You're facing pushback on process design changes. How can you sway resistant stakeholders?

Na minha experiência é importante envolver as partes interessadas desde o princípio do projeto de transforma??o, dividindo o planejamento de mudan?a com elas, dentro das fronteiras possíveis. Antes do envolvimento, recomendo estudar as partes identificadas como interessadas com cuidado. Quest?es como posi??o na estrutura organizacional, principais interfaces, fluxos e saídas sob sua responsabilidade, impacto dessas saídas para o negócio, etc, n?o devem ser negligenciadas e v?o situar o agente da mudan?a no recorte e abordagem nos diálogos iniciais. Aqui a ideia é evitar resistências desnecessárias ajustando o tom e a estratégia do discurso.

All aspects are important. Understanding the concerns of the stakeholders is essential. You also need to understand the reason for the change and the motive(s) of the stakeholders to either accept or reject the change as they may not be aligned. Best just to clearly explain the pros and cons of the change and listen to the stakeholders concerns and try to get alignment.

1 - Ou?a e entenda: comece ouvindo as preocupa??es e obje??es das partes interessadas. 2 - Comunique os benefícios (aumento e eficiência, redu??o de custos, etc.). 3- Envolva as partes interessadas. 4 - Apresente exemplos (dados) 5 - Crie um plano. 6 - Seja transparente. 7 - Celebre vitórias (mesmo que pequenas).

Listen intently to the objections they raise. Get to the bottom of what is causing their resistance. Talk to them one-on-one to get a better understanding of what makes them tick. Try to figure out what this change will mean for them and the people in their departments. Be sure to acknowledge their experience and the reason for your concern. If you can demonstrate to them that you understand them and their perspective, you might just be able to address the objections they've raised and get them to trust you.

This usually happens because stakeholders are not involved from the very beginning. When they see a process change out of the blue and are asked for concurrence, it puts them on their heals. Stakeholders must have a thorough understanding of exactly WHY the change is needed and what is driving it. They might have processes themselves that are dependent on the previous process and change might cause compliance issues. I rarely have issues like this when involving all stakeholders in changes from the beginning.

We should be ready to demonstrate value and benefits to quantify impacts by using data and metrics to show the tangible benefits of the new process, such as increased efficiency, reduced costs, or improved quality.

To influence stakeholders, convey the advantages in an easy-to-understand manner. Emphasize boosts to efficiency and savings in costs. Make it clear that the proposal aligns with the organization's goals and that it remedies existing sore spots. Quantify if you can; for example, say you'll improve something that already works and is important to the stakeholders by 25 percent. Talk up that advantage in visuals if you must; a well-placed pie chart can speak volumes. You cannot win if stakeholders do not share your vision of the advantages.

After understanding the concerns, it is essential to clearly communicate the benefits of the proposed changes. Present concrete, tangible advantages such as increased efficiency, cost savings, or improved working conditions. Use visual aids like charts or infographics to illustrate the benefits clearly. Highlight successful examples or pilot projects that have yielded positive results. By emphasizing the benefits for individuals and the entire organization, you create incentives and reduce resistance. This helps stakeholders recognize the value of the change and gain their support.

En mi experiencia liderando iniciativas de mejora de procesos, he comprobado que la clave para vencer la resistencia radica en comunicar los beneficios de manera clara y personalizada. Es esencial que las partes interesadas comprendan cómo los cambios propuestos mejorarán la eficiencia, reducirán costos o aumentarán la calidad. Para lograr esto, adapto mi mensaje según los intereses y prioridades de cada grupo. Por ejemplo, al hablar con un equipo operativo, puedo enfocarme en cómo el nuevo dise?o de proceso reducirá retrabajos y mejorará los tiempos de entrega.

Um Widerst?nde gegen ?nderungen im Prozessdesign zu überwinden, ist eine klare Kommunikation der Vorteile entscheidend. Erkl?ren Sie, wie die neuen Prozesse die Effizienz steigern, Kosten senken oder die Qualit?t verbessern k?nnen oder den Alltag erleichtern. Nutzen Sie konkrete Beispiele und Erfolgsgeschichten, um die m?glichen Ergebnisse zu veranschaulichen. Passen Sie Ihre Botschaft an die Interessen und Priorit?ten der Stakeholder an. Indem Sie deutlich machen, wie Prozessverbesserungen zu greifbaren Vorteilen führen, schaffen Sie ein überzeugendes Argument für notwendige Ver?nderungen.

Engage stakeholders in the design dialogues from the outset. Solicit their suggestions about what sorts of solutions might work. Allocate responsibilities in the change effort. Form cross-functional teams to carry out the implementation. Let stakeholders try out the changes. Take what they say into account when finalizing the designs. When you make all of this happen, you ensure that the target population feels part of the work and takes ownership of the result.

