Psychologist Edgar Schein explains that resistance to change is generally because people associate their success and identity with the old way of doing things. It is innate human nature to shun away from what’s comfortable and familiar. If something is working or going well, why is there a need to embrace something different?
To be in an organisational context, the policies, practices and procedures that made the company where it is today are what people attribute to success. It is doing these things that make them feel good, that their work makes a difference.
Download our free ‘Change Management Essential Tips’ now and empower your organization with proven strategies for transformation.
1. Not establishing a strong sense of urgency
![](https://deepimpactonline.com/wp-content/uploads/2024/07/pexels-olly-3760069-1024x683.jpg)
- Conduct Diagnostic Assessments: Regularly evaluate the company’s performance metrics and market position to identify areas needing change.
- Create a Burning Platform: Share compelling data and real-life examples that highlight the risks of not changing, such as declining market share or customer dissatisfaction.
- Engage All Levels: Hold workshops and focus groups with employees at all levels to discuss the need for change and gather input on perceived obstacles and opportunities.
2. Lacking a vision
![](https://deepimpactonline.com/wp-content/uploads/2024/07/jpeg-optimizer_pexels-wisdomsky-1673973-1-1024x683.jpg)
- Develop a Clear Vision Statement: Create a vision that is concise, memorable, and aligns with the company’s core values.
- Visual Storytelling: Use visual aids like infographics, videos, and presentations to illustrate the vision and its impact.
- Consistent Communication: Reinforce the vision through regular updates in company meetings, newsletters, and on the intranet to keep it top of mind.
3. No signs of progression
![](https://deepimpactonline.com/wp-content/uploads/2024/07/jpeg-optimizer_pexels-olly-3755761-1024x683.jpg)
- Create a Milestone Map: Develop a visual timeline that highlights key milestones and progress points.
- Celebrate Successes: Publicly recognize and reward teams or individuals who achieve milestones. Use events, social media, and internal communications to highlight these achievements.
4. Not anchoring changes in the company's culture
![](https://deepimpactonline.com/wp-content/uploads/2024/07/jpeg-optimizer_pexels-kindelmedia-7688460-1024x768.jpg)
- Align Policies and Procedures: Update company policies and procedures to reflect new behaviors and practices.
- Embed Change in Training Programs: Incorporate new practices into onboarding and continuous learning programs.
- Model the Change: Leaders should consistently demonstrate the desired behaviors to set an example for the rest of the organization.
2 Factors To Consider To Institutionalise a Change in Corporate Culture
- Intentional action by the leaders to demonstrate how the new changes have brought success. Drawing this link for employees convinces them that adopting this change would be beneficial. The more people that buy into the change, the deeper rooted the change would be. Changing people’s hearts is more sustainable than just using authority to force out a behavior.
- Ensuring that the next generation of top management encapsulates the new approach. When successors of senior leaders don’t embrace the transformation, renewal efforts will begin to erode.
In summary, building long-term change is not a simple linear process. Obstacles are inevitable, but what’s important is that the vision is clearly defined, and everyone believes in working towards it.
Download Change Management Essential Tips
Ready to drive meaningful change in your organization? Get your free ‘Change Management Essential Tips’ cheatsheet today and start implementing these actionable strategies.
![](https://deepimpactonline.com/wp-content/uploads/2024/07/change-management-tips.jpg)