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Last updated on 2024年7月13日

Here's how you can navigate a boss resistant to new research approaches or technologies.

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Navigating resistance from a boss when it comes to embracing new research approaches or technologies can be a challenging hurdle in the field of Research and Development (R&D). It's a common scenario: you're excited about the potential of a new methodology that could revolutionize your work, but your boss isn't on board. This can be due to a variety of reasons, such as budget constraints, unfamiliarity with the technology, or a preference for traditional methods. Whatever the reason, it's essential to approach this situation with a strategy that is both respectful and persuasive.

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1 Understand Concerns

Before attempting to sway your boss's opinion, it's crucial to understand their concerns. Engage in a dialogue to discover the specific reasons behind their resistance. Is it a matter of cost, lack of understanding, or fear of change? By pinpointing the root of their hesitation, you can tailor your approach to address these concerns directly. Empathy goes a long way; showing that you respect their perspective can make them more receptive to yours.

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Michael Weinstein
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Part of understanding their concerns is to understand how their background and experience contributes to this hesitation. Perhaps they've been burned by sticking their neck out in the past. Perhaps they've only held positions of more followership than leadership where they've never had to drive change. Knowing this can help you hone your message.

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Nino Gvalia ????

??Empowering Lives Behind the Lab Scene | ?? Passionate Biochemistry Enthusiast |??? Salk Institute | Gage Lab | Exploring the Wonders of Science
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Navigating a boss resistant to new research approaches or technologies can be challenging, but it's not impossible! ?? Start by presenting clear, data-driven benefits ??, and relate them to the company's goals ??. Show how these innovations can streamline processes, save time ?, and boost productivity ??. Be patient and open to feedback, and you might just turn that resistance into enthusiasm! ???

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Geraldine Alcantara

Gerente de administración y finanzas| CFO |Planificación financiera | Optimización de procesos | Innovación | Flujo de caja
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En mi opinión, pueden haber varios jefes que no quieren dar el salto a tener mas tecnología, pero en la gran mayoría es por que tienen miedo al cambio, a que todo se modifique, pero no ven el beneficio para la empresa y eso se consigue conversando, entendiendo y explicando los beneficios y como se puede solucionar las preocupaciones que tiene. En mi experiencia he tenido la oportunidad de implementar nuevos erp, nuevos procesos que ayuden a que la empresa sea mas eficiente e incremente unos puntos en los indicadores. Definitivamente la empatía con tu jefe y con todos los miembros de la empresa es muy importante, porque todos ayudaran a hacer posible el cambio.

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2 Present Benefits

Once you understand their reservations, present the benefits of the new approach or technology in a way that aligns with their priorities. Focus on how it can solve existing problems, improve efficiency, or lead to better outcomes. Use clear examples and relate the benefits to the goals of your department or organization. Highlighting potential long-term gains can often be more persuasive than short-term advantages.

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Sarah Hurrell

Coach, NED, Executive Director, COO, Transformation Director, Interim consultant. Specialisms: SLT development, technology, digital transformation, governance, CX, operations, programmes, MSPs and financial improvement
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Build trust with your boss and your peers - they are people, treat them like people! Get to know them personally, over coffee, lunch or drinks. Map out the stakeholders i.e. Work out who your boss listens to, and ensure you spend the time to explain to these influencers and other key stakeholders the importance of the ideas. Make sure the outcomes are clear both for following your recommendation and the 'do nothing' alternative.

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Esra Bozkurt

??Multidisciplinary R&D Scientist/Manager ??? | (Bio)chemistry | ?? Project Manager | ??PhD | ?? Global & Strategic Collaborator | Street Art enthusiast ??
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Make sure to acknowledge and address their concerns, first. We all want to be heard and understood and this approach supports you. Even say it loud what it would be the worst case scenario, if new R&D approach were employed, so this negative trait loses its power. And then, support your case with (similar) examples, statistics, long term vision, and lasting impact that could be created by using this new research and technologies.

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3 Offer Assurance

To further alleviate your boss's concerns, offer assurance about the transition to the new approach. This could involve outlining a detailed plan that includes training for staff, phased implementation, and contingency measures in case of setbacks. Assuring your boss that risks will be managed and that there is a clear path forward can help build confidence in the new approach.

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4 Leverage Success Stories

Sharing success stories from other organizations or departments that have successfully adopted the new approach can be an effective way to demonstrate its value. These anecdotes provide tangible proof of the benefits and can help your boss visualize the positive impact on your own work. Be sure to choose examples that are relevant and relatable to your specific industry or company.

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5 Propose a Pilot

If your boss is still hesitant, proposing a pilot project can be a less intimidating way to demonstrate the value of the new approach. A small-scale trial allows for evaluation of the benefits and risks without a full-scale commitment. This hands-on experience can often be the most convincing argument, as it allows your boss to see the results firsthand.

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6 Follow Up

After presenting your case, it's important to follow up. Give your boss some time to consider the information you've provided, then touch base to answer any further questions or concerns they may have. Persistence and patience are key; if your initial attempts don't succeed, be prepared to revisit the conversation with additional data or testimonials that reinforce your argument.

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7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Gary Gamp

Chief Experience Officer and Director at Smart/tasking - Helping Businesses, Organisations and People Optimise:- Agent of Change. Business Optimiser . Coach . Author . Host of The Company Doctor Podcast
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Go on a charm offensive. Get a meeting or coffee, build the relationship, offer to pick up a project and be mentored, get inside the tent. Now you’re in a much stronger position to influence and be heard

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Here's how you can navigate a boss resistant to new research approaches or technologies.

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1 Understand Concerns

2 Present Benefits

3 Offer Assurance

4 Leverage Success Stories

5 Propose a Pilot

6 Follow Up

7 Here’s what else to consider

Research and Development (R&D)

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