Here's how you can tackle resistance to adopting new technology in Creative Strategy.

By addressing underlying fears: be easy for them to understand, offer practical training, ensure there is assurance, and highlight role models. To reduce employees’ concerns, engage them in communication as early as possible in the process of change.

First and foremost understand where the resistance is coming from and how the new technology will solve the problem. Communicate all the benefits clearly and try to add how it will solve past problems and lastly address technical and practical concerns and explain how it will work gradually, so that people aren't overwhelmed with the change.

Clearly articulate how the new technology will enhance workflows, improve efficiency, and elevate creative output. Highlight specific examples and potential positive outcomes to illustrate its value.

People are more happy to do things that they believe is their decision. A great example for that is in the TED talk by Ricardo Semler. In his talk, “How to run a company with (almost) no rules” he talks about a school of children that were given the opportunity to create their own rule system, and how inevitably the rules were almost identical to the rules that already existed. The difference being that the children abided by them, more than when the decisions/rules were made for them. Involve your team in the decision-making have them try out different tools and meet together to discuss the pros and cons. In the end, no matter how badly you want them to use the tool if they don’t feel comfortable or buy in they just won’t use them.

Change inevitably creates ambiguity for many. Those who are not comfortable with it offer resistance in response to it. Charting the expanse between current and future state is a smart way to prepare yourself to help others understand what's going on. Open, honest, direct communication always helps — as does listening to understand. Be prepared to explain how the change is realigning the team, process, or whatever it is to the organization's purpose. Explain how the change will help individuals complete their goals. In the end, you will find that many will set their fears aside when they see the benefits in store for them, their team, and the consumer.

Offer comprehensive training sessions and ongoing support to help team members feel comfortable and confident with the new technology. Accessible resources and a dedicated support team can ease the transition.

Create a playbook that helps you empower others with information about the innovation. Answer the following concisely: 1. How is the innovation better than what we were (or were not) doing before? 2. How is the innovation compatible with individual, team, and organizational goals? How is it compatible with customer needs and expectations? 3. How complex is the innovation in terms of implementation, training, utilization, and so on? 4. How can employees try the system before and during its implementation? Are you planning to roll out the innovation in one area and scale it when you can prove its success? 5. How will employees be able to see that the innovation works — and works successfully?

Involve the Team Early: Engage your team in the decision-making process from the beginning. Gather their input, address their concerns, and incorporate their feedback to foster a sense of ownership and collaboration.

Share case studies and examples of successful technology adoption within the industry. Demonstrating how peers and competitors have benefited can help build trust and reduce skepticism.

Openly discuss any fears or misconceptions about the new technology. Provide factual information and reassurance to alleviate concerns and build a positive narrative around the change.

Be aware that the number of changes, the size or scope of the changes, and the pace of the changes all impact people differently. Rarely can anyone deal with several, huge, fast-moving changes successfully on their own. Some are completely uncomfortable with one, small, slow change. This is ultimately why change management is an art and a science.