Change is an unavoidable reality in organizational life. Like death and taxes, change is part of life whether we like it or not.
Continuity & Change
One of the key thought leaders on managerial theory in the 20th century was Peter Drucker. Peter Drucker regularly emphasized the importance balancing continuity and change in thriving organizations. Organizational leaders have the responsibility of guiding their organizations in such a way that communities both benefit from time-tested practice (continuity) as well as creativity and innovation (change).
Because change is a reality leaders must engage, it is vital that leaders understand not only their goals in a change process, but also the forces that are working against change.
Hindrances to Change
I’m teaching a graduate course on organizational leadership this semester. Yesterday, our lecture focused on barriers to change. From change theorists like Kurt Lewin on to others today, it is argued that change may only take place if the driving forces working toward change are greater than the restraining forces working to maintain the status quo.
In light of such perspective on change, leaders must be aware of the significant forces, barriers, and hindrances working against change.
I see hindrances or barriers to change grouping around four primary domains:
- Intrapersonal Dynamics: barriers that are related to individuals
- Interpersonal Dynamics: barriers that are related to the interpersonal relationships between individuals
- Team & Organizational Dynamics: barriers related to team and organizational systems and structures
- Socio-Cultural or Environmental Dynamics: barriers related to the larger context within which organizations are embedded
In order to better understand the restraining forces at work against change, I present these 37 barriers to change grouped around the four above noted domains.
- Fear of Failure (Personally)
- Risk Adverse
- Fear of Increased Responsibilities
- Unwillingness to Experience the Discomfort of Change
- Threat to Personal Values & Perspectives
- Comfort with what is Familiar (peace before progress)
- Suspicion of New Ideas
- Focus on Self-Interest
- Concerns for Job-Security
- Lack of Trust
- Resenting Interference of Others
- Threat to Status in Community
- Feared Loss of Power
- Feared Loss of Positive Personal Relationships
- Insular Approach to New/External Ideas
- Feeling Excluded & Left Out
- Poor Communication
Team & Organizational Dynamics
- Focus on Past Success and Innovation
- Social and Structural Self-Preservation
- Institutional Focus over Focus on Purpose
- Collective Perspective that Change is Not Feasible
- Collective Perspective that Change is Not Necessary
- Rule of a Change-Adverse Minority
- Lack of Leader Vision & Leader Direction
- High Cost (economic and human resources)
- Failures Treated as Problems in the Organization Culture
- Misalignment of Resources
- Lack of Sponsorship by Senior Leadership
- Lack of Training on How to Approach Change
- Organizational Culture that Is Adverse to Change
Socio-Cultural or Environmental Dynamics
- Fear of Failure (Organizationally)
- Economically Uncertain Environment
- Fear of Unknown Environmental Realities
- Concerns for Organizational Competition
- Lack of Socio-Cultural Awareness
- Not Considering the Needs/Wants/Aspirations of Environment or Society when Approaching Change
Change is a reality in our world. Leaders who grow in their awareness of the barriers and restraining forces working against change will be better positioned to find solutions and carve out a positive change pathway for their community. In your organization, what barriers to change are most pronounced and how is your community working to find a productive pathway forward?
Reprinted from Purpose in Leadership.