Barriers to Change Barriers to Change: Role Limitation Change management has traditionally been limited to leadership—but modern organizations need everyone involved to succeed
Barriers to Change Barriers to Change: Limiting Beliefs Individuals must believe they can change in order to even try
Barriers to Change Barriers to Change: Fatalism How much change can one person make in a huge organization? Enough to make a difference.
Barriers to Change Barriers to Change: Lack of Authority If teams believe they don’t have the right to make decisions about how they work, they won’t feel responsible for making change
Barriers to Change Barriers to Change: Cannibalism It’s hard to introduce change when an organization is doing well—but if you don’t, you risk disruption from competitors
Barriers to Change Barriers to Change: Lack of Skills Develop a plan to make sure your teams have the basic skills to change—and the opportunities to apply them
Barriers to Change Barriers to Change: Conformity Conformity encourages people to stick to old behavior—but convert enough people, and you’ll reinforce new behaviors
Barriers to Change Barriers to Change: Ignorance If teams genuinely don’t know how to operate in a different way, it can be hard to motivate them without coming across as a jerk
Barriers to Change Barriers to Change: Recency Bias Leaders are under pressure to make quick decision for the organization as a whole—which means some problems get lost in the shuffle
Explainers The “Oh **** Moment” Committing to a change can feel scary—but teams have to make the jump
Barriers to Change Barriers to Change: Cynicism The biggest threat cynicism poses is that it becomes a self-fulfilling prophecy: if people are convinced change can’t happen, it won’t
Barriers to Change Barriers to Change: Misalignment If you can’t get your most experienced leaders aligned on a change, what hope does the rest of the organization have?
Barriers to Change Barriers to Change: Regulations Change is still possible even with legal limitations and regulations—it just calls for a different approach
Barriers to Change Barriers to Change: Status Quo Bias When “good enough” isn’t good enough anymore, you must convince teams that change is worth the pain of disruption
Barriers to Change Barriers to Change: Not Invented Here Syndrome Automatically rejecting ideas from the “outside” wastes time and energy that could be spent on desperately needed change
Barriers to Change Barriers to Change: Unrealistic Goals While setting overly ambitious goals may seem fairly innocuous, it can actually demotivate teams and compromise other standards
Barriers to Change Barriers to Change: Politics Influence is part of leading—and if you don’t do it, others will.
Barriers to Change Barriers to Change: Fear of Failure Any change, no matter how well planned and executed, will involve some level of risk and failure—so organizations must make it safe to fail
Barriers to Change Barriers to Change: Change Fatigue If left unaddressed, change fatigue can lead to exhaustion and turnover within your existing workforce, as well as cynicism
Barriers to Change Barriers to Change: Leader Entitlement When leaders act as if change is for other people—when they think they don’t need to modify their behavior—they can put an entire change program at risk
Barriers to Change Barriers to Change: Backsliding If you anticipate backsliding, you can avoid a temporary slip turning into a permanent lapse
