How can you encourage feedback from trainees who are resistant to change?

Answer to the question of why resistance could open up the closed door. While driving a strategic initiative for mid-level employees to train them to become market relevant, a strong resistance was found during the launch of the program. Multiple techniques were used to seek feedback. Here is the sequence: 1. Townhalls by leaders where polling tools were used to create a safe space and then seeking clarifications on why they voted for a specific reason. 2. Survey that trainees could fill. Insights could be sought and patterns could be found that led to 3. Focused Group Discussions within projects with project leaders 4. One on one discussions with HR Partners. 5. All this followed up with actions taken to support.

Nos tenemos que hacer en muchas ocasiones preguntas que son importantes, pero para responderlas necesitamos información, cómo conseguirla e interpretarla: - Incorporando ejercicios de auto-reflexión y diarios de aprendizaje donde los aprendices puedan registrar sus experiencias, emociones y resistencias al cambio. - Identificando patrones y preocupaciones comunes que pueden no ser evidentes en un entorno grupal.

Based on my experience, some trainees and mentees resist change when acquiring new skills during training. I address this by offering private coaching sessions. Through open communication, sincere feedback, and emphasizing the benefits of completing the training program, I create a deeper personal awareness. Although the impact may not be immediate, over time, they realize that change is essential for success. Completing what they’ve started becomes a necessary step. I’ve been using this method for the last 3 years in providing my Training & Development services to my clients.

Creating a safe and anonymous feedback mechanism, and emphasizing the importance of their feedback to enable us for continued improvement. Ensuring them that their feedback will be used in only in constructive way. These may encourage the such trainees to share their feedback.

Encouraging feedback from trainees who are resistant to change requires a delicate approach that prioritizes understanding, empathy, and gradual adaptation. One effective strategy is to create a safe and open environment where trainees feel comfortable expressing their thoughts and concerns without fear of judgment. This can be achieved by actively listening to their feedback, acknowledging their perspectives, and addressing any misconceptions or fears they may have about the changes. Additionally, highlighting the benefits of the proposed changes and showing how they align with the trainees' goals and aspirations can help foster a more positive attitude towards feedback and adaptation.

Certamente criar um ambiente de confian?a e abertura é crucial. Estimule a comunica??o transparente e demonstre que o feedback é valorizado, incentivando os estagiários a contribuir para o aprimoramento constante da equipe.

Eyes wide open, Mind Shut syndrome will not be good for uptake of knowledge. There should be no fear psychosis in aviation! Three Ts are the pillars of aviation. Trust, Transparency and Team Work

Mix up ways of sharing information and building trust in smaller groups, through fun activities and opportunities to share. Everyone responds differently and by building this at a suitable speed you may allow them to engage and share.

An example of “safe space” is to have breakout rooms in zoom, teams, or other virtual delivery platforms to allow for smaller group collaboration. Design the breakouts to encourage communication and interaction for specific topics.

Concordo que e fundamental oferecer incentivos e benefícios que reconhe?am e valorizem suas contribui??es, pois isso cria um ciclo positivo de engajamento e colabora??o dentro da equipe.

Si bien el uso de incentivos es un motivador extrínseco efectivo en el corto plazo, deja de ser efectivo al retirarlo por lo cual no genera cambios duraderos. Es mucho más efectivo trabajar desde la motivación intrínseca, ayudando a que cada persona pueda desde adentro fomentar el querer dar feedback. Para esto dos elementos claves son: 1) Proposito: explicar claramente el porqué y para se requiere de feedback. Validar la inteligencia y comprensión del otro es un mensaje potente. 2) Dar autonomia: cada persona tiene gustos y necesidades específicas. Es clave tener varias opciones donde las distintas preferencias individuales puedan sentirse cómodos dando feedback y dando libertad y autonomía de elegir que, cuando y porque medio hacerlo.

An alternative approach to elicit feedback from trainees resistant to change involves introducing incentives and rewards for their active participation. Consider providing accolades, recognition, or prizes for the most constructive, insightful, or innovative feedback. Emphasize the personal and professional advantages of feedback, underscoring its role in enhancing skills, performance, and overall satisfaction. Furthermore, illustrate the tangible impact of feedback on the training program by showcasing how it contributes to refining content, delivery, and evaluation processes.

A habilidade de fazer perguntas abertas e específicas. Isso estimula discuss?es mais profundas e fornece insights valiosos, contribuindo para um feedback mais rico e significativo.

Devemos está empenhados em criar um ambiente onde a troca de feedback é vista como uma oportunidade de crescimento mútuo, promovendo uma cultura de respeito e melhoria contínua no ambiente de trabalho.

Provide opportunities to rehearse the change. We are resistant to change and workplace-based changes (especially behavioural) are high risk. Consider using behavioural simulations and experiential learning activities to allow people to experience change in a low risk environment.

We can foster a safe and inclusive environment where opinions are valued. As facilitator we can encourage open dialogue, active listening, and lead by example and can also emphasize the benefits of feedback for growth and improvement.

If they are resistant, then that means there are issues that were not addressed beforehand. Any changes should involve all stakeholders. They need to be able to trust and feel safe to effectively get the needed information from them. Distrust breeds distrust. Changes without their involvement only compounds that issue. This program will have a significant amount of issues to address before it will be completely successful due to not addressing these issues in the beginning.

I have found that resistance often comes from uncertainty and that uncertainty often comes when someone is new to a role. As such, I usually spend some time exploring Bridges' work on transitions. That way, folks can see that resistance is "normal" when people have to cope with difficult, painful, and confusing times in their lives.

Change and transitions are highly emotionally demanding process, affecting productivity, moral and wellbeing. The saying "just give it time" is only partially true, there are many actions one can take to move through changes and help others. The work of William Bridges offer a fantastic model to understand the 3 key stages of a transition and specific actions that help to move thru the process and be able to reach the other side effectively.