Problems of Change

The implementation of the change process will always experience pitfalls and bottlenecks.
Some of which may have come to light during the research and undergoing the collection of
information for the purposes of diagnosing the problem. Effective gathering of information
about the position of the organization will have to be done by the HR and the change agent
who will have to study them carefully as well as interviewing staff to ratify such information.

Because decision will have to be made on the information or the diagnosis undertaken it will
be very expedient to get them right to prevent misinterpretation. A wrong diagnosis will lead
to the usage of wrong antidote for the change process.

Ulrich asserted that there has to be a couple of role that needs to be considered to get things
right and that includes, The Business Partner role, Administratvie expert, Employee
Champion and the change Agent. Below will be some of the problems that the new member
of the company and the first female HR will Face to ensure and lead change.

Barriers of Perception
 Stereotypes in analysis: We see what we expect to see.
It is very easy to be carried away by the notion of knowing the problem before diagnosing
 Difficulties to identify and to analyze the core of the problem / the real cause of the
problem.
 Lacking ability to see all sides of the problem..
Antiquity Ltd due to its size and nature it will be difficult to see all sides of the problem to the
level of information that is possibly going to be withheld
 Bulky Information: Difficulties to distinguish between relevant data and available
data.
 Misjudgments: People think they take into consideration all data they can get hold on;
however, they actually do not really exploit all information that is available.

Perceptual problems most often occur during analysis of the own situation (internal analysis,
identification of internal weaknesses) and during evaluation of options. This may lead to a
minimal solution that does not really tackle the entire causes of the problem. The end is a
misuse of scarce rersource

Emotional Barriers
 Fear to make mistakes or to fail.
The new HR being a woman and inspite of her vast experiecence in the professional world
would still have elements of fear that could prevent effective diagnosis
.
 The reliance on old ideas instead of new ideas. Assesments of creative ideas. Early
ideas often base on incomplete information. That makes it easier to reject them. Normally
people find it much easier to come up with reasons for rejecting an idea than with reasons for
supporting and idea.
 Not taking time for thinking: Most often than not people are not willing to take time
and think about a problem because they feel under pressure to deliver results quickly.

These emotional barriers may cause serious problems in change processes since they hinder
the generation of new ideas and approaches. In all cases it is always wiser to ask whether the
right ideas are being followed.
Cultural Barriers
 Taboos: In large organizations like Antiquity there is always a culture that needs to be
followed with its rules and the breaking of them becomes a taboo and hinders change.
 Problem solving is seen as a serious matter: There is no place for humor in the
process of problem solving; hence, there will not be much freedom for creativity.
 Tradition and change: It is a challenging task to overcome traditions. This is
especially true when employees do not see the relation between their traditions and an
existing problem. On the other hand, traditions can be the basis for personal commitment in
change processes.

These cultural barriers hinder the change management process and evaluation of solutions for
problems in the organization. They may also, they reduce alternatives for new approaches in
change processes.

Environmental Barriers
 Lack of support: Many people perceive changes as a threat for their personal status.
Changes move the whole organization as well as every single employee out of their ‘comfort
zone’. Therefore, there will always be some people who try to stop or ignore the process. This
will create Luke warmness in all departments which will hamper the process
 Lack of ability to accept criticism: Those who create new ideas may set up new
barriers when they ignore justifiable criticism. The ability to accept criticism is a major
precondition for establishing trust and for gaining support.
 Managers who always know the answer: Some managers are successful because the
have good ideas and are able to implement them. But only those, who listen to their
employees, will be able to use their creativity as well.
This will induce resistance to change. Resistance to change could be inward or outward.
Employees will resist the change process if it will take them out of their comfort zone.

Such environmental barriers have effects on all phases of change. The can create a feeling of
togetherness and mutual support as well as of egoism and competition.