Strategies For Removing Barriers To Change

Strategies For Removing Barriers To Changeinstruct

Competency Critique strategies for removing barriers to change. Instructions Delta Pacific Case Study As the change leader for Delta Pacific Company (DPC), you know you need to determine potential organizational barriers to change for the company's goal of changing the culture from the more traditional manufacturing environment to one of a contemporary consulting environment. Now it's time to create your strategy to combat barriers to change: Assess the potential barriers to changing an organizational culture Analyze change strategies appropriate for this type of change Determine potential employee resistance behaviors Determine the best way to influence employees in the right direction Since you are the change leader, it is your responsibility to consider that there will be organizational and human barriers to change.

As part of your role, you should take proactive measures and design a change strategy to address potential barriers and resistance. Conduct academic research and create a plan to present to the CEO and board in which you complete the following change strategy for barriers and resistance: Explanation of potential organizational barriers that are most likely to occur for this type of change. Description of the employee resistance behaviors. Explanation of your strategy to overcome the barriers and resistance. Discussion of your strategy recommendations to overcome barriers and influence employees in the right direction.

Remember that this is a proposal. Make sure to format your paper properly for your proposal. A proposal is a persuasive document, so make sure to use proper language and tone. Remember, you are the change leader, and you are writing to the CEO. So use a tone in your proposal that is specific to your audience (the CEO).

Include your APA-formatted reference page with at least two credible sources. Project Case Study: A New Direction for Delta Pacific Introduction In a global business environment where organizations can no longer rely on traditional factors that historically lead to a competitive advantage such as access to proprietary technology, exclusive rights to raw materials, or proximity to customers and markets, many organizations have re-structured to capitalize on new success factors. In the United States that has resulted in a shift in many cases from product or service-based businesses to knowledge-based businesses (OECD, 1996; Powell & Snellman, 2004). Powell & Snellman (2004) define the key components of a knowledge economy as. .a greater reliance on intellectual capabilities than on physical inputs or natural resources." (p. 201). This case presents the challenges facing an organization as it transitions from its traditional business model to one that incorporates greater reliance on the knowledge of its workforce. The focus of this case is on the role of the organizational behavioral system in facilitating a successful transition to the new corporate strategy. The Case Scenario The Delta Pacific Company (DPC) has a long history of success. The company has been at the fore front in the development of information technology since the 1970s and led the market in technology development, manufacturing and sales throughout the 1980s to the mid-1990s.

DPC was a success story. They consistently met or exceeded their profit targets, successfully integrated new technology into their products, and they were considered one of the best employers in the country. With generous benefit packages, a high quality of work life, industry leading salaries, and a corporate culture that considered its employees to be part of a family, potential employees were lined up for opportunities to join DPC. However, with the advent of globalization, freer trade, and low cost overseas labor, DPC found itself slowly losing market share for its primary product: computer hardware. DPC had prided itself on producing and selling the best products and training its sales force to develop long term relationships with clients that brought them back year in and year out for DPC's technology.

Along with hardware, DPC also sold service contracts and training classes for the end users of their products. By the late 1990s it became clear to the leadership at DPC that they could no longer compete with less expensive products being produced overseas. At one time they could sell their higher priced goods on the premise that they were of higher quality, but that was no longer the case. Foreign-made products were now being produced to match or even surpass the quality standards set by DPC. However, conversations between sales representatives and their clients did indicate one thing: the clients valued the personal interaction they had with the sales reps and the personalized advice that they could provide to their clients to help them to reach their goals.

DPC recognized that they needed to make a change and they believed they had a new vision for their company. As they entered the 21st century DPC moved away from hardware solutions to business challenges and shifted instead towards knowledge-based solutions. Rather than selling equipment, DPC began to market the extensive knowledge of their workforce. DPC would no longer sell the equipment; they would instead provide integrated knowledge-based solutions to information management problems. Essentially they would become a consulting firm that would assist their clients to set up systems that would facilitate information management.

But now their solutions would go beyond hardware and encompass software, organizational design, data collection management, work flow and overall information management re-engineering. Sales reps underwent significant training to prepare them for their new roles. However, the redesigned jobs were not a good fit for all of the sales reps. some moved on to other types of positions within the company, but others left to pursue opportunities elsewhere. As expected, profitability declined during the initial introduction of this new organization mission as employees became accustomed to their new roles. Due to the time taken to train employees, they were spending less time in the field with their clients generating revenue and more time in the classroom being oriented to their new roles.

However, the decline persisted much longer than anticipated and the company's leadership team, board of directors and the shareholders were growing impatient with the slow returns. It became increasingly apparent that while the training, resources, and equipment were in place, significant changes in the organizational behavior system at DPC were necessary to ensure long term success.

