The Challenge of Change

“Whenever you attempt to bring about change, it plays on the insecurities of those

who have grown used to the way things have always been” (Stanley, 1999,p.141). Change is

unavoidable to those of us who continue to draw breath. Whether the change is personal or

professional in nature does not matter, change will come to each of us. Our response to the

inescapable fact of change will often determine whether the change is positive or negative.

After all, even constructive change perceived in the wrong manner becomes unconstructive to

the one affected. As Lindsay and Smith (2007) write, “Part of dealing with change has to do

with how you view it” (p. 180).

What then are some of the barriers to change? How do these barriers prevent us from

viewing change in the proper manner? Ken Blanchard (2007) states there are three key

elements to create a compelling vision: “Significant Purpose, Picture of the Future and Clear

Values” (p. 27). This essay will look at the antithesis of these and discuss three key elements

that create barriers to change.

The first barrier to change stems from an emotional response to change, that is, a

feeling of worthlessness. People who perceive change positively are usually those who have a

healthy understanding of their worth to the organization, personally and, in the Christian

context, Christ. Conversely men and women who have a negative self-worth are inclined to

view change as a personal affront. These types of people are defined as “Life Takers,” put

another way, those with a negative mindset (Lindsay & Smith, 2007, p. 5). People with a

positive self-worth are deemed “World Changers,” that is, those with positive frame of mind

(Lindsay & Smith, 2007, p. 5). Lindsay and Smith (2007) posit that either position finds its

root in the individual’s view of self and his or her worth: “Life takers” feel threatened,

incapable and stymied while “World Changers” see themselves as confident, capable and
eager (p.5). When change comes our emotional response to it finds its basis in our positive or

negative view of our own worth.

Another barrier to change comes from those who are initiating change and who fail to

provide a realistic picture of the future. While some may enjoy abstract art, most do not enjoy

an abstract vision for change. If for instance your change team consists of some who feel

worthless, the abstract vision will only exacerbate that feeling causing them to move away

from the “commitment” stage (Lindsay & Smith, 2007, p. 176). If, however, the change

initiator is able to provide a clear and concise picture of what the future will look like it could

serve to be a catalyst for the negative viewers of change to at least move beyond “resistance”

and toward “exploration” (Lindsay & Smith, 2007, p.176).

The last barrier we will discuss is one that deals with personal and/or corporate

motivation. If an individual or church or company does not possess a clear definition of its

core values then change will, at best, be resisted; or, at worst, blocked completely. Change

for the sake of change is really no change at all. Those affected by change must understand

not only how this change will take place but also why it is taking place. When change is

initiated because it is necessary to maintain the core values of the person or organization

resistance can be reduced. A clear understanding of the core values enables the change agent

to better deal with individual or corporate insecurities. For example, the core value of a

Company ABC is stated as, “We are committed to continuous cross training of our

employees.” When Company ABC initiates change that may adversely affect employee XYZ,

he or she can be reassured the company is committed to helping them find purpose within the

company.
 References

Lindsay, L.M. & Smith, M.A. (2007). Leading change in your world. Marion, IN:

Triangle Publishing.

Blanchard, Kenneth (2007). Leading at a higher level. Upper Saddle River, NJ: Pearson

Publishing.

Stanly, Andy (1999). Visioneering. Sisters, OR: Multnomah Publishers, Inc.