Chapter 1 Flashcards
Barriers to Change
Internal Barriers
Personal/Individual
Repel Fear Trust Motivation Control Insecurity Learned Helplessness Apathy Change fatigue
Barriers to Change
External Barriers
Organizational
Change
Complexity of change
Strategy
Lack of clear vision
What
Lack of clear direction
How
Mismanaged Expectations
Implicit
Lack of capability and capacity
Skills and know-how
Breath of skills and know-how
Fear
Fear of change is truly the fear of the unknown.
to overcome give time to get over the initial shock.
Trust
Techniques that can build trust include: Upfront communication Clear direction Creation of a strong vision statement Roadmapping Kaizen events Determining a solid communication architecture Hosting hackathons and skunkworks Quick wins Mentoring and training sessions
Control
This is the level of control that an individual has over what they do on a daily basis.
Apathy
This is a lack of concern and complete indifference to organizational changes being introduced. Won’t work to support or work against it.
Insecurity
In terms of change, insecurity is closely related to fear in that it is the fear of the unknown that arises at the mere mention of change and is the natural gut response to any type of change management.
Motivation
This is the internal drive or impulse to perform a given task or set of tasks.
Learned helplessness
This is similar to apathy in that it is an attitude of indifference.
However, it is a learned attitude that is the direct result of being dejected time and again. (Like not voting)
Change Fatigue
This is the mental and emotional exhaustion that comes from too many changes being implemented over an extended period of time.
Change complexity (strategy)
The number of factors and dimensions that are going to be changed, as well as the types of those dimensions. (the number of stakeholders affected by the changes)
Lack of clear vision (What)
This defines the outcomes of the project or the changes in terms that give the stakeholder a goal to be achieved.
Lack of clear direction (How)
This is closely related to the lack of a clear vision. Direction is set and maintained by the leadership and management team of the organization.
Management expectations (Implicit)
These are beliefs that are held by each stakeholder and leader about how the changes will progress, be deployed and be adopted.
Lack of capability and capacity
Capability and capacity are often spoken of in the same breath. This is because they are interrelated.
Capability is the skill and know-how that is required by an individual or an organization to accomplish a specific task or activity on the achievement of a goal.
Capacity, on the other hand, is the breath or amount of that same skill and know-how.