Paper For Above instruction

Introduction

The process of organizational change, particularly on a strategic level, faces numerous barriers that can impede success. For Delta Pacific Company (DPC), transitioning from a traditional manufacturing environment to a knowledge-based consulting firm involves complex organizational, cultural, and behavioral shifts. Effective change management requires a comprehensive understanding of potential barriers and resistance behaviors, as well as well-crafted strategies to overcome them to ensure a successful transformation.

Potential Organizational Barriers

One of the most significant organizational barriers in DPC’s case is the resistance to cultural change. The company has a long-standing tradition of manufacturing excellence and a family-like corporate culture, which may clash with the new consulting-oriented environment emphasizing knowledge sharing, flexible roles, and client-centric solutions. This cultural inertia can inhibit the adoption of new values and practices necessary for the transition.

Another barrier is structural change resistance. The existing organizational hierarchy and job roles were designed for manufacturing operations, and shifting to consulting services necessitates redesigning workflows, reporting lines, and responsibilities. Resistance may arise from managers and employees unwilling to adapt their familiar roles or skeptical about the new organizational structure.

Resource allocation and training are additional barriers. Limited resources allocated for retraining and transitioning employees pose risks, especially if employees perceive the training as ineffective or irrelevant. Insufficient training can lead to skill gaps, lowering confidence and productivity, further resisting the change initiative.

Lastly, communication breakdowns can significantly hinder change efforts. Lack of transparent, consistent messaging about the vision, strategy, and benefits of the change can foster misinformation, fear, and uncertainty among employees, increasing resistance.

Employee Resistance Behaviors

Employees may exhibit various resistance behaviors during the transition. Some may demonstrate outright opposition, such as vocal criticism, active refusal to participate in training, or deliberate underperformance. Others may experience passive resistance, such as procrastination, withdrawal, or reduced engagement. Resistance can also manifest through increased absenteeism or higher turnover as employees seek stability outside the organization.

In DPC's context, resistance might stem from fear of job insecurity, especially among sales reps whose roles are radically changing or being eliminated. Resistance can also arise from loss of status or perceived competence if roles are redefined or require new skill sets. Employees may also resist due to skepticism about the long-term viability of the change, especially if prior change efforts were unsuccessful or poorly managed.

Understanding these behaviors is critical to designing effective strategies for managing resistance and encouraging buy-in from staff.

Strategies to Overcome Barriers and Resistance

To address organizational barriers, leaders should initiate a cultural change process that involves clear articulation of the vision, consistent messaging, and alignment of organizational values with the new strategic goals. Developing a shared vision helps foster a sense of purpose and reduces cultural resistance. Leadership should also promote participation in change planning, giving employees a voice in shaping the transition, which enhances ownership and lowers resistance.

Structural barriers can be mitigated through organizational restructuring aligned with the new consulting model. Implementing a phased approach, pilot projects, and flexible roles facilitate smoother transitions. Providing comprehensive training programs tailored to different employee groups equips staff with the skills necessary, reducing fear and increasing confidence.

Effective communication strategies are vital. Transparency about the reasons for change, anticipated benefits, and ongoing progress can diminish fears and misinformation. Regular updates, open forums, and feedback channels foster trust and help management address concerns promptly.

Managing resistance behaviors requires a combination of supportive leadership and change agents. Leaders should demonstrate commitment to the change, acknowledge employee concerns empathetically, and recognize early adopters to serve as change champions. Offering incentives, coaching, and continuous support can motivate employees to embrace new roles and behaviors.

Furthermore, employing resistance management techniques—such as negotiation, participation, and education—can diminish active opposition. Ensuring that employees understand how change aligns with personal and organizational goals boosts intrinsic motivation to support the transformation.

Recommendations for Influencing Employees Positively

Building on the strategies outlined, recommendations include establishing a change management team dedicated to guiding the transition, ensuring consistent leadership commitment, and fostering a culture of continuous improvement. Implementing recognition programs that celebrate milestones and successes can boost morale and motivation.

It is essential to tailor communication and training initiatives to meet diverse employee needs, making change initiatives more inclusive and engaging. Engaging employees through active participation in change activities fosters ownership and reduces resistance.

Developing a feedback loop whereby employees can voice concerns and see tangible responses enhances trust and commitment. Additionally, highlighting quick wins and demonstrating visible benefits keeps momentum and reassures staff about the positive trajectory of the change process.

Conclusion

Transforming DPC from a manufacturing-centric organization to a knowledge-based consulting firm entails navigating complex barriers and resistance behaviors. A comprehensive, proactive change strategy that emphasizes cultural alignment, structural adjustments, robust communication, and employee engagement is essential. By implementing the recommended strategies, DPC can foster a resilient, adaptive organizational culture that embraces change and positions the company for long-term success in a competitive, knowledge-driven economy.

References

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