You're implementing a culture change. What are the most common challenges you'll face?

Looking at resistance with a neuroscience hat on, we can identify two main sources of why resistance comes up: - What change facilitators do or don't do (treat people with respect, include them, communicate effectively etc.). - The response patterns people have to discomfort. The second is often overlooked. This is particularly true when change requires Unlearning and there is a "built-in" discomfort (due to a need to re-wire the brain, even if those who facilitate change do everything right). Consider the way people respond to discomfort in general in your organization. If the change you embark on requires Unlearning, those patterns may lead to resistance regardless and people will need more effective skills to respond to discomfort.

Culture change is rarely successful through culture change programmes; instead, culture should be changed through actions - defined actions on other projects/BAU/initiatives that drives a change in culture. Change culture through subconscious first.

"We've always done it that way." I wish I had a pound for every time I've heard that??. Listen to the experts...the people that actually run the machine/ do the job and ask them what they would do or need to help them. Write up/agree the actions with the team and support them achieving, one step at a time..simples! Oh yes and congratulate the teams achievements because you can't do it without them.

In my experience, what is critical is to align 5 "planets" simultaneously (the time sequence is as important as the topics themselves): 1°) Communicate often, not so much on the vision, but by sharing small examples of change in action, 2°) Get leaders to lead by example, with acts not just words. They may need coaching to get it right... 3°) Mobilize influencers, your most precious asset. Start by knowing who they are, then ask them for help, then mind, care and support them 4°) Put in place reinforcing mechanisms. Measure multiple various soft and hard datapoints. Share anecdotes and recognize (formally and informally). 5°) Align business processes and internal initiatives to remove structural barriers to change so as to show consistency

Si analizamos la curva del cambio, nos encontraremos con dos obstáculos: la negación y la resistencia. La negación es un mecanismo de defensa contra el miedo o la incertidumbre. Las personas que están en negación, prefieren ignorar y negar la posibilidad de cambio. Frente a esto, es necesario proporcionar información, hablar sobre la situación y resolver dudas. La resistencia, es la siguiente etapa en la curva del cambio. En esta etapa las personas reconocen que deben hacer un cambio pero generar resistencia, se quejan, critican y no quieren cambiar ya que existe la creencia de que no va a funcionar. Para enfrentarla se debe crear ambiente de equipo, establecer objetivos a corto y mediano plazo y exponer las beneficios del cambio.

Aligning procedures and practices is the easy part. Yet, the truth is that updated procedures will not change behaviours, just like telling people will not be enough. You need to follow with a systemic approach to the 8 basic psychological needs of human beings when interacting with others (1. belonging, 2. status, 3. clarity, 4. recognition, 5. fairness, 6. autonomy, 7. competency, 8. ethics). By addressing them one by one, you can mobilize energies. To do that, you will need to orchestrate activities addressing communication tone and channels, leadership beliefs and behaviours, HR systems & policies, active support of internal influencers, informal as well as formal recognition. Then keep focusing on the movement rather than the target.

A culturally diverse workforce presents its own set of challenges. Different cultural backgrounds lead to different values, communication styles, and preferences. A one-size-fits-all approach won't work. Use clear, concise language that resonates with different cultural backgrounds. Consider multiple communication channels to reach everyone effectively. Actively involve employees from diverse backgrounds in the change process. This will help build buy-in and ensure the new culture is inclusive.

Culture change isn't a one-time event. It's an ongoing process that requires constant reinforcement and adaptation. Without a plan to sustain the momentum, the new culture can easily slip back to the old ways.

Most common challenge you’ll face is that the change is entirely unnecessary for the intended outcomes. Second, the change is desired by one person who holds some radical ideological idealization that no one else wants. Third, the underlying motivating factor for that person pushing the change is misdirected resentment and anger. Help them quit & get a therapist.