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?
Discussion 6-1
Support from stakeholders is often required for a particular change initiative to be implemented successfully. However, a common challenge that leaders often face in their efforts to implement change is resistance from stakeholders. Leaders normally face numerous types of objections or obstacles when implementing change in their organization (Kotter & Cohen, 2002). This discussion will explore these changes and analyze strategies that leaders can use to address objections, remove obstacles, and work smoothly with stakeholders.
The types of obstacles that leaders normally face are usually related to different aspects of the change initiative that is being implemented. According to Waitaha et al. (2019), leaders commonly face three types of rejections or obstacles when implementing change initiatives. These include; concerns that the change is occurring at a very speedy rate, feelings that they are being unheard, and disagreement with the stated vision. Some stakeholders might feel that the change is being implemented too quickly. Some of them might resist the change claiming that their opinions are being ignored while others might express concerns that the vision that the change is striving to achieve is not aligned with the culture of the organization (Waitaha, 2019). As Tappen et al. (2017) point out, stakeholders might resist change due to a lack of confidence in the composition of the leadership team, concerns with prioritization of tasks, and doubts with sources of funds. These obstacles or rejections normally prevent successful change implementation.
Leaders can implement a number of strategies in order to work smoothly with stakeholders, remove obstacles, and address objections. One of the strategies is to sit down with stakeholders and help them understand the importance of applying such a short timeframe (Waitaha, 2019). Another strategy is to address miscommunication by reassuring the stakeholders that their opinions are respected and are being considered. Additionally, the leader can work collaboratively with stakeholders to revise the vision, review the competencies of the leadership team, help them understand the rationale behind task prioritization, and reevaluate the sustainability of the sponsorship (Kotter & Cohen, 2002). These approaches can help the leaders to obtain buy-in from stakeholders.
References
Kotter, J. P. & Cohen, D. S. (2002). The heart of change: Real-life stories of how people change their organizations. Harvard Business Press, Harvard.
Tappen, R. M., Wolf, D. G., Rahemi, Z., Engstrom, G., Rojido, C., Shutes, J. M., & Ouslander, J. G. (2017). Barriers and facilitators to implementing a change initiative in long-term care using the INTERACT® Quality Improvement Program. The Health Care Manager, 36(3), 219–230. https://doi.org/10.1097/HCM.0000000000000168
Waitaha, G. (2019). Leading sustainable change. https://www.growwaitaha.co.nz/media/1415/180504-leading-sustainable-change-ff-sf.pdf