Barriers to Change | Episode 027 Several significant internal barriers face any change at the individual and team levels.The first barrier is the lack of clarity. The mistake that managers often make here is to assume that their minds' clarity is the same as the clarity in the other people's minds on their teams. Overcoming this mistake is achieved by simplifying the message and using the most straightforward possible language, full of understandable pictures and metaphors. For example, suppose changes are being made to synchronize processes between different departments, instead of explaining the goals and purpose in dozens of slides packed with numbers and calculations. In that case, it is much easier to explain the memo in a simple message - "We make a change, so we can all row in one direction." Short and clear. To row in one direction, we must all see it first. Second, we need to get to work. Nothing more.The second barrier is the lack of focus. Once the purpose and steps of the change have been clarified, it is time to make it happen. At this stage, there is nothing more confusing than the frequent change of priorities. Overcoming this barrier is achieved by clearly defining who is doing what by when. And daily alignment of this focus.The third barrier to change is inertia and the comfort zone. People feel safe when they know what they are doing and have done it many times. This protects them from mistakes and saves them energy. But only when the external environment does not change. In large companies, it is possible to form remote islands of comfort zones simply because external dynamic change does not reach these inland islands. The way to get out of inertia and the comfort zone is by bringing these people closer to the changes taking place in the external environment.The fourth barrier is the natural resistance that occurs when change is imposed from the outside by force. Here we cannot help but draw an analogy with Newton's third law, which states: "For every action, there is an equal and opposite reaction." Except for the world of physics, I think that this law also works in teams.Let's look at the situation with the coronavirus. Any average person would agree that walking in the park and hanging out with random people at that time is not a good idea. Almost no one will go for a walk independently and take a risk if they realize what that risk is. But when someone outside forbids walking in the park, that ban creates natural resistance because it is imposed outside by force. We do not react to the health restriction and protection against the virus, but to the restriction of our right to choose where to take a walk.Something similar happens in teams when they are about to go through some organizational changes. Even if these changes lead to something better, they will enjoy people's natural resistance and Newton's third law in a team environment if they are imposed by force from outside.This fourth barrier can be summarized by the conclusion that people are not against change but are against someone else trying to change them. Overcoming this barrier can happen by integrating people's opinions before the change itself begins. At the same time, it can increase people's involvement in its implementation. It can also improve the way it is executed by avoiding pitfalls that are probably not visible to everyone. They are not particularly visible to managers, who may look at things from above and have no real idea of what is happening at the different company levels.The fifth barrier to change is the fear of the unknown. This fear can be beneficial, as it can prevent us from taking unhealthy risks. But this is only valid if we observe our anxiety and use it as a warning tool in decision-making. If, instead of us managing this fear, it seats in the driver's seat - something else happens - we find ourselves where the fear itself will take us in the worst-case scenario. It is only natural in this case that we have no desire to take action for change.The fifth barrier can be overcome by objectively looking at the different change scenarios - optimistic, realistic, and pessimistic. Then, the fear of the unknown gives way to something with denser contours, such as a plan of action with concrete measures to go through change.There are undoubtedly many other barriers that block change at the individual and team levels. What can be useful in realizing or going through change is to stop the forced pressure, the abrupt and emotional change of priorities, the constant exchange of arguments why the change should happen, and the pursuit of deadlines.Instead of forcing and pushing, one can stop and pay attention to the real barriers blocking change at the moment. 1) What is the most significant barrier to change for you? 2) Who is responsible for removing the barriers to change in your team? ---Book "Cold Shower for Managers: Empower and Inspire Your Team with Your Humility and ...
