Here's how you can navigate resistance to using new technology in your organization.

First and foremost, the "I want management/colleagues/orgs to adopt technology X" is the wrong place to start. If this is your initial mindset, you're already fighting uphill. You don't want to adopt "technology X", you want to improve the business and the life and profit of your colleagues and managers. "Technology X" might be the best way to do that, or it might not. That's the first common mistake I've seen so very often: Never propose or even think about a solution before everyone (including you) deeply understands the problem you're trying to solve with your proposal. And no matter what you believe, at the beginning of this process, you don't understand it as well as you might think. So, start by listening more than talking.

Start by ensuring everyone understands the benefits through clear communication and training. Involve your team in the process—it builds trust and ownership, making the transition smoother.

- Listen Actively: Understand your team's concerns by listening to them. - Identify Fears: Determine if they're worried about the learning curve or skill obsolescence. - Show Empathy: Acknowledge their fears to build a foundation of trust. - Value Input: Demonstrate that you value their perspectives and input. - Provide Support: Assure them that you'll support them through the transition. - Build Trust: Focus on trust to encourage openness to change. - Facilitate Transition: It's not just about the technology being better, but supporting their journey.

Just remember -- you have no idea what your user wants. You may think you know, but what you have is a hypothesis. You need that user's direct feedback after every major UX iteration. If they share a unique perspective that you don't agree with, focus on why you feel differently about the design. In an echo chamber, you get a better sense of direction from the noises that stand out.

- User-Centric Approach: Apply UX principles internally by involving team members in technology decisions. - Prototype Testing: Encourage team members to test prototypes and provide feedback. - Ownership: Foster a sense of ownership among team members for the new technology. - Usability Improvement: Use feedback to enhance usability and address concerns proactively. - Investment in Success: Help team members feel invested in the technology's success. - Reduce Resistance: Involvement increases acceptance by addressing concerns early and collaboratively.

Comunicar los beneficios de nuevas tecnologías debe centrarse en la facilidad e impacto positivo en el trabajo diario del equipo. Al hacer los beneficios tangibles, aumenta la receptividad y disminuye la resistencia al cambio tecnológico del equipo. Si la tecnología permite colaborar en tiempo real, como puede ser Figma, menciona cómo mejorará la comunicación y el acceso a archivos entre los miembros del equipo. Esto ayuda a que los beneficios sean más evidentes y comprensibles para todos. Explica cómo la tecnología puede simplificar tareas tediosas. Por ejemplo, si una nueva herramienta ahorra tiempo en ciertas tareas, resalta cuánto tiempo se ganará. Este tiempo adicional se puede dedicar a actividades más creativas y estratégicas.

One thing I found helpful is building an accountability and support culture. People may be afraid of the change due to fear of the unknown. First,Consistent communication or numerous article releases would be one of the best ways to combat that fear. Secondly, Having the team involved to make them feel comfortable about the changes makes a difference.

Training support for implementing a new program can vary significantly based on the program's nature, its usage, and the end users. To ensure the training is comprehensive and effective, offer training where expert staff mentor those unfamiliar with the technology. Pairing experienced users with less experienced ones provides hands-on guidance and support, promoting peer learning and creating a collaborative environment. Regular check-ins and follow-up sessions can further reinforce learning and address any ongoing issues, ensuring a smooth transition for all users.

- Pilot Programs: Start with a smaller group to test the technology, gather initial feedback, and make necessary adjustments before a full rollout. - Regular Checkpoints: Establish regular checkpoints (e.g., 2 weeks, 6 weeks, 12 weeks) to gather feedback from the team. This helps evaluate adaptation to the new technology, identify major pain points, and determine necessary changes or customisations. - Open Feedback Form: Provide an open feedback form for continuous feedback, ensuring ongoing input from staff in addition to scheduled check-ins.

Don't assume that everyone will buy into new tech because it's "cool" or relates to the latest buzz words (AI, blockchain, machine learning... need I go on?), or because it will make your own life or department's life easier. Like with all change, you have to express the benefits to those resisting it in terms they will understand and appreciate. If it's the C-Suite, describe the cost or time savings. If it's Sales & Marketing, explain how it can help with reach, conversion or saving time or money that can be spent on sales & marketing activities. If it's technology themselves, focus on how it can improve efficiency, save development hours... or just how really cool it really is!