What do you do if your aerospace engineering team is resistant to change?

I try to change their mind by proposing new approaches to overcome the challenges. You should always encourage your team members to show their talents by posing different problems and optimized solutions.

Even if they're not involved in the decision of making the change they need to follow the change, so people need to feel heard and included. Propose the change and let them share their feelings, concerns, and thoughts. Take notes, and then follow up addressing some of those. Highlight where ideas where integrated to show where they have influence

Cambios, esse é um assunto difícil dentro de um time, seja qual seja o ambito do projeto, a maioria dos seres humanos temos a tendência de buscar o que nos faz sentir confortáveis e por tal motivo a gente cai na zona de conforto, entretanto, numa situa??o de cambio, com base na minha experiência, eu recomendo, que a lideran?a primeiro tente se aproximar ao time entendendo suas resiliências evitando assim que os receios, medos, inseguran?as sejam um bloqueio, a lideran?a tem que se aproximar e faze sentir que é um ponto de apoio, como aquele abra?o do pai que fala para o filho "levanta, tentemos de novo, que eu estou aqui para te ajudar se cair de novo e para comemorar quando cheguemos ao sucesso! "

Training is key in naturing someone's thinking towards change, especially when introducing new policies in the workplace or organization

Resistance to change is normal human behavior, but probably you will also find: - people who like to improve processes - new people joining the team - people starting new projects or hanging some sort of change within the company Identify the first ones, make them part of the solution: share the problem with them, explain your logic to a potential solution, ask them to improve your starting point and give them feedback why some ideas can or cannot be implemented. Make them feel the Idea if the solution is theirs. For the newcomers, teach then from the very first beginning the new process, tell them you trust them to be part of the progress. Make reluctant people be part of a new project or team where things are done differently by most.

I would like to quote Dr. Wayne Dyer here “When you change the way you look at things, things you look at change”. Need to understand the mindset or perspective of the team and make them understand why change is need of the hour. Once they understand the management perspective and have trust in the management, it becomes easier for teams accept the change. Also, the change has to be gradual, so it goes easy on the team.

In my experience, recognizing accomplishments is a powerful motivator for teams across all industries, including aerospace. This can take many forms, from financial rewards to time off. It plays a positive role in boosting team morale and engagement.