It's so important to engage with the team and when faceing resistance, I find 1to1 sessions allow for more open conversations. These sessions also allow any fears and concerns to be aired and addressed. I normally look to put things into 3 categories; agree, disagree and explore further. This creates a 2-way exchange of thoughts, facts and opinions.

Understand Concerns: Identify the root causes of resistance by listening to team members' fears and concerns. Communicate Benefits: Clearly articulate the reasons for change and how it will positively impact the team. Involve the Team: Engage team members in the decision-making process to foster ownership and commitment. Provide Support: Offer training, resources, and emotional support to help team members adapt to the new approach. Monitor Progress: Regularly assess the implementation process, addressing issues and celebrating successes to maintain momentum.

To effectively overcome team resistance to new problem-solving approaches, start by fostering open communication. Encourage team members to express their concerns and listen actively to their feedback. Provide clear explanations of the benefits and relevance of the new methods, highlighting how they can improve efficiency and outcomes. Involve team members in the implementation process, allowing them to contribute ideas and feel a sense of ownership. Offer training and support to build confidence in using the new approaches. Finally, celebrate small wins to demonstrate progress and reinforce positive attitudes toward change. This collaborative and supportive strategy can help ease resistance and promote a culture of adaptability.

While working as an Associate School Secretary at Bloombreed High School, I encountered team resistance when introducing a new project management tool. To overcome this, I organized an open forum where team members could express their concerns and share experiences with existing methods. I highlighted the tool's potential benefits, demonstrating how it would reduce workloads and improve collaboration. I also initiated a trial period, allowing the team to use the tool alongside their current methods. By involving them in the process and addressing their feedback, I built trust and demonstrated the tool's value, ultimately leading to a smoother transition and greater acceptance.