Removing barriers to change can be as hard as planning the change or trying to move it forward. Often a CEO or senior executive will clearly see the new desired state, but sadly they might stand alone.
Alas, the rest of the establishment just do not buy into the new desired state. That is because the barriers to change or the groundwork has not taken place.
Often the author sees this situation occur around a new CRM platform being introduced at a client business. The outputs and benefits by the vendor have been well sold to the CEO, but not the subordinates that must use the system.
Conflicts can arise at this stage. There are often valid fears of the unknown at this stage, which the organisation needs to address. This includes issues such as people who do not want any change, protection of existing jobs, fear of a new system exposing inadequate quality of work or maybe inactivity.
The barriers can be reduced by providing clear explanations of change, provision of adequate data, involvement of staff, assurance regarding job roles and explanation as to how the intended new system will benefit staff. Plus, assurances of adequate training.
The benefits of a new process or system must be articulated in a manner to invite interest and a willingness to engage. Without this the barriers to change will remain.
Gaining employees ideas and involvement is key. It is also important to remember that change may result in fewer staff being required. This will require a considered approach well in advance together with any statutory negotiations.
For further information and to book your change survey please contact: Marcus J Allen at Thamer James Ltd. Email: email@example.com
Marcus has twenty years’ experience in delivering successful change management projects in the areas of business processes and compliance.
Projects include organisations that have faced mergers and acquisitions and need to embrace a compliance culture rapidly and required assistance with change management. Through to large leisure sector businesses implementing a controls environment with parts of the business resistant to change. A change programme was successfully introduced.
Marcus holds the respected Diploma in Governance, Risk and Compliance from the International Compliance Association and holds a master’s degree in Management Learning & Change from the University of Bristol. Marcus is a Fellow of the Institute of Consultants and Fellow of the Chartered Management Institute.