Your team is resistant to process design changes. How can you get them on board effectively?

I often found that resistance to changes in a process is caused by uncertainty or just purely disagreeing with the proposed or implemented change based on technical merits. However, in a case of uncertainty, fear is at play as a result of people fearing to loose things that they value and are used to on the old process. As such, having a comprehensive stakeholders’ requirements is important. Thus, having an inclusive and dynamic approach when negotiate stakeholders’ requirements early in the process of administering the change will ensure that we get a chance to negotiate requirement and develop sense of ownership with the stakeholders.

We often fear what we don't know, and this phrase applies perfectly to the resistance in process changes. A good way to mitigate this, is by communicating well the change that will happen, and bringing to light the benefits of the change. Also changes shouldn't happen too abruptly and shouldn't happen too often; It's important to give the team time to adjust to the new way of working, and implement smaller changes until you reach the desired goal, instead of one huge abrupt change.

A lot of people they like to remain within their comfort zone as it matches a routine base life.introducing a change will immediately trigger a resistive reaction as it will penetrate their comfort zone however, through proper introduction through tolerant Managers and a phased based implementation approach ( depending on the change size of course) the resistance shall reduce.

Quando começamos a fazer levantamento de um processo e não explicamos claramente ao executante ou gestor os objetivos do trabalho, é normal haver medo e resistência inclusive no fornecimento de informações. A tendência natural da pessoa é se sentir ameaçada. Explicar claramente que o objetivo é melhorar o processo para facilitar a rotina da pessoa. Empoderar pessoas responsáveis pelo processo no levantamento, análise e sugestão de melhorias quebra barreiras e faz o trabalho fluir mais facilmente.

Lidar com a resistência a mudanças no design de processos é um desafio comum, mas pode ser superado com uma abordagem estratégica e comunicativa. Para reduzir uma eventual resistência, experimente algumas dessas abordagens que podem ajudar a equipe a embarcar de forma eficaz: Envolvimento da Equipe; Treinamento e Suporte; Mostrar Resultados Rápidos; Liderança de Exemplo; Gerenciamento de Mudança; Reconhecer e Recompensar; Feedback Contínuo; Foco na Cultura Organizacional e Gerenciamento de Expectativas. Implementar essas estratégias pode ajudar a criar um ambiente mais receptivo a mudanças e garantir uma transição mais suave e eficaz no design do processo.

Each team member needs to understand exactly what benefits the change brings - to them, their teams, and the organization. Remember, benefits to the organization alone may be perceived as extractive while changes that appear to benefit employees unilaterally may be perceived as insincere. This underscores the importance of communicating benefits clearly.

Para superar a resistência da equipe às mudanças, explique claramente os motivos e benefícios das mudanças, ouça suas preocupações e ofereça suporte contínuo. Ao fazer isso, você ajuda a construir confiança e compreensão, tornando mais fácil para todos aceitarem e se adaptarem às novas formas de trabalho.

Embracing process changes is essential for growth and improvement. By sharing the benefits of these changes with the team, we can highlight how they will streamline workflows, enhance productivity, and improve overall outcomes. Openly communicating these advantages fosters collaboration and engagement, making it easier for everyone to work together towards successful implementation. Let's involve everyone in discussions, address any concerns, and support each other through the transition to achieve our goals.

Envolver os formadores de opinião do time é crucial para que a equipe compre o projeto. Esses devem também escrever o novo design e participar da implementação.

O aprendizado que tenho no trabalho de gestão de processos é ter uma abordagem multidisciplinar, envolvendo todos os stakeholders no momento de levantamento dos processos. Envolver responsáveis diretos, clientes e fornecedores internos é o segredo para ter o entendimento completo de todas as variáveis que podem impactar no processo, possibilitando uma análise mais assertiva.

É preciso muito cuidado Nesta etapa para que todos os envolvidos no processo se sintam parte da melhoria auxiliando no mapeamento das atividades para que as melhorias no fluxo sejam implementadas da forma mais coerente possível com auxílio de toda equipe e o resultado seja positivo.

O treinamento é essencial para ajudar sua equipe a se adaptar às mudanças no design do processo. Ele permite que todos compreendam os benefícios dessas mudanças, diminui as incertezas e fortalece a confiança dos colaboradores. Ao envolver a equipe desde o começo, explicando as razões para as mudanças e oferecendo suporte contínuo, você pode conquistar a adesão deles de maneira eficaz, tornando a transição mais tranquila e melhorando a eficiência do trabalho.

Be intentional about training team members ONLY what THEY NEED to know. Especially if you're stuck with a complex software system, teach the process points from their perspective. And be available to guide them after training when they're ready to start manning their role in the process on their own. This builds trust between you & your team, it makes you valuable as a source of knowledge and an anchor in stormy seas -- they'll always come back to you for insight or reassurance.

¡El conocimiento es poder! Si se invierte en entrenamiento al equipo de trabajo las probabilidades de adaptación a los nuevos procesos serán más altas y se logrará un alto impacto en el objetivo esperado.

Q: Remember that thing about too many cooks in the kitchen? A: Yes, chef! Pick that small group of testers carefully & consciously: * Consider their role in the organization. How might they advocate for the process & you with the rest of the company? * How do they deliver feedback on a regular day? Is it specific & helpful, or vague? Is it kind rather than condescending? * Are they a good listener? Can they focus on what you present without diverting attention from the agenda? * Are they generally averse to change? Or can they be open-minded to change that leads to benefits beyond their individual bubble?

When implementing process changes, following the Kaizen method is highly effective. This approach focuses on making small, incremental changes and evaluating their results. By doing so, we can ensure that each adjustment is beneficial before fully integrating it into our processes. Conducting regular retrospectives allows us to reflect on these changes, learn from the outcomes, and continuously improve. This method helps minimize disruption, fosters continuous improvement, and ensures positive, sustainable change.

Also it's crucial to approach this challenge strategically. Think of your team as a rowing crew – everyone needs to be in sync for the boat to move forward efficiently. 𝟭. 𝗨𝘀𝗲 𝗱𝗮𝘁𝗮 𝘁𝗼 𝗱𝗿𝗶𝘃𝗲 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻𝘀: Present concrete evidence of how the changes will improve efficiency and outcomes. Numbers can be powerful motivators, turning skeptics into believers.⁣ ⁣ 𝟮. 𝗟𝗲𝗮𝗱 𝗯𝘆 𝗲𝘅𝗮𝗺𝗽𝗹𝗲: Demonstrate your commitment to the changes by actively participating in the new processes. Your enthusiasm can be contagious, inspiring the team to follow suit.⁣ ⁣ 𝟯. 𝗖𝗿𝗲𝗮𝘁𝗲 𝗮 𝗹𝗲𝗮𝗿𝗻𝗶𝗻𝗴 𝗰𝘂𝗹𝘁𝘂𝗿𝗲: Encourage open feedback and continuous improvement. ⁣ Remember, change management is an ongoing process. ⁣