learning Outcome 3.4 Recommend approaches to overcome risks and barriers to change LO 3.4 Risks and Barriers to Change What kinds of risks and barriers to change might you encounter? When implementing change within an organisation, you are lik...

Level 5 Change Management Learning Outcome 3.4 Recommend approaches to overcome risks and barriers to change LO 3.4 Risks and Barriers to Change What kinds of risks and barriers to change might you encounter? When implementing change within an organisation, you are likely to encounter both organisational and personal risks and barriers that can hinder the success of the change process. Organisational barriers can include issues such as splinter groups, where different teams or departments may have conflicting views or interests regarding the change. These groups may resist the change or work against it, causing fragmentation within the organisation. Logistical barriers, such as remote working or shift work, can also complicate the change process. With employees working in different locations or at different times, coordinating the change effort becomes more difficult, leading to communication breakdowns or delays in the implementation of change. What kinds of risks and barriers to change might you encounter? Rising costs, particularly if the change involves significant investment in new technologies or systems, can also become a barrier. If the costs exceed expectations or if budget cuts occur, the change may be scaled back or delayed. Changing organisational priorities, especially in response to external factors such as market fluctuations or economic pressures, can lead to the change being deprioritised or abandoned altogether. Delay tactics, either conscious or unconscious, can also be a barrier, particularly if some individuals or teams are reluctant to embrace the change and choose to postpone actions or decisions. On a personal level, employees may experience hostility or a sense of loss in response to change. This can be particularly true if the change involves restructuring, layoffs or changes to established roles. What kinds of risks and barriers to change might you encounter? Hostility can also manifest in resistance to change, where employees feel threatened by the change and actively work against it. This resistance can take many forms, including negative attitudes, gossip, or even sabotaging efforts to implement the change. Some employees may experience depression or anxiety if they feel uncertain about their future within the organisation or if the change disrupts their sense of security. The fear of the unknown or concerns about their ability to adapt to the new environment can contribute to these feelings. Refusal to engage is another common personal barrier, where employees may simply refuse to participate in the change process. This can occur if they feel the change is unnecessary, poorly planned or not in line with their personal values. What kinds of risks and barriers to change might you encounter? When employees disengage, it becomes difficult to drive the change forward, as their lack of involvement undermines the overall effort. Addressing these risks and barriers requires careful planning, clear communication and a supportive approach to help both the organisation and individuals navigate the challenges of change. By identifying and understanding these obstacles, you can develop strategies to minimise their impact and increase the likelihood of a successful change initiative. Introduction During the change process, you will likely encounter a range of organisational and personal barriers that can hinder progress. These barriers can create resistance, miscommunication, and delays, all of which must be addressed to ensure a smooth transition. In this section, you will explore some common organisational and personal barriers to change and examine approaches to overcoming them. By understanding these obstacles and employing effective strategies, you can reduce their impact and increase the chances of a successful change initiative. OrganisationalBarriers: Splinter Groups Splinter groups can form within an organisation when different teams or departments hold conflicting views or interests regarding the change. These groups may resist the change or even work against it, which can lead to fragmentation and hinder collaboration. To overcome this barrier, it is important to create a unified vision for the change that everyone can rally behind. Engaging stakeholders early and involving them in the planning process can help ensure that everyone feels heard and included. By encouraging open communication, you can identify the concerns of different groups and address them proactively. Regular meetings, team-building activities and clear communication channels are essential for maintaining alignment and unity. Additionally, involving leaders from different departments in the decision-making process can help bridge divides and create a sense of ownership across the organisation. When splinter groups feel included in the change process, they are more likely to support the initiative, reducing resistance and ensuring a more collaborative approach. Organisational Barriers: Logistical Barriers Logistical barriers, such as remote working, shift work or geographical distribution of teams, can complicate the implementation of change. These challenges can lead to communication breakdowns, delays in decision-making, and difficulty in coordinating tasks. To overcome these logistical barriers, it is important to implement robust communication and collaboration systems. Using