Você está tentando implementar um novo sistema, mas as partes interessadas são resistentes. Como você pode colocá-los a bordo?

I would start by thoroughly understanding the needs, concerns, and motivations of the stakeholders. By actively listening to their perspectives and engaging in open dialogue, I can gain valuable insights into their priorities and tailor my approach accordingly.

I communicate the benefits and advantages of the new system clearly and convincingly, highlighting how it will meet stakeholders' needs and objectives. Additionally, I involve stakeholders in the process from the beginning, seeking feedback and incorporating their suggestions whenever possible. Demonstrating transparency, providing adequate training, and ensuring ongoing support during the transition are also essential to build trust and acceptance. I maintain open and honest communication throughout the process, ensuring stakeholders feel heard and valued every step of the way. This collaborative and stakeholder-centered approach is crucial for overcoming resistance and ensuring the successful implementation of the new system

It’s essential you can clearly articulate your stakeholder's needs and concerns. Half of the battle is making other people feel understood. After addressing concerns, it’s worth reviewing the system's benefits again. Finally it’s good to allow people to have time to consider the costs and benefits. Sometimes people just need some extra time process a big change.

We need to consider their perspective, as it can be an outstanding idea that can lead to a very cool product, but the resources it needs doesn't do justice with the output it produces. You need to first devise a plan to cater their concerns, and then pitch it to them that that is how we are going to make it work.

Approach the situation strategically and diplomatically. Start by actively listening to the stakeholders' concerns and objections. Understand why they are resistant to the new system. Are they worried about potential disruptions, costs, or changes to their workflow? Understanding their perspective is key to addressing their concerns effectively. Second, clearly articulate the benefits of the new system. Highlight how it will address existing pain points, improve efficiency, and contribute to the organization's goals. Use concrete examples and data whenever possible to demonstrate the potential positive impact.

Define and communicate the benefits in language and channels that are meaningful to your stakeholders. Stakeholder resistance sometimes can be to change in general, but most often there are particular risks or values that cause resistance. Having a solid understanding of the priorities and needs of the stakeholders and communicating how the effort meets their needs is the best way to garner support.

I would clearly communicate the benefits and advantages of the new system to the stakeholders. This might include improved efficiency, enhanced data quality, cost savings, or better decision-making capabilities. By highlighting how the new system addresses their pain points and contributes to their goals, I can demonstrate its value.

I have found it helpful to explain the benefits in business terms not just technical terms. If you just cover reduced errors, downtime and maintenance costs you are missing out. You should also cover expected ROI and specific initiatives the new system will support.

It's important to acknowledge and address any potential risks or challenges associated with the implementation of the new system. I would proactively identify and mitigate risks, such as data security concerns, system downtime, or disruptions to existing workflows, to alleviate the stakeholders' apprehensions and build trust.

I have found it helpful to address these three things: 1) Fears - What are the risks? 2) Uncertainties - What are the unknowns? 3) Doubts - What is unsure? Thinking through these three items can help you get through addressing the risks. You should then address each risk in a straightforward honest way.

Communicate openly and transparently with stakeholders about the identified risks and the strategies in place to mitigate them. Reassure stakeholders that their concerns are being taken seriously and that proactive measures are being implemented to address potential challenges.

Whenever feasible, I would create a prototype or proof of concept of the new system to provide stakeholders with a tangible demonstration of its functionality and benefits. Seeing a prototype in action can help stakeholders visualize the potential impact of the new system and alleviate concerns about its feasibility and effectiveness.

Organize workshops or focus groups where stakeholders from different departments or levels of the organization can come together to discuss their needs, preferences, and concerns regarding the new system. Facilitate discussions and brainstorming sessions to gather valuable insights and feedback.

I have found prototypes and demos both help with stakeholder adoption. Addressing concerns and even allowing the stakeholders to use the system during this phase can be very helpful. Also, be flexible and adapt your plan to your stakeholder's needs when possible. Sometimes, a minor tweak to your prototype can make a massive difference to a stakeholder!

Use prototype to clearly articulate the benefits and value proposition of the new system during the demonstration. Show stakeholders how the system can help them achieve their goals, streamline processes, save time or resources, and drive positive outcomes for the organization.

I would maintain open lines of communication with the stakeholders throughout the implementation process and beyond. By providing regular updates on the progress of the project, addressing any concerns or questions promptly, and soliciting feedback at key milestones, I can demonstrate my commitment to their satisfaction and build credibility as a trusted partner.

Provide the relevant materials to the stockholders. This could include detailed specifications, user manuals, FAQs, or any other resources that can help them better understand the new system.

Resistance is a natural tendency of people whenever there are changes. And I can't blame the stakeholders to resist specially if it involves cost. With that, I would lay out the following: 1. Proof of concept. We all know the expression To See Is To Believe. People need to see it first before they agree. 2. Cost-Benefit Analysis. What would be the underlying cost and benefits if proceed and NOT proceed with the change. 3. Risks and backup plan. I will create a plan a Plan B if ever everything don't work out and we are able to revert everything back.