Revision of procedures | Public Administration N6

Revision of procedures

QUESTION

Discuss factors which impede the revision of procedures.

Several factors can limit the revision of procedures within an organization: as laid out below

1, It is natural for people to stick to what they know.

Humans are creatures of habit and tend to stick to familiar ways of doing things. This often leads to the development of routines and habits that are efficient or comfortable, making people resistant to changes that disrupt these patterns. It is not intentional resistance but a natural inclination to maintain the status quo.

2, People are afraid of the unknown

Fear of uncertainty is a fundamental human emotion. When people face unfamiliar situations or changes, they often experience anxiety about potential outcomes. This fear can manifest as resistance to change since individuals may perceive the unknown as a threat to their stability or security..

3, Lack of individual ownership

When individuals or teams do not take ownership of proposed improvements or changes, there is a decreased commitment to the proposed changes and their success. The best results will be achieved if improvement is brought about on the initiative of the official concerned.

4, Lack of consequences

When there are no consequences for resisting change, as is often the case with officials in certain public sector roles who enjoy greater job security, resistance to change becomes more complicated. This lack of immediate consequences makes it challenging to compel officials to embrace change, thus adding complexity to the change management process.

5, Negative attitude

When attitudes are negative, they significantly influence how individuals perceive and respond to change. An official who harbours a negative attitude towards change will view every suggestion as a threat to their authority, competence, or job security. This mindset can hinder constructive dialogue and collaboration, thereby impeding the change process.

6, Lack of adequate engagement.

When change is not preceded by thorough engagement and consideration of key stakeholders, including officials directly impacted by proposed changes, the likelihood of successful implementation diminishes. Therefore changes should be made and implemented only after all steps have been taken to engage with and address concerns raised by officials, to increase the likelihood of successful implementation and minimize resistance.

7, Change agent’s connection with and within the department.

The person implementing change must be connected to the department. and must have a deep understanding of the department’s operations, culture, and dynamics. This connection with the department can facilitate communication, build trust, and garner and facilitate successful change.

8, Political interference

In some political environments, officials may leverage their political affiliations to resist or influence change initiatives. This can introduce additional complexities and power dynamics into the change process,, resulting in decisions that are influenced by political considerations rather than organizational needs.

9, Cost of change.

Implementing change often requires investments in technology, infrastructure, or resources, which can pose a barrier to change, particularly if the organization lacks sufficient funds or prioritizes other initiatives over the proposed changes.

10, External consultants.

Change initiatives led by external consultants or specialized staff may face resistance from line staff who perceive these changes as imposed from outside the organization. This resistance can stem from concerns about loss of autonomy, or changes to established workflows or practices.

11, Delays of failure by politicians to amend policies

When politicians in power refuse to amend existing policies or regulations, frontline officials may be unable to implement desired changes, despite their efforts or willingness to do so.