How do you motivate and engage reluctant or resistant collaborators?

- ?? Understand the reasons for reluctance or resistance, such as lack of trust, fear of conflict, or different goals. - ?? Empathize with their perspective by asking open-ended questions to uncover their concerns and needs. - ?? Acknowledge their strengths and contributions, expressing appreciation for their involvement. - ?? Foster open communication to address issues and build trust within the team. - ??? Provide support and resources to boost confidence and facilitate effective collaboration.

Identifying the source is critical. I have very met very few people who are trying to be difficult just for fun! Bear in mind that sometimes the reason for resistance may not be clear to them either and that, when they are clear, there will frequently have to be a strong degree of trust between both parties for them to tell you. Sadly, lack of trust is frequently both a consequence of, and a contributor to, these types of situations - leading to a spiral it can be difficult to get out of

I would like to add, for leaders and talent, try to develop an open forum where team members feel heard, understood, and included. Too often people are reluctant because they feel they are not heard or ignored because it’s just a “small problem” and it may create an environment where team members become disenfranchised and not part of the organization. Team members high and low are part of the solution, reinforce and empower those members that their contributions are crucial to success of the everyone, and that all team members make the organization.

When you understand the personality and communicate with these individuals mentioning "what is in it for them" drives a lot of engagement. Plus if you do make sure the planned action involves their contribution, especially in the way they see it, changes the entire scenario. You will have more acceptance from these people then.

I always seek out fear. Most people are not innately difficult. Rather, they want there to be a benefit and avoidance of any sort of pain when they agree to what is being proposed. Look at their perspective and see what you can do to provide value and lower risk. They will thank you for asking for their expertise.

Mostrando seu verdadeiro interesse nos pontos das pessoas que n?o est?o de acordo. Monte uma apresenta??o, com fatos, riscos, benefícios, de todo o projeto e dos pontos negativos que as pessoas levantaram. Trazer pertencimento aos envolvidos faz com que até mesmo os resistentes tenham dados e fatos para se comprometerem com o projeto.

This is great. It's also helpful to be sure that everyone feels comfortable speaking up. In meetings, switching the order of speakers can help so those most likely to talk first and most wait and the people who tend to hold back go first.

A terceira etapa desse processo, é trazer valor a cada um que está participando do projeto. Chamando todos para uma conversa madura e franca, dando feedbacks sinceros sobre o porque a pessoa está no projeto e o que espera dela como profissional e membro da equipe.

It would be best to communicate the "Change Story" or the reason for the change combined with an assessment of the current state and precisely what you need from them with people not engaged in a change or collaboration. Further, you can praise them for what they do well and connect their strengths to the success of the change. Two other methods work well: "Break Bread" or sharing food with them, a communal lunch, or bringing in some food to share. There is evidence that sharing food increases collaboration. The second method is to ask them when they think would be an excellent time to start collaborating and working together. Giving people the power to pick the start date will increase engagement in the end goal.

Every collaboration will face its set of challenges. We can navigate these challenges by proactively addressing potential pitfalls and creating a safe space for open dialogue. It's about turning obstacles into opportunities for growth. Call out the elephant in the room!

I like that this article mentioned establishing "ground rules, norms, and expectations for collaboration." We can't avoid conflict completely, but we can manage it effectively. When the collective agrees on not just the scope of work, but also on HOW they will work together, it becomes easier to hold each other accountable and to use those established guidelines as their 'True North' when conflict arises and things seem to be derailing.

At a high level, you’ve got two choices: the carrot or the stick. Ideally, you can rely on the former and only resort to the latter if it’s essential.

Mapeando os desafios, construindo KPIs claros para manter o processo de forma organica. Definindo metas, prazos, recrutando dentro da equipe cada perfil para as tarefas e olhando minuciosamente se est?o compatível com as tarefas e os desafios que vir?o. Seja paciente e empático, demostre respeito até mesmo com os erros.

Being in touch with YOUR "why" is so important. Bring your own energy and passion to the table, so that you are genuine in your appreciation, empathy, and need for collaboration. People can see through it when you are collaborating for the sake of it vs truly seeking their contribution.

I wonder if this is really the first step since it's ongoing and starts from the first time people meet? Creating connections with teams — not just about work but about who each person is — helps people show up authentically and contribute at their highest levels.

Understanding that people react differently to change is a major factor when trying to collaborate on projects in the workplace. I always find it useful to explain the situation as to why a change is needed and how the change will benefit the person that I am engaging with. Doing this will usually make the individual(s) feel more inclined to participate. If the reason for the change is unclear or my coworkers have a strong opposition, I take that as constructive feedback to potentially reassess the project.

Continuous improvement is the hallmark of successful teams. Post-collaboration reflections offer invaluable insights. By embracing feedback and recognizing the collective achievements, we set the stage for even more impactful collaborations in the future.

The Stop, Start & Continue exercise may be used to provide a format to address internal team collaboration challenges. This exercise encourages a mutually agreed upon path forward which defines what each team member should stop doing what isn't working well, start doing what will improve results and continue doing what is working well.

Most people who are tasked with a goal/objective would like to to see it through to its logical, successful conclusion. That can safely be assumed as the standard. It is therefore critical to understand the complexity of resistance when it is being exhibited by collaborators. Is there a misalignment of goals? Is there is a misalignment of representation/authority? Is there a misalignment of confidence in the team/timelines/expected outcomes? The above needs to be approached with an empathetic style of inquiry - once established, the misalignment needs to be addressed to reaffirm the faith, trust and confidence in the project, its purpose and the co-collaborators themselves.

Flexibility and Adaptability: Recognize and accommodate individual preferences and working styles, when feasible. Flexibility in scheduling, task assignments, and work arrangements can help alleviate resistance and increase engagement.

When I was younger I used to believe in the singular hero's path because of all the tech startups that flooded the media and I genuinely believed I was 'the one'. Then I realised I only had so many hours, read so many books and have little experience. It was imperative to collaborate to get more in terms of productivity and solutions that worked. This was when I started attempting to work with people but soon realized I only chose people who looked like me or shared my values. You can imagine how quickly this became a problem when I had to work with people in different careers and economic backgrounds. I was constantly feeling too small or trying to look down my nose. Vanity is a big hinderance to collaboration :D.