I have often faced resistance to risk. Change is often seen as a type of risk, so this is relevant. Engineers can only perform when there is a sense of risk. Without risk, there is no need for engineering. Change is a risk, and therefore engineers are in the best position to overcome this. The change may be a process, materials, organization standards or anything really. Regardless of the change, engineers are ideally suited to respond to the change in a positive way. An engineers reluctance to a change is not a trait of engineering, but rather a subjective personal trait. People do not like change, and engineers are people. The difficulty lies in making engineers look past their personal bias and view the engineering aspects.

When engineers resist change, I start by clearly demonstrating its value. I explain how it will improve their work or make processes smoother—connecting the change to benefits they care about. I also create space for open dialogue. Engineers often have valid concerns, and listening to those helps build trust. Once, I set up a Q&A session where everyone could voice worries about a new system. It helped me address their fears and adjust plans accordingly. Providing thorough training and support is crucial too. Ensuring they have the skills and knowledge to succeed makes the transition less daunting and turns reluctance into buy-in.

Embracing change is critical to innovation. To overcome reluctance, I emphasise transparent communication and teamwork. I involve engineers in decision-making, emphasising how innovative ideas can improve their work and address long-standing issues. By giving hands-on training and guidance, I help people gain confidence in new technology. Celebrating minor victories along the road promotes a culture of continual progress, transforming hesitation into passion for positive change.

Overcoming engineers' resistance to change requires a strategic approach. Clearly demonstrate value by articulating how changes will improve workflows or product quality. This helps engineers see tangible benefits. Create open forums for dialogue where team members can voice concerns and contribute ideas, fostering a sense of ownership in the change process. Provide comprehensive training and support to ensure engineers have the resources to adapt confidently to new technologies or processes. Implement changes gradually when possible, allowing time for adjustment. Identify and leverage change champions within the team to lead by example and encourage peers.