What do you do if your team members are resistant to change in Facilitation?

It's useful to admit that often change actually does have negative impact on people. Example: I'm used to using Mural for virtual workshops. If my organization would tell me that from now on, we need to use Miro, I would resist that change. I spent the past three years building my assets in Mural, I am very familiar with the tool. Switching to a new one would come at a cost to me. The first thing I would expect from the person who would be managing that change would be to show they "get" me, to say something like: "Look, I know you invested a lot into mastering Mural. But - here's how switching to Miro can make your life better." Only after they would show they really understood my reasons, I would be open to listen to them.

Acknowledge what their resistance is centered on and work to identify a path of "from/to". Resistance is rooted in a desire for comfort. Identify alternative avenues of comfort and bridge that to the change.

We must check our own mindset when approaching a person who is being resistant or pushing back on change or feedback. Through what lens are we viewing them? Often we can find ourselves thinking of them as a troublemaker, an upstart, someone who doesn’t care enough to jump on board. This can cause us to not be empathetic to their needs or real concerns, and forget to interact with their theory of action. If we took the time to carefully hire, train, and place this person in our organization, then surely they must have logical reason for doing things the way they do. To pretend that those reasons do not exist or do not matter is disrespectful and does not honor the thinking process of our colleagues.

Take the time to understand why your team members are resistant to change. Are they concerned about the impact on their workload, do they fear failure, or are they simply comfortable with the current way of doing things? Understanding their motivations can help you tailor your approach.

One thing that can be useful is to allow anonymous feedback so people can speak openly. Exercise such as 'the elephant in the room' or 'rose, bud, thorn' can be used to delve deeper into true reasons

Clearly communicate the benefits of the proposed change. Help your team members see how the change will improve efficiency, productivity, or overall effectiveness. Use concrete examples and data to support your points.

Involve your team members in the change process. Solicit their input, ideas, and concerns. By involving them from the beginning, you can make them feel like active participants rather than passive recipients of change.

Offer your team members the support and guidance they need to navigate the change. Provide training, resources, and mentorship to help them develop the skills necessary to adapt successfully. Be available to answer questions and address concerns as they arise.

Be prepared to manage conflicts and emotions that may arise during the change process. Acknowledge your team members' feelings and concerns, and work to address them constructively. Encourage open communication and collaboration to resolve any issues that arise.

Cuando se habla de cambio no se trata tanto de contar, contar y contar como de crear contextos para que vayan experimentando cosas diferentes. La clave está en CREAR EXPERIENCIAS. Está muy bien la hoja de ruta marcada: entender, comunicar los beneficios, contar con apoyo, manejar las emociones y conflictos... y a la vez la clave está en desde dónde se haga esto. No solo es escuchar para entender sino para provocar una experiencia distinta en el otro, no es involucrar sino hacer que realmente (y esto solo puede hacerse si es de verdad) se sienta parte, etc.