Evidence-based list of barriers to organisational change
The 55 (Evidence-Based) Barriers to Organisational Change
This is a spur page from The Essential Guide to Evidence-Based Organisational Change
Strategic barriers to change
- Unjustified change
- Change adoption barriers
- Unrealistic expectations
- Deficient leadership
- Poor management
- Lack of top management support
- Lack of management understanding of the change
- Lack of top management involvement
- Lack of middle and frontline managers’ involvement
- Middle management resistance
- Management turnover
- Inappropriate planning
- Lack of a vision and clear direction
- Lack of constancy of purpose
- Conflicting gaols
- Drive for short-term results
- Experience of previous failed change initiatives
- Lack of government support
Procedural barriers to change
- Lack of expertise to implement the change
- Inappropriate model for implementing change
- Inappropriate methods for implementing change
- Lack of process focus
- Lack of customer focus
- Lack of suppliers’ involvement
- Lack of measurement
- Bureaucracy and paperwork
- Ineffective corrective actions
Human resources barriers to change
- Lack of employee involvement and participation
- Lack of employee commitment
- Lack of employee motivation and satisfaction
- Lack of employee interest
- High employee turnover
- Employees’ resistance to change
- Low employee education level
- Employee shortage, increased work load
- Lack of training and education
- Incompetent employees
- Inadequate empowerment at all levels
- Lack of recognition and reward for success • Fear of losing job
- Lack of union cooperation
Contextual barriers to change
- Inappropriate organisational culture
- Lack of team orientation
- Lack of employee trust in senior management
- Problem solving mindset
- Poor / ineffective communication
- Difficulties in changing organisational culture
- Lack of innovation
- Political behaviours
- Diversity of workforce
Structural barriers to change
- Inappropriate organisational structure
- Not providing required physical resources
- Lack of financial support / cost of
implementation - Lack of (or limited) information systems
- Lack of organisational flexibility
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Reference
Mosadeghrad, A. M., & Ansarian, M. (2014). Why do organisational change programmes fail?. International Journal of Strategic Change Management, 5(3), 189-218.
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