What types of obstacles/objections do leaders face from stakeholders when implementing change within an organization?
LDR 615 Leaders Obstacles from Stakeholders

What types of obstacles/objections do leaders face from stakeholders when implementing change within an organization? What strategies can leaders use to work with stakeholders, remove obstacles, and address objections?

Apryl Thimsen
Posted Date
Nov 17, 2021, 9:56 PM(edited)
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Hi Class!
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

ER
Erica Richmond
Posted Date
Nov 14, 2021, 5:21 PM
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Replies to Apryl Thimsen
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?
Dr. E
• MG
Martin Giuffre
replied toErica Richmond
Nov 14, 2021, 8:32 PM
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Replies to Erica Richmond
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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LDR 615 Leaders Obstacles from Stakeholders
LDR 615 Leaders Obstacles from Stakeholders

• YA
Yvette Ahamed
replied toErica Richmond
Nov 14, 2021, 9:28 PM
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Replies to Erica Richmond
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 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.

• DH
Deanna Higgins
replied toErica Richmond
Nov 14, 2021, 9:41 PM
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Replies to Erica Richmond
Hello Professor,
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#