Plan For Barriers

Barriers and resistance to change are on-going throughout the change process. Mentos et al. (2002) observed that no matter how the change is perceived, it will generate resistance because people feel comfortable with the familiar. When a change, even a positive one, is introduced it creates stress for people because it points to the unknown. 

Now comes the most difficult task—decreasing and hopefully eliminating those barriers and resistance to change. Watt (2014) proposes to build relationships with key stakeholders impacted by the change. “[I]f key stakeholders are not happy, nobody is happy” (p. 42). Understanding their expectations and asking for their input could potentially recruit them as allies to the change process.

One example of a potential barrier could be the availability and accessibility of technology (Hew & Brush, 2007).  In this example, collecting data to determine this accessibility could forewarn project managers and allow for appropriate planning. Kotter and Schlesinger (1979) propose relying on focus groups and surveys to address resistance (as cited in Mentos et al., 2002). Watt suggests being mindful of potential cultural barriers and sensitive about the following broad areas: individual identity and the role within a project versus the family of origin and community, verbal and emotional expressiveness, relationship expectations, style of communication, language, personal values and beliefs, time orientation (2014).

Another way to combat resistance is to reduce anxiety. Applebaum et al. (2015) suggest reducing the risk of reprimand as one way to reduce anxiety and resistance to change.