How do you address resistance to change from certain group members during a facilitated discussion?

Offices are always evolving, whether it’s through new technologies, team restructuring, or new processes. However, embracing these changes can be challenging for many people. They might worry about job security, feel uneasy with new technologies, or feel undervalued if they weren’t included in the decision-making process, making them resistant to change and hindering the overall transition

Esto es un muy buen punto nos resistimos al cambio para no perder nuestra seguridad y estado de confort . El miedo aparece en muchas ocasiones como reacción a lo desconocido, a no tener claridad del futuro, la incertidumbre y no sentirnos seguros. Dar esos espacios de confianza puede abril espacios de confianza .

Fear is an emotion that indicates a feeling of danger (real or imagined). It is used to put us in a position to create the conditions for our own safety or that of our teams.Explain the changes to your team, clearly specifying the resources you have available to implement the change. Define successive stages to measure progressive change. Also show everything that doesn't change, and which forms a solid basis for "known" changes.

I have experienced many people resistant to change working in trucking. I would say patience is a virtue here. I have always had a knack of making people understand what I am saying in a way that is not scary to them. Sometimes you have to take the time to make them comfortable enough to meet you in the middle. Change is hard for everyone and at work, where structure and chain of command are deemed necessary, change can seem counter-productive to some. Being patient, hearing and addressing their concerns and ultimately providing them with enough information that they understand the HOW of change is all you can hope for. If a person is unable to be agile in today's workplace, it is never going to be a productive arrangement.

Constellating opinions is a quick way to take a non-verbal snapshot of perspectives. And use this to start the dialogue. I've found it essential to set up for safety and craft neutral questions.

Launching change with your team requires you to build a constructive, ongoing dialogue with them. 1) Vision and Meaning: explain why we need to change and the risks of not changing / the expected benefits of change. Answer all questions and objections, which are normal. 2) Share progress with the team on a regular basis, showing the first benefits. It's also useful to share what's not working and why you need to change some strategies. 3) Celebrate successes, congratulate efforts and share successes.

During a phase of change, it's important to give everyone a voice. Those who are positive and believe in the project, those who hesitate, those who oppose change, those who are passive, etc.... By asking them what they propose, rather than just what they feel, you'll get suggestions, ideas and comments that can be very useful to the success of the project. The worst thing to do would be to try to silence all those who express resistance. That's the best way to provoke even more opposition.

For longer processes, regular retrospectives help to celebrate progress and address things that haven;t worked as well. I found that this helps bring skeptics along the journey by engaging them directly

Someone once told me that resistance is a good thing. You know people care and you've got something tangible to work with. Embrace it, listen to it, assess it, and then respond.

Also, don't be afraid to call for breaks, a pause or invite participants to "think about this" before making decisions. Tensions can rise in a group situation and defensiveness can kick in, creating space and time for tensions to cool and for people to actually consider what's being proposed can be massively beneficial.