How can you effectively communicate feedback to a team member who is resistant to change?

Start by acknowledging their concerns and empathizing with their perspective. This can help build trust and create a more open dialogue. Clearly explain the reasons for the change and how it will benefit the team or organization. Use specific examples to illustrate your points

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If you’re thinking of giving feedback to a team member who's resistant to changes, try to understand why they feel that way. People's attitudes often reveal important insights. If you take the time to comprehend their perspective, working together becomes easier. Success within a team comes from shared interests, but it's important to consider and address individual concerns beforehand.

Resistance is often a first defense. You can get around resistance by clearly discussing the issue you're trying to address. Clear communication should lead the recipient to understand the nature of the issue and the need for change.

La “honestidad brutal” siempre será mejor ser directo y honesto con los aspectos a mejorar. Está honestidad permite crear una relación de mayor confianza. Evitar retroalimentación “en sandwich” (bueno-malo-bueno), y enfocarse en lo positivo y negativo en una sola vez.

Effective feedback is clear, concise, and concrete. Steering clear of vagueness, it's crucial to provide specific examples and data to illustrate points and support suggestions. A balanced approach, acknowledging both strengths and weaknesses, contributes to a constructive feedback environment. Starting with positivity, addressing areas for improvement, and concluding with encouragement ensures that feedback is not only informative but also motivating for your team member.

Trate colaboradores como adultos. N?o de margem pra que haja outras interpreta??es. Claro, o feedback sanduíche sempre será a escolha, mas na hora de falar sobre o problema, n?o coloque a culpa na pessoa, coloque na situa??o. Mostre o que foi a situa??o, as consequências e o que pode piorar se n?o ajustar (tanto para a empresa, quanto para o próprio colaborador). Termine mais que incentivando, mas fazendo um plano de a??o pra melhoria dele, se coloque em disposi??o. E quando come?ar, deixe ele falar primeiro, veja as justificativas que ele mesmo traz, veja o nível de consciência sobre o problema, para depois continuar o feedback em cima disso.

Por ser tratar de um feedback, acho necessário dar exemplos vivenciados por ambos em situa??es, mostrar como cada um se comportou perante as demais pessoas envolvidas ou projetos a serem executados. Necessário entender a situa??o que a pessoa se encontra na empresa para ver se ele necessita de um incentivo ou uma corre??o.

Begin by praising the effort done to smoothen the discussion and create a comfortable atmosphere. It's crucial to avoid triggering a defensive attitude at the outset. Then provide specific and clear examples that highlight issues arising from certain behaviors. Pose these observations as honest questions, allowing time for reflection without undue pressure. Granting individuals the space to respond brings self reflection on any negative behavior and provides an opportunity for them to express themselves, promoting a sense of understanding. Conclude the discussion by clearly communicating alignment on the agreed upon next steps.

Solicite dados e exemplos sobre os 3 facilitadores e os 3 principais dificultadores (nesta ordem) que a pessoa encontrou ao tentar atingir o objetivo compartilhado e como a pessoa se sentiu e agiu diante deles. Elenque pontos específicos apoiados em dados e exemplos para mostrar sua perspectiva e n?o a de outrem sobre os 3 principais acertos e os 3 principais pontos de melhoria.

To initiate a meaningful dialogue with an employee who resists feedback, I begin with a self-assessment exercise. I set scales related to the discussion's goal, like “Collaboration” or “Innovative mindset,” and ask the employee to rate themselves from 1 to 10, explaining their choice. Next, I present my assessment using the same scale, pre-prepared. We then concentrate on the scales where our views differ the most. The focus on "Why we see the situation differently" often helps the person open up and consider other viewpoints. Remember: 1. To discuss any discrepancies equally, whether it’s under- or over-estimation; 2. To Emphasize positives and achievements influencing your score; 3. To Pose open questions and address any pain points.

Encourager un dialogue constructif est essentiel pour surmonter la résistance. Utilisez des questions ouvertes pour encourager le membre de l'équipe à exprimer ses propres sentiments et préoccupations concernant le changement. Cela peut inclure des questions sur ce qu'ils trouvent difficile ou sur les suggestions qu'ils pourraient avoir pour améliorer le processus. L'écoute active de leurs réponses montre que vous respectez leur point de vue et êtes ouvert à leurs contributions. Cela crée un espace pour la compréhension mutuelle et peut aider à transformer la résistance en engagement envers le changement.

