Managing cultural barriers to change

Managing cultural barriers to change 

Effective business leadership involves dealing with change. As a species, humans have a certain inbuilt level of resistance to change. People from different cultures tend to regard change in different ways. All cultures have their own beliefs and ideologies, which is also true of company cultures. Although some cultures develop as a result of change the resistance is often greater than the impetus to change. Accepting the status quo can sometimes be a riskier strategy than changing. Managing cultural barriers to change looks at what can be done to address the issues of resistance and initiate cross-cultural buy in to change.

Resistance to change presents itself in many different ways. In business, it can lead to work not progressing, sabotage or even strikes and industrial action. The most effective way to implement any form of change is to first anticipate the likely resistance to it. Once you understand what you’re facing then you can go ahead a formulate a plan to overcome it.

People and businesses find change uncomfortable as they have their own routines, points of reference and attitudes. In this article, we take a brief look at cultural barriers, organizational change and personal development.

Cultural barriers within an organisation 

When people from different cultural backgrounds work together barriers may arise. Approaches to work vary as does the appetite for risk and change. To further complicate matters there may be subcultures within an organization who display similar characteristics.

International organizations are, almost by definition, widely spread geographically. Every office, therefore, can have its own corporate culture, its own way of doing things that aligns with its particular location and the people employed there. If changes to working practices are introduced on a global level it’s highly likely that resistance will be experienced on a national level. The form that resistance takes though will inevitably vary from region to region.

Overcoming cultural barriers 

Overcoming cultural barriers to change is an on-going and sometimes intense process. As a starting point, it is important to identify all concerned parties and their motivations. The objective is to foster a sense of allegiance and consensus by integrating different stakeholders as opposed to alienating them. Some points to consider;

• Communication is essential. It should be clear, honest and regular
• All concerned parties should be equally represented
• Two-way feedback must be sought and encouraged

At a corporate level, cultural barriers can be created as a result of the following;

Power Distance

Lower-ranking individuals typically expect and accept that the power within an organisation is not and will not be divided equally. Companies with a large power distance will often have leaders making decisions without input or consultation from the workforce. Both the management and workers regard each other as unequal but accept this as being the natural distribution of power. In cultures where this attitude is prevalent explanation or justification isn’t required.

In companies with a small power distance management and the workforce are considered equal; partners. The greater workforce feels the right to participate in the decision-making process because these decisions will have an impact on them. In cultures such as these, the struggle is for an even distribution of power and a justification for any deviation.

Cultures with a large power distance often experience a fear of punishment among the workforce. This fear is less apparent in cultures with a small power distance.

Masculine and feminine cultures

Managing cultural barriers to change is often about appreciating different points of view and formulating a way forward that is generally accepted. Another obstacle that can be encountered on the route to compromise is the existence of masculine and feminine cultures.

A masculine culture can broadly be defined as an environment in which social gender roles are clearly defined. Men are expected to be focused on material success and approach this in an assertive, no-nonsense way. Women, on the other hand, are expected to focus more on quality and balance and be modest and sensitive.

A feminine culture is further defined by a blurring of social gender roles, where both men and women conform to the feminine approach of modesty, sensitivity and appreciation of quality.

Avoiding uncertainty

Avoiding uncertainty is mainly concerned with the corporate appetite for uncertainty. It shows the level of comfort a culture and its members feel when faced with new, unexpected, unique and different situations. Cultures that do not deal well with uncertainty attempt to limit the opportunities for such a situation to arise.

Change falls into the category of uncertainty and will therefore always be met with resistance in a risk-averse culture. To overcome this it’s important to remember the approach mentioned earlier, communication, equal representation and two-way feedback.

Plus-points for cultural diversity 

While cultural differences do exist, they don’t always have to regarded as a challenge. Diversity in is something that should be encouraged and embraced.

Workplace diversity fosters a sense of mutual respect and tolerance among employees. Although the perfect environment may be difficult in practice to achieve, employees will recognize and respect the efforts in this regard.

People from different backgrounds bring different skills, experiences and approaches to the table that in turn can lead to new and previously untapped opportunities for a business. Within a business having people speaking a multitude of languages could be seen as a barrier, but equally it can be a bonus, giving access to previously unexplored markets. A diversity of skills and experience also means employees can learn from one another.

Culturally diverse organisations typically enjoy a positive public image. Good PR can lead to improvements in profit, retention and market share. A company that’s known for its support of diversity will attract a wider range of would-be employees. Customers also actively support culturally diverse businesses.

General obstacles to change

Managing cultural barriers to change is important, but it’s not just cultural differences that can put obstacles in the way of change. Resistance to change at a corporate level can manifest itself in the following ways.

Solo resistance

Fear of the unknown is largely responsible for resistance to change. Employees worry that changes at a corporate level will affect their social work environment. This is most commonly seen during change initiatives such as a restructuring or merger.

Communication is the key to overcoming this type of resistance. Employees will need reassurance and the opportunity to voice their concerns before, during and after the implementation phase.

Habits and routines 

We’re creatures of habit and holding on to tried and tested methods or approaches can make the introduction of change a challenge. Habits can be particularly hard to break because in many cases they’re performed subconsciously.

Introducing any form of change can be met with resistance. Add to that cultural reactions to change and something seemingly innocuous on paper can become a daunting task in practice.

Ensuring that your team are ready and able to deal with change can be achieved by investing in high-quality training. When businesses only invest in new methods but not their people, the investment won’t have the desired effect. Why Training offers many programmes that can you support you during a period of corporate or cultural change.