Here's how you can assert yourself when met with resistance in an R&D project.

Know your audience. Where is the resistance greatest and what are their concerns. Any R&D initiative will impact the rest of the organization. It's imperative to find your resistors and identify your allies who can assist you in negating resistance. While identification of divisions or departments resisting is critical to uncover the "facts", it's also important to find out "who" is resisting greatly. What information do they need? Is it facts and data, projected sales numbers, manpower impact, budgetary constraints, how it will impact morale, or safety issues? What is the driving force behind their resistance? Communication is key. Tailor the message to the person so they can listen and understand what's in it for them to agree.

Have friendly relations with your colleagues and help each other when needed. When faced with problems, keep your cool and analyze and interpret the events that have happened well so that you have a good understanding of the future and can adapt yourself to it. Take one step at a time and do the tasks for a day and ask yourself how far I have gone. Don't let stress in you and think positively and also consider a good perspective for the future so that you can look at problems from a better perspective and solve them by relying on your skills and expertise.

Example: You propose adopting a new data analytics tool for drug discovery in your pharmaceutical company. Resistance arises from senior scientists who are comfortable with the current system. To understand their concerns, you hold individual meetings to pay attention to their viewpoints. You learn that their main worries are about the learning curve and potential disruptions to ongoing projects. Empathizing with their concerns, you acknowledge the value of their experience and emphasize that the new tool will enhance, not replace, their expertise.

Example: You are advocating for the implementation of a new automated high-throughput screening system to accelerate drug discovery. To build your case, you gather data from peer-reviewed studies showing significant time and cost savings from similar implementations in other pharmaceutical companies. You also present a detailed plan with clear objectives, such as reducing screening time by 50%, and anticipated outcomes, like faster identification of viable drug candidates. You include an outline for training sessions and a phased integration to minimize disruption.

Example: To gain support for a new collaborative platform for managing clinical trial data, you avoid technical jargon and explain its benefits in simple terms. You highlight how the platform will manage data sharing, reduce errors, and improve regulatory compliance. During a presentation to your team, you use straightforward language and visuals to illustrate how the platform works. You ensure everyone understands by summarizing key points and encouraging questions, thus reducing confusion and building consensus.

Example: You are proposing a shift to using predictive models for patient response in drug trials. To overcome resistance, you identify key allies among respected statisticians and clinical researchers who understand the benefits of such programs. You engage these allies to co-present the proposal, showcasing their support and expertise. Their endorsement adds credibility to your project, helping to sway hesitant stakeholders and build a stronger case for adopting the new technology.