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
Barriers to Change Barriers to Change: Procrastination Making change involves negative emotions that teams would rather put off indefinitely—even if the change benefits them in the long run
Barriers to Change Barriers to Change: System Justification How to respond when people believe the status quo is functioning as it should—and if others can’t hack it, it’s their fault
Barriers to Change Barriers to Change: Change Quicksand What to do when you’ve already committed time, money, or power to make change—and it feels like things are only getting worse.
Barriers to Change Barriers to Change: Limited Resources Insufficient people, budget, or time can derail a critical transformation just when it’s needed most
Barriers to Change Barriers to Change: Change Theater Any change effort that talks a big game without ever delivering real results has a pernicious effect on an organization’s overall ability to change, eroding the collective belief that change is possible.
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
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: 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: 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: Fatalism How much change can one person make in a huge organization? Enough to make a difference.
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