digital platforms that support real-time collaboration, video conferencing, and task management can help ensure that remote or dispersed teams stay connected and engaged. Regular check-ins and updates can also help maintain momentum and address any issues that arise. Organisational Barriers: Logistical Barriers Additionally, providing flexible working arrangements where possible can ensure that shift workers or remote employees are still able to participate fully in the change process. Clear documentation and centralised resources, accessible to all employees, can ensure everyone has the necessary information to move forward with the change. By addressing logistical challenges with the right tools and approaches, you can ensure that the change process remains organised, efficient, and inclusive, even when teams are spread out. Personal Barriers: Kubler Ross The Change Transition Curve is based upon Elizabeth Kubler-Ross’s original 1960s model which she created to explain the stages of the grieving process. Kubler-Ross’s model has been adapted over the years and is today commonly cited as a means of explaining the emotional stages employees experience during a period of organisational change. The cycle for dealing with change t ypically follows a course of six distinct phases, with the curve representing t he time taken for employees to pass through each stage of the process: Personal Barriers: Kubler Ross Shock Disbelief may be short-lived but is characterised by a sharp decline in performance and motivation. Denial People feel change isn’t necessary. May feel threatened by impending change. Will continue to see a decline in performance as loss of direction is felt. Anger Feelings of unfairness and injustice can be experienced. Anger may be directed inwards with the individual blaming themselves or outwards to the wider organisation. Personal Barriers: Kubler Ross Depression Reality has begun to sink in – this represents the lowest point for people employee in terms of morale and performance. Acceptance/letting go The positive elements of change begin to emerge and employees accept that change is inevitable, striving to work with it rather than against it. Integration: People adapt to new ways of working with renewed energy and enthusiasm. Personal Barriers: Kubler Ross - Hostility Hostility is a common emotional response to change, often driven by fear of the unknown or a perceived threat to personal security. Employees who feel that their position, role, or status within the organisation is under threat may become hostile, resisting the change or expressing negative attitudes. To manage hostility, it’s important to address underlying concerns directly. Open, empathetic communication is key to understanding the source of hostility and providing reassurance. Encouraging people to express their concerns and providing clear explanations about the reasons for the change can help reduce anxiety. Creating a safe environment where they feel their feelings are validated allows for more constructive discussions. Additionally, providing opportunities for employees to engage in the change process, whether through training, workshops, or feedback mechanisms, can help them feel more in control and less threatened. When hostility is met with empathy and transparency, it is easier to transform negative emotions into constructive participation. Personal Barriers: Sense of Loss A sense of loss is a common emotional response when people face significant change, especially if the change involves job restructuring, role changes or the introduction of new systems. This feeling can manifest as grief, as employees mourn the loss of familiar processes or security. To address this barrier, it is important to acknowledge the emotional impact of the change. Open communication about what the change entails, along with reassurances about how employees will be supported, can help ease feelings of loss. Offering counselling, career development opportunities, or retraining programmes can also help employees navigate this transition. Recognising the emotional aspect of change allows employees to process their feelings and adjust to the new environment. By showing understanding and providing practical support, you can help people adapt to the changes with a greater sense of confidence and security. Personal Barriers: Resistance to Change Resistance to change is a natural response, often arising from fear, uncertainty, or a perceived threat to personal comfort. This resistance can take many forms, from passive avoidance to active refusal to engage. To overcome this barrier, it’s important to involve employees early in the change process, providing them with a clear understanding of the change’s purpose and benefits. Addressing fears directly through open discussions, providing support and offering training can help reduce anxiety and resistance. Personal Barriers: Depression and Refusal to Engage Depression, often a result of feeling overwhelmed by the change, can also occur if employees feel they lack control or direction. Providing emotional support, offering resources for stress management, and encouraging a positive outlook can help manage these feelings. When people are given the tools and support to engage with the change process, they are more likely to embrace the change and contribute positively. Encouraging a culture of openness, support and participation allows individuals to feel empowered, reducing resistance and helping to overcome personal barriers to change. Please now scroll down Copyright Academy of Leadership & Management Ltd 2023 ©