Challenges and Barriers to Change Initiatives

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Table of Contents

Introduction
The Challenges
Conclusion
References

Introduction

An old adage goes that change is as good as rest. However, change is a process and not a one-time thing as many people tend to think. It is accompanied by several challenges which act as barriers to achievement of goals (Druker, 2007). Some of these challenges are discussed below. These are based on the case study of Community Blood Center of the Carolinas: Donations, Donations, Donations whereby some challenges were evident in the administration.

The Challenges

Poor Communication creates a platform for misunderstanding and can easily thwart remarkable change plans (Pexton, 2009). For this reason it is good to outline change goals and vision clearly, and inform everyone who is involved in the change process.

Cultural complacency is a major challenge. Change is perceived and received differently by individuals (Pexton, 2009). There can resistance as people tend to maintain the status quo and it is of utmost significance for the change management to explain vividly, why particular efforts are necessary.

Passive leadership slows down attainment of change goals. When the Chief Executive Officers and hospital management are not part and parcel of the change process, an environment for resistance of change is likely to appear (Pexton, 2009). Employees may wonder why their so-called bosses are not part of the change they are introducing to them.

Lack of control plans ought to be checked because change requires proper planning, monitoring and evaluation (Druker, 2007). If the plan is not followed to the letter, then change might become a total failure. Sometimes a change in the plan is necessary so as to match the current challenges. If the plan is not followed, then the change management team may never know the areas that require adjustments.

Poor customer relations as seen in the case study can slow change implementation. If customers talk ill of an organization, then other customers and potential customers might decide not to visit a healthcare center (Pexton, 2009). This ultimately reduces the profits of an institution.

Lack of proper involvement of employees prevents the beneficiaries from upholding change and owning it (Druker, 2007). Therefore, the change may be implemented but its sustenance may never see the light of the day. It can also fail completely due to lack of owning the benefits and challenges emanating from the process.

Rising costs involved in change must be analyzed before embarking on a change process. This enables the team to focus on how to achieve positive change with the least costs.

Conclusion

Change is extremely important in many instances. It is good, but can be met with a lot of resistance. Therefore, prior planning, management of transition, creating motivation and sustaining the momentum of change must never be overlooked or undermined when introducing change.

References

Druker, P.F. (2007). Management Challenges for the 21^st Century. London: Butterworth-Heinemann.

Pexton, C. (2009). Overcoming Organizational Barriers to Change in Healthcare. New Jersey: Pearson Education.

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Challenges and Barriers to Change Initiatives

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