Common Implementation Challenges

Implementation strategies are the actions taken to enhance adoption, implementation, and sustainability of evidence based interventions. This distinction between “what” and “how” is useful for distinguishing implementation strategies from evidence based interventions.

It helps to identify how, when, and by whom implementation will be assessed. Monitoring of implementation keeps everyone involved aware of any possible barriers—as well as any intended and unintended impacts of the work. After implementation, resources and other supports from stakeholders may decrease.

• Deeply rooted traditions and cultures around food.
• Lack of trust for medical professionals and outsiders.
• Social beliefs around certain behaviors.

• Conflicts. Change can evoke emotions like uncertainty and fear, leaving staff to take their frustrations out on each other.
• Planning. Change will fall by the wayside without correct planning.
• Setbacks.
• Lack of Communication.
• Resistance.
• Failed Embrace.

What are the Barriers to Change Management?

1. Lack of Employee Involvement. This is perhaps the most common barrier to change management.
2. Lack of Effective Communication Strategy. Some organizations have no effective communication strategy.
3. A Bad Culture Shift Planning.
4. Unknown Current State.
5. Organization Complexity.

Why Is Implementing Change So Hard? Achieving change in an organization requires a relentless commitment to include people and their thoughts in the process. Most change efforts fail because of a lack of understanding of the dynamics of organizational change. Major change requires continual buy-in from the workforce.

What is Effective Organizational Change Management?

1. Clearly define the change and align it to business goals.
2. Determine impacts and those affected.
3. Develop a communication strategy.
4. Provide effective training.
5. Implement a support structure.
6. Measure the change process.

Types of Directed Change Within directed change there are three different types of change management: developmental, transitional, and transformational. It is important to recognise this as the different kinds of change require different strategies and plans to gain engagement, reduce resistance, and ease acceptance.

Which of the following is not recommended for change implementation? A)Perform impact analysis and highlight any risks in Change Advisory Board (CAB) meeting. B)Perform multi-taking while executing Change implementation steps. C)Follow Make-Checker practice while executing the Change implementation steps.

The effective change leader must be able to communicate a compelling business case for change and a clear call to action throughout the organization: up, down and across. The change effort should be in alignment with the organization’s vision, values and strategic plan.

Effective strategy acceleration requires commitment and close collaboration….There are three crucial factors in executing strategy acceleration.

1. Define the plan. Make it clear how the strategy is important to management.
2. Keep everyone informed. This is obvious but often misunderstood.
3. Measure and manage results.

Ask your employees, suppliers and partners for their input. Find out what they hear firsthand from customers and competitors. Adjust your business strategies to exploit opportunities. For example, change your hours of operation or pricing model if those actions can help you remain competitive.

Option B is the correct answer. Multi-taking will only make the change implementation process more complicated.

Explanation: When an uncommunicated change is discovered in your tool, the first step that you can take is to understand the change. As a team member, the step towards uncommunicated change in the tools is to understand the changes in detail. Another step is to update SOPs (Standard Operating Procedure) and scripts.

Which of the following is not recommended for change implementation 1. composition of scrum team can change for each sprint depending on the value log opportunities selected for that sprint. 2. BAU remains the top priority and the team works on value log opportunities without impacting BAU.