The ability to ask the right questions is everything. Stop being an advise monster or micromanaging and start guiding by asking the right questions

Para pessoas que n?o querem mudar, s?o resistentes a mudan?as, principalmente se você já deu outro feedback anteriormente e n?o viu altera??o, precisam ter seu lado ouvido pela gerência. Para isso, entram as perguntas abertas, e mais, um ambiente que vai deixar com que a pessoa se abra. Além disso, você também precisa ser receptivo, nada de ficar retrucando a cada coisa que o colaborador falar, com base apenas em “achismos”. Ou?a o lado dela, mas dê o ambiente para que a conversa sincera aconte?a e você realmente possa ouvir os medos dela.

L’écoute active et laisser s’exprimer un collègue ou un collaborateur est primordial dans la construction d’une relation saine au service du projet. Idées, compréhension d’un contexte, anticipation, bref tout les sujets importants se révèlent à condition d’y accorder l’importance qu’ils méritent ;) Les questions ouvertes permettent cela et ?a commence dès le recrutement !

Before providing "constructive" feedback to someone, it's crucial to first acknowledge and appreciate what they are doing well. Recognize their strengths and how they contribute positively to the company. Understanding that perfection is a rare quality, it becomes easier to communicate that there is always room for improvement. The key lies in the way we express our thoughts. By approaching the conversation with empathy and respect, we create an atmosphere conducive to growth and development. It's not about pointing out flaws but rather about collaboratively working towards becoming even better.

Mostrandole nuevamente la visión de la empresa y cómo el o ella encaja, qué sienta que su participación es importante, que realmente con su particularidad aporta, que no tiene que parecerse a Juanito para ser mejor, que ya es momento de subir de nivel y mostrar otras estrategias o formas, dentro del protocolo establecido Pará mejorar. Adicional algo que el empleado hable aplicarlo así sea en lo más mínimo , ejemplo viernes de chocolates, se hará más participe, motivado y respaldado por la empresa, no solo como un bien, que se le paga Pará qué haga las cosas y punto... eso no hace a la empresa diferente... solo mata sue?os.

Muitas vezes n?o há certo ou errado, nesses casos existem formas de diferentes de ver e analisar cada situa??o, baseado em suas emo??es e experiências anteriores, entender e se colocar no lugar do outro em situa??es de delicadas è uma forma de demonstrar empatia.

Procure compreender os postos-chave que influenciaram no desempenho. Busque a melhoria e o aprendizado visando desenvolver o potencial existente no receptor do feedback para otimizar resultados da equipe/empresa.

Not everyone can adapt to new circumstances. Some might never adopt, while others might take some time. It is considered valuable to be able to interact successfully with a colleague who is resistant to change because these individuals are not found in the corner or anywhere else. Understanding their perspectives and experiences in getting this far also much aids in our ability to be adaptable. We talk, and they hear us. They adapt, and we learn.

Realmente, feedback n?o é só no momento que acontece um problema, é um preventivo, é uma forma de medir o estado emocional da equipe e até engaja-los mais. Sugiro que, pelo menos seja feito de forma trimestral, e com uma conversa, n?o só uma folha com notas. N?o saia do feedback sem um plano de a??o, defina com o próprio colaborador quais ser?o os passos para realizar essa mudan?a, como você irá acompanhá-lo. Formalize isso! Além disso, deixe ele mesmo pensar no que pode fazer, quando a ideia vem dele, o comprometimento é maior em realizar. Guie ele através de perguntas e coloca??es para a solu??o. E realmente, acompanhe! N?o podem ser só promessas! E mostre o que ele pode ganhar - ou perder - se seguir o caminho que definiram.

Concordo entender a motiva??o de cada pessoa è uma forma de contribuir para que seus objetivos sejam alcan?ados. Acho importante que ambos tenham a liberdade de solicitar o feedback que n?o seja algo apenas da lideran?a.

