Presenting new technology or process designs always comes with challenges, and the first is always the question of whether the design can or cannot work. Firstly, you have to listen to team’s concerns as regards to the new design, could be technical or general concerns. Every team member deserves the right to feel heard and understood. Secondly, as lead designer, you have to present the data and research highlighting the benefits of the new design and how it addresses specific problems. If possible, present a prototype of the design to aid understanding. Lastly, you have to involve the team members in the process. Encourage everyone to contribute to the new design and conduct trainings in order to help the members understand the design.

Any change required time for acceptance. For successful implementation of any changes in the process design the very first thing needs to do is to describe the process to the stack holders and listen out the observations pros and cons Next check all cons points with practical illustration and check if actually the new process sustain If yes, then prepare for each cons points with justifiable technical solutions or algorithms Demonstrate the process with practical illustration with all stack holders to gain their faith on it Implement changes in the daily progress

New process design is always a challenging show however we can win the show with the PDCA cycle. Check and Act phase will help us to streamline the process and also help saving from failing big. New process adaptation is supposed to be designed with the intention of keeping Customer first, Patient Safety, Zero defects at first instance.

A única forma de conseguir apoio de um time acomodado é fazer com que entendam os benefícios dos novos processos. Em certa oportunidade participei de um projeto onde o patrocinador comentou que a proposta do novo processo deveria ser de determinada forma, sem que houvesse consulta aos times. O desafio era: como desenhar esse processo, mantendo a transparência com o time, para um modelo que já estava na mesa? Precisamos reunir dados quantitativos, mensurando tempo, custos, satisfação do cliente, para mostrar que a mudança para aquele modelo era realmente necessária. Surgiram algumas sugestões complementares... Mas a espinha dorsal do novo processo já havia sido proposta. E, com todos os benefícios comprovados, não foi difícil implementar.

When the team doubts a new process design, the key isn't pushing harder, it's pulling them in. Start by showing them the "why" behind the change. Get specific: how does this new process solve their pain points or make their day easier? Then, involve them in tweaking it. If they feel ownership, the skepticism fades. Finally, quick wins are gold. Implement small parts first and let them see results. It's hard to argue with success, especially when they played a role in it.