I will have a 1-1 conversation with the team member to understand their objections and challenges. They might be concerned about the complexity, current work disruption, or simply unfamiliarity with the software. And I’d facilitate a knowledge transfer session, providing hands-on training and pair them with someone who has already embraced the tool, helping them ease into the change. Still if the resistance persists and negatively impacts the team’s performance, it may be necessary for me to involve higher management to resolve the issue while maintaining professional and supportive communication.

Have an intense conversation with the person and understand why. Very often these persons are right and just have the balls to say “NO” instead of saying yes to everything that comes from above. Btw, software is very rarely the solution anyway. Be careful with quick decisions. Sorry that I am not answering in the possibly desired direction.

In my opinion understanding the nature of resistance is important. If the new software is not meeting the core requirement or the technical advancement required for operations, the resistance is justified. If the issue is about unfamiliarity or lack of acceptance, then UAT can be offered.

The first step to navigate this challenge is to have a one-on-one discussion with concerned person, understand the perspective and the reasons behind the resistance. While sometimes the resistance points can provide a different outlook, issue analysis opportunity, it can also be that the person may need deeper understanding of the software. At the end of the day, there should be the common goal of achieving the desired outcome in an efficient manner. Keeping that in mind, discussions, analysis and understanding the automotive software and perspectives would be able to pave the way for navigating through a challenge.

To navigate resistance from a team member on new automotive software, I would first listen to their concerns to understand the root of the issue. Acknowledging their perspective helps build trust and opens up a dialogue. I would then highlight the benefits of the software, showing how it enhances efficiency or performance for the team. Offering training or support might ease their transition and reduce reluctance. Lastly, I’d encourage feedback throughout the implementation process to ensure the team member feels involved and heard, fostering a collaborative environment.