{"id":40763,"date":"2025-10-14T13:59:09","date_gmt":"2025-10-14T13:59:09","guid":{"rendered":"https:\/\/certifeka-edu.com\/programs\/organizational-behavior-professional-certificate-2\/lessons\/lesson-6-overcoming-obstacles-in-implementing-change-communication-breakdown-2\/"},"modified":"2025-10-14T13:59:09","modified_gmt":"2025-10-14T13:59:09","slug":"lesson-6-overcoming-obstacles-in-implementing-change-communication-breakdown-2","status":"publish","type":"lesson","link":"https:\/\/certifeka-edu.com\/ar\/programs\/sample-course\/lessons\/lesson-6-overcoming-obstacles-in-implementing-change-communication-breakdown-2\/","title":{"rendered":"Lesson 6: Overcoming Obstacles in Implementing Change-COMMUNICATION BREAKDOWN"},"content":{"rendered":"

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Lesson 6: Change Management
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Overcoming Common Obstacles Encountered in Implementing Change
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Organisations about to embark on a transformation should evaluate workforce readiness with assessment instruments and leader self-evaluations to identify the areas in which the most work is needed.<\/h5>\n
Leaders should have a solid strategy for dealing with change resistance. Some actions to build employee change readiness include:<\/h5>\n
Developing and cascading strong senior sponsorship for people-focused work. In the absence of visible sponsorship, leaders should build alliances, meet business needs and promote wins.<\/h5>\n
They are developing tools and information for front-line supervisors and managers. Organizations should involve them early—train, prepare, and communicate regularly. Coaching employees to help them adapt and thrive during change.<\/h5>\n
Rewarding desired behaviors and outcomes with both tangible and intangible rewards. Relying on insights from both those in the field and subject-matter experts. See Is Change Stressing Your Workers? Turn to a Millennial and Wanted: Workers Who Can Adapt to Change.<\/h5>\n

COMMUNICATION BREAKDOWN
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Sometimes decisions about major organizational changes are made at the top management level and then trickle down to employees. As a result, why and how the company is changing may be unclear. According to a Robert Half Management Resources survey, poor communication commonly hinders organizational change-management efforts, with 65 percent of managers surveyed indicating that clear and frequent communication is the most important aspect when leading through change<\/h5>\n

To avoid this problem
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