Para reducir la resistencia en el redise?o de procesos, he comprobado que involucrar a las partes interesadas desde el principio es una estrategia sumamente efectiva. En proyectos anteriores, he invitado a los equipos a participar en la fase de dise?o, pidiéndoles que aporten ideas y comentarios. Este enfoque inclusivo no solo enriquece el proceso al incorporar diversas perspectivas, sino que también genera un sentido de propiedad.

To influence resistant stakeholders, they should be actively involved in the change process. Engage them in decision-making processes and working groups to incorporate their opinions and ideas. Create opportunities for regular feedback sessions where their concerns and suggestions can be heard. This fosters a sense of shared responsibility and increases acceptance of the changes. Additionally, involving stakeholders can provide valuable insights and solutions that enhance the process. A transparent and participatory approach strengthens trust and the willingness to collaborate.

Um die Unterstützung von Stakeholdern bei ?nderungen im Prozessdesign zu gewinnen, ist ihre frühzeitige Einbeziehung entscheidend. Bitten Sie die Stakeholder, aktiv Ideen einzubringen und w?hrend der Entwurfsphase Feedback zu geben. Veranstalten Sie Workshops oder Brainstorming-Sitzungen, um unterschiedliche Perspektiven zu sammeln und kreative L?sungen zu entwickeln. Dieser Ansatz zeigt, dass ihre Meinungen gesch?tzt werden und f?rdert das Engagement. Wenn Stakeholder das Gefühl haben, Teil der L?sung zu sein, unterstützen sie eher die Umsetzung und treiben den Wandel aktiv voran.

Customize training for new processes. Carry out workshops for hands-on experience. Produce clear, useful documentation. Set up a buddy system for mentoring. Ensure stakeholders have the support they need. And recognize the people who are adapting. When you do all this, you cover the bases and reduce the fears that accompany any kind of change initiative. Most importantly, you instill confidence. Changing processes is hard but not as hard when you’re well equipped to handle the change.

I wouldn't suggest training really. If you think of the people with the power to challenge a process, they tend not to like being told nor have the time to do so. I would suggest instead of training, suggest creating an opportunity for exposure to external success stories. For example bringing in a team from a non-competitive like minded organisation to give overview of their experience challenges and success stories.

Initiate small-scale trials of new processes and start them with teams that are likely to be supportive. Collect and analyze data on the effectiveness of the first-stage implementation. Use favorable results and visible improvements to sell the change and build credibility for the redesigned process. Do this, and you will be more likely to achieve the favorable outcome of a broader deployment of the new process.

los programas piloto han sido una herramienta clave para demostrar la eficacia de nuevos dise?os de procesos. Implementar un piloto en una escala peque?a y controlada permite que las partes interesadas vean los beneficios de primera mano sin asumir un compromiso a gran escala desde el inicio.

Measuring success is crucial to demonstrate the positive impacts of changes and to convince resistant stakeholders. Establish clear, measurable goals and indicators that illustrate the progress and benefits of the new processes. Use regular reports and updates to communicate achieved results and make the advantages of the changes visible. Success stories and concrete data help to substantiate the benefits and persuade skeptics. Through transparent and continuous monitoring, you build trust and acceptance for the process changes.

En cualquier redise?o de procesos, es esencial establecer métricas claras que permitan medir el éxito y demostrar el impacto real de los cambios. A lo largo de mi carrera, he implementado sistemas de medición alineados con los objetivos clave de la organización y de las partes interesadas. Esto incluye indicadores específicos como tiempos de ciclo reducidos, costos optimizados o mejoras en la calidad.

Definieren Sie klare, erreichbare Ziele und verwenden Sie KPIs, um den Fortschritt zu verfolgen. Teilen Sie regelm??ig Updates und Erfolgsgeschichten, die zeigen, wie sich die ?nderungen positiv auf Effizienz, Qualit?t oder Kosten auswirken. Durch transparente Kommunikation und das Hervorheben von Meilensteinen fühlen sich Stakeholder informiert und beteiligt. Dies st?rkt das Vertrauen in den Wandel und motiviert alle Beteiligten, die gemeinsamen Ziele zu erreichen. In der Vergangenheit habe ich die Erfahrung gemacht, dass sich dazu mittelfristige "OKRs" (Objective Key Results) in Sprintformat sehr gut eignen.

A monitoring system should be implemented to collect data on the impact of process changes over time, using predefined yet flexible intervals. Analyzing this data will help identify which changes deviate from expectations or can be further optimized to meet the set targets. Additionally, this will give stakeholders full visibility into the success status of the implemented changes.