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Change Management – Its Obstacles and Tools to Overcome Them

Home Articles Change Management – Its Obstacles and Tools to Overcome Them

Most people are reluctant to change to a greater or lesser extent, as they will deprive us of the comfort and comfort of the known, and will push us into a new area where everything is yet to be discovered. The managers of the different steps of the organisation are those who will lead this process of change, through the different phases of the same, and must keep in mind that in one way or another there will be situations of resistance to change. Moreover, with so much technical advancements, the life is changing rapidly, and it is highly essential to cope with the change if you want to stay ahead.


It is true that situations of resistance to change do not always have to occur, the change process may even be something that motivates the group, but it is also true that it is not uncommon to meet people who perceive change as something negative. To overcome the barriers that hinder or prevent change, we must first identify them, as change leaders we must know the causes of resistance to change. These same obstacles to change are those that we must overcome when presenting a novel project to your superiors.


The main reason why we resist the processes of change is ignorance. This lack of knowledge produces at least some uncertainty in people who are going to suffer the effects of change, and in this circumstance, they feel threatened and put on the defensive. Partial knowledge of the change can be as harmful as the total ignorance, since the difference will be valued by that specific information, without taking into account other aspects of the change that could be beneficial.


Even if people are aware of the reasons for the change process, the way to carry it out and the scope of it, as well as the impact that this change will have on their personal and work life, may offer resistance. They are likely to have the feeling of lacking the human or material resources needed to do so. Perhaps the problem is that they believe that they are not sufficiently trained, or that they lack the necessary professional or personal competence.


At this point, it is assumed that people have the necessary information to understand the process of change, and have been provided with the resources and knowledge required to carry it out. However, there may still be groups on our team that resist change; they do not want the change to occur. In some cases, this will be because these people must leave their comfort zone, and still maintain a high degree of uncertainty about the purpose or results, or consider that this change will eliminate their own work identity. In other cases, it will be because they consider that during the change process they will have to work twice as much, which is usually done more than what has to be implemented from scratch.


If you have stopped to analyse minimally the reasons why we are reluctant to make changes in our lives, either in the work or personal, you will have realised that in most of the occasions, it would have been necessary to I would have paid attention to the people who will be affected by those changes. To favour the implementation of a change process, it is essential that we adopt a series of commitments.


One of the most important things, when changes have a better acceptance, is the choice of the right leader to be at the forefront of this process of change, and he/she enjoys the trust and respect of the rest. A leader will be the one who will lead the rest, guiding them throughout the entire process of transition, implementation and acceptance, "pulling the car" as they say. It is logical to think that your leadership style and leadership as well as their ability to influence others, will be decisive in that little resistance to the change process is offered.


For a change process to be accepted by our team or our bosses, the first thing we get is that they are clear why such a change is necessary, how to be carried out, which is what we hope to achieve with the changes introduced, and what advantages and disadvantages it offers us. It is also highly recommended that you explain to everyone who will be affected by these changes, the impact that they will produce in their lives. To achieve this, it is essential that the person in charge of leading the change knows how to transmit a clear vision of the road to be travelled and the goal to be reached, as well as the benefits obtained for the whole.


To overcome the resistance to change, not only is it necessary to obtain the assurance of the people to whom these changes will affect them, but it is also imperative that they are given confidence. Sometimes it's something as simple as providing the necessary support, let everyone know that the person who has emerged as the leader of the change will be there if needed. Other times, it will be necessary to provide training so that they obtain the competencies required to perform their function after the change processes or to show them that they already had such competences. A person with confidence in himself or herself, and in his bosses, with some guarantee of success or support from his leader, will be more prone to change than those who lack this confidence.


The best way to overcome resistance to change is by giving value to people and their contributions, also to those who offer resistance. It is crucial that these people consider themselves part of the process, it is not about implying them against their will, but that they are given the opportunity to contribute and live the change from within. We must promote collaborative work, and get them to perceive that their contributions are vital for us. If this is not the case, it will be difficult for us to resist the change.

It is not the same to see how the unstoppable advance of the changes overwhelm you, that this process is foreign and strange to you, that you feel that you have risen to the wave and that you advance with the rest of the organisation.


At the moment we have to be able to duly recognise the contribution of the people who got involved in the process of change, without which everything would have been much more complicated. A question of vital importance, at least from my point of view, is to recognise the effort in addition to the results. It is easy to be next to yours when everything is going well, but what will define you as a leader is an attitude you are going to adopt when things go wrong. In any case, you have to share the success, it is not right to personify the change in the person who leads it, but you have to extend that success to all the people who are part of the difference.

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