Ihre Kollegen sind resistent gegen Veränderungen in einem neuen Prozess. Wie können Sie sie davon überzeugen, die Vorteile zu erkennen?

When your team is facing periods of significant change and growth, you can benefit from the expertise of outside mentors who can provide additional perspective. Don't be afraid to invite in trusted advisors who can help provide new ideas on your process, share guidance for benefits and challenges your team is facing, and help you see gaps you may have missed. By choosing a respected mentor to help your team, they can be a voice for greater understanding and unity on the benefits of the change.

With the changing world we have to be flexible enough to accept the changes in the work process, otherwise it will be very difficult to sustain. a) We need to identify the benefits on the changing work process like time saving, professional growth and opportunities, enough work life balance etc. At the same time we need to address the concerns if any rises with right mindset. b) On any change in process adequate training is required to get accustomed to the new process. So we need to make sure we have proper training modules and sessions so that people are confident enough to accept the new process. c) To accept the new process first the leader needs to set example to accept the process so that others can follow.

To address your colleagues' concerns efficiently, you need to understand what remains unsaid - the real, not publicly announced reasons for their resistance. The only way to do it is conversation. When you believe that you sufficiently explored it, look at the problem from your colleagues' real point of view and design the way to address this real concern. When ready, suggest your solution, focusing on the benefits for them, listen to feedback, adjust your position, and continue persuading them until succeeding. It never fails unless no zone of potential agreement really exists. But this is also a piece of important knowledge - if this is the case, you do not need to waste more time and you should switch to an alternative solution.

When I introduce a new process change, I present it as an experiment. I encourage the team not to overthink it and assure them that we will reconvene soon to gather feedback. This allows us to either refine the new process or revert to the old one. By framing changes this way, people are more open to new ideas and feel empowered to influence adjustments to better meet their needs.

Persuading colleagues resistant to change requires a strategic approach: Understand Concerns: Listen to their objections to identify specific worries and address them directly. Communicate Benefits: Clearly explain how the new process improves efficiency, reduces workload, or enhances outcomes. Involve Them: Engage colleagues in the change process to give them a sense of ownership and control. Provide Training: Offer comprehensive training sessions to ease d transition & build confidence in d new process. Show Evidence: Share success stories or data from other teams or companies tat hav benefited frm similar changes. Be Patient and Supportive: Acknowledge their feelings, provide continuous support, & celebrate small wins to build momentum.

Love what has been said already and I would add that you talk through a plan to continue to address concerns and keep the lines of communication open throughout the implementation of any new processes. This helps them to understand that there is not just one chance to express their doubts and fears. Let them know when these check ins will be along with how their performances will be evaluated ultimately and what it might look like should they need extra assistance.

Acknowledge your colleagues' concerns and resistance to change. Take the time to listen to their specific worries and provide thoughtful responses. For example, if they are concerned about the learning curve, reassure them by detailing the support and training that will be available. Share a personal experience where you initially had doubts about a new process but found it beneficial once you understood it better. This can make your colleagues feel heard and valued, easing their apprehensions.

Resistance to change is often an opportunity to provide an education piece. Getting to the root cause of resistance will allow you the opportunity to address these concerns, see whether they have something to do with misinformation or lack of knowledge around the new process and how it'll be beneficial.

Offer comprehensive training sessions to ensure everyone is comfortable with the new process. Break down the training into manageable parts and use various formats, such as workshops, online tutorials, and hands-on practice. Share a personal experience where proper training made a significant difference in adapting to a new system. By being the first to participate and even lead some training sessions, you demonstrate your commitment and help build confidence among your colleagues.

Break down training and be willing to offer additional/ongoing support. Simply asking your colleague where their concerns are coming from can help you direct your training efforts.

Show your commitment to the new process by adopting it wholeheartedly and demonstrating its advantages in your daily work. Share a personal experience where leading by example helped influence others. For instance, if the new process involves using a new project management tool, use it for your projects and openly share how it has helped you manage tasks more effectively. Your positive attitude and visible success can inspire others to follow suit.

Leading by example will allow you to then speak from experience, you're able to bring forward your own real life case studies.

Provide ongoing support as your colleagues transition to the new process. Be available to answer questions, troubleshoot issues, and offer encouragement. Share a personal experience where offering support to a team member made a significant impact. For example, you could mention how you helped a colleague navigate a new system, leading to increased productivity and reduced frustration. Your willingness to assist can foster a supportive environment that encourages others to embrace the change.

Sometimes you have to let people feel a bit of the pain before making changes. You cannot convice people to solve a problem that they don't agree they have even if you know it's the right thing.

Before persuasion stage, Accept that team is a complex system with diversity which is crucial for creative solution. As a complexity thinker, Do the ground work like: 1. what is my goal for this new process? 2. What is the system benefit? 3. How do we iteratively implement the change? 4. How do I measure result? 5. How do I accelerate the result? Now Create an environment for safe to discuss, ego awareness in the system, learn motivation factors of the system, bring co-creation mindset and open to adapt. Get some micro yes asking the question that is aligned with their opinion first and gradually get yes for the proposal. Make it desirable, urgent, achievable & sustainable. Still not persuadable, give sometime and bring it again to discuss.

Help your team find their voice in the change; find ownership in some way. When I’ve led change, I’ve had the best team buy-in when my team-members found something within the change that resonated with them.

Demonstrating problems through concrete examples can significantly enhance understanding and adoption of solutions. By clearly visualizing the issue, it becomes easier for others to grasp the context and see the benefits of the proposed solution.

Consider the timing and pace of the change. Ensure that the implementation of the new process does not overwhelm your colleagues. Gradual changes can be less intimidating and more manageable. Additionally, gather feedback regularly and be open to making adjustments based on your colleagues' input. This collaborative approach can enhance buy-in and make the transition smoother. Finally, celebrate small victories along the way to maintain morale and highlight the positive impact of the new process.