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DQ: What types of obstacles/objections do leaders face from stakeholders when implementing change within an organization?

LDR 615 Topic 6 DQ 1

DQ What types of obstacles objections do leaders face from stakeholders when implementing change within an organization?

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/

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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?

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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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

DQ What types of obstacles objections do leaders face from stakeholders when implementing change within an organization
DQ What types of obstacles objections do leaders face from stakeholders when implementing change within an organization

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).

Yvette

 

Kotter, P., & Cohen, D. S. (2002). The heart of change: Real-life stories of how people change their organizations. Boston, MA: Harvard Business Press. ISBN-13: 978-1422187333

 

Schlachter, C., & Hildebrandt, T.(2012). Backseat leaders. Leadership Experience, 29(10), 7-8.

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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#

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#

Good morning, Dr. E and fellow classmates! Leaders often get in a rush, focusing their time in the wrong areas, and forget to communicate the importance of a change initiative, leading to employee confusion. Clarity and focus are beneficial to change success because it creates a culture of teamwork, common goals, and an environment of collaboration to meet expectations (Llopis, 2014). It is impossible to maintain change momentum when the leadership team is misaligned; therefore, for clarity to exist within the initiative, the leadership team must strategize a change philosophy, create a communication plan, and use common language (Llopis, 2014).

References

Llopis, G. (2014, June 30). Change management requires leadership clarity and alignment. Forbes. https://www.forbes.com/sites/glennllopis/2014/06/30/change-management-requires-leadership-clarity-and-alignment/?sh=11de772b3e3c

Clarity is such a critical component to the overall success of the change process. The benefits of clarity throughout the change process are a clearly outlined vision, decision making process, and expected outcomes. Clarity and effective communication go hand in hand, therefore without clarity communication is ineffective. When leadership provide clarity in their communication, this also builds trust and strengthens relationships amongst employees. Focusing on the change initiative offers a variety of benefits to the employees, leaders, and organization. The employees benefit by having support and available resources for adaptation during the change initiative. The leaders benefit by keeping the focus on change initiative by keeping the momentum going as the changes are occurring. The organization benefit by keeping the focus on the change initiatives by ensuring the proper dedication to make the changes necessary and an ongoing innovative culture.