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?
Regardless of the size of the organization Many leaders face obstacles such as uncertainty and perplexity. This could be due to poor communication about the shift, or it could simply be the stakeholder’s personal emotions and worries associated with change. This obstacle may induce workforce resistance, resulting in poor performance or other long-term issues with reform implementation.
To overcome this barrier, clear and accurate information about the procedure this modification will follow can be used. To push through and have a successful shift, communication from leadership as well as communication from other staff members and peers is required.
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?
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
Replies to Apryl Thimsen
Let’s Be Clear!
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.
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.
Replies
Hi Dr. E. Thank you for your inquiry. There will be no buy-in if the vision for change is not clearly defined. Change brings up a slew of emotions that must be addressed if the change is to be successful. Good leaders demonstrate something that addresses emotions to their employees in order for them to believe in the change (Kotter & Cohen, 2002). This can be accomplished by allowing for staff Q&A sessions. Leaders should look for signs that someone requires assistance in dealing with change (Schlachter & Hildebrandt, 2012). Because not everyone will be excited about the change, it is critical to identify and address any warning signs. In addition to group Q&A sessions, a leader can conduct one-on-one sessions and, most importantly, active listening (Schlachter & Hildebrandt, 2012).
As a manager implementing change or collaborating with my staff to implement change, I completely agree that confusion is one of the most common complaints I hear.
When I’m creating a plan, I go over it several times to make sure it’s clear, but once the process is in place, there are always questions.
As a manager, I have previously become defensive in this area because I thought I had planned it well and clearly, only to discover that it was not to those who are implementing the change.
Working with employees to help implement change is a powerful tool that a leader can use to ensure clarity and that all gaps are filled.
During the COVID era, change was being implemented at an unprecedented rate, and collaborating with my unit-based council was critical to receiving feedback from staff, answering questions, and dispelling fears and myths.
To be successful in any change, a leader must check in frequently, be open to adapting, have a listening heart, and be willing to understand the feelings of fear and uncertainty (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 .
- 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).
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