Picking the right timing and actively listening are absolutely crucial for effectively communicating feedback to a team member resistant to change. Time it right: Pick a private, calm environment conducive to open communication. Avoid giving feedback when they're stressed or overwhelmed. And, Listen actively: Show genuine interest in their concerns and answer their questions patiently, it fosters trust and opens them up to your perspective.

Mostre, se possível, o histórico de feedbacks anteriores e a trajetória do receptor do feedback e do atendimento de possíveis solicita??es de ambas as partes. Embasado na avalia??o atual defina novos objetivos compartilhados enfatizando o potencial de crescimento e evolu??o na carreira caso os objetivos compartilhados seja alcan?ados ou superados.

Mientras más estructurado y claro sea un programa de seguimiento y soporte, más aumenta la efectividad de las estrategias. Puede incluir el objetivo del comportamiento a mejorar, más una selección de herramientas sencillas de seguimiento disponible para involucrarse con un programa de entrenamiento y orientación que dependerá de la profundidad de la problemática. Todo soportado por sesiones de seguimiento fomentando la recompensa emocional y laboral. Nunca hay que olvidar en el proceso que el miembro de equipo necesita sentirse acompa?ado, escuchado y escucharse así mismo con sus avances, solo así se llega a la conciencia de logro para el cambio. Esto puede adaptarse según las necesidades y la cultura de tu equipo y organización.

Wenn Mitarbeitende sich gegen Ver?nderungen str?uben, hat das meist einen Grund. Diesen gilt es als erstes herauszufinden. Vielleicht bestehen ?ngste, etc. Im n?chsten Schritt gilt es den Sinn und Nutzen der Ver?nderung für die Organisation und für den Mitarbeitenden darzulegen. Erst wenn ich pers?nlich verstanden habe, warum die Ver?nderung notwendig ist, kann ich mich darauf einlassen. Erst dann folgt das Feedback aufgrund des beobachtenden Verhaltens und wie dieses wirkt. Im Anschluss wird gemeinsame überlegt, welchen Beitrag der Mitarbeitende in diese Ver?nderung einbringen kann und will. Kleine Schritte sind v?llig ausreichend. Ein Follow up in 1-2 Wochen zeigt das Interesse an den Gedanken des Mitarbeiters. Vertrauen entsteht.

Il faut toujours expliquer de manière détaillée les raisons du changement . Des qu’il y a une logique qui le sous-tend , il est beaucoup plus facilement accepté et intégré . Par ailleurs , il faut aussi décrire ce qui est négociable et ce qui ne l’est pas ( les invariants) : donner une marge de négociation pour la manière de le mettre en place est très utile .

Resistance is an interesting and complex topic. When faced with shifts in their environment, individuals often hold onto familiar ways of doing things. This natural tendency, rooted in a desire for stability and a fear of the unknown, and it can manifest as resistance to organizational changes. To navigate the complex dynamics of change, a helpful tool is the force field analysis. This framework reveals the driving forces (pushing for change) and restraining forces (resisting change) within an organization, enabling leaders to address concerns and craft tailored interventions. It sounds simple but I have found it to be really effective in having this as a discussion as the individual may not be aware that they are showing up as resistant.

Ten en cuenta el momento y el entorno al comunicar la retroalimentación. Escoge un momento oportuno y un lugar adecuado para la conversación. Además, considera el estilo de comunicación preferido del miembro del equipo para maximizar la efectividad. Comunicar retroalimentación a un miembro del equipo que se resiste al cambio requiere enfoque, especificidad, preguntas abiertas, empatía, respeto y un plan de seguimiento claro. Al abordar la resistencia con comprensión y apoyo, puedes facilitar un proceso de cambio más efectivo y colaborativo en el equipo

ELEMENT OF SURPRISE. Unexpected activities can boost vigilance, thus, motivation and interest. For example, "Blindfolded cutting exercise" points out different points of view and the importance of communication. The aim was to identify potential outcomes, while, in the end, the goal was to express opinions and provide feedback. OPPORTUNITY TO EXPRESS ONESELF & SHOWCASE HIDDEN TALENTS. Many people come into the industry from various walks of life. But it does not mean that the job is only the one thing they are passionate about. You can only get to know your team members better through communications and activities. For instance, participation in department projects could add to overall motivation and spark interest to exceed expectations.