Page 262 - The Handbook for Quality Management a Complete Guide to Operational Excellence

248 C o n t i n u o u s I m p r o v e m e n t e f f e c t i v e C h a n g e M a n a g e m e n t 249

Restrictive rules need not take the form of management limitations
on staff, nor procedures that define hourly work in burdensome detail
(e.g., union work rules). Projects almost always require that work be
done dif ferently and such procedures prohibit such change. Organiza-
tions that tend to be excessive in SOPs also tend to be heavy on work
rules. The combination is often deadly to quality improvement efforts.
Organization structures preserve the status quo in ways beyond for-
mal, written restrictions in the form of procedures and rules. Another effec-
tive method of limiting change is to require permission from various
departments, committees, councils, boards, experts, etc. Even though the
organization may not have a formal requirement that “permission” be
obtained, the effect may be the same, for instance, “You should run that
past account ing” or “Ms. Reimer and Mr. Evans should be informed about
this project.” When permission for vehicles for change (e.g., project bud-
gets, plan approvals) is required from a group that meets infrequently it
creates problems for project planners. Plans may be rushed so they can be
presented at the next meeting, lest the project be delayed for months. Plans
that need modifications may be put on hold until the next meeting, months
away. Or projects may miss the deadline and be put off indefinitely.

External Roadblocks
Modern organizations do not exist as islands. Powerful external forces
take an active interest in what happens within the organization. Govern-
ment bodies have created a labyrinth of rules and regulations that the
organization must negotiate to utilize its human resources without incur-
ring penalties or sanctions. The restrictions placed on modern businesses
by outside regulators is challenging to say the least. When research
involves people, ethical and legal concerns sometimes require that exter-
nal approvals be obtained. The approvals are contingent on such issues as
informed consent, safety, cost and so on.
Many industries have “dedicated” agencies to deal with, such as the
Food and Drug Administration (FDA) for the pharmaceutical industry.
These agencies must often be consulted before undertaking projects. For
example, a new treatment protocol for treatment of pregnant women may
involve using a drug in a new way (e.g., administered on an outpatient
basis instead of on an inpatient basis).
Many professionals face liability risks that are part of every decision.
Often these fears create a “play it safe” mentality that acts as a barrier to
change. The fear is even greater when the project involves new and untried
practices and technology.

Individual Barriers to Change
Individuals will likely experience a range of emotions when change
occurs in an organization.

12_Pyzdek_Ch12_p241-264.indd 249 11/9/12 5:13 PM