Your team is resisting change due to lack of understanding. How can you help them see the benefits?

Gone are the days of the "do it because I said so" leadership style. Employees expect clarity and transparency in communication. However, a trauma informed leader also understands the role that stress and trauma play in the way information is received. Too much information will trigger the fight, flight, freeze, response...and too little will create mistrust. While focusing on communicating the vision, it's also important that you are practicing self-awareness. What's your response to being challenged? To uncomfortable conversations? Also, if you have taken the time to develop the relationship with staff and are aware of their personal and professional goals - you can then tie the change initiative to these as well.

Para ajudar sua equipe a superar a resistência à mudan?a devido à falta de compreens?o, comece explicando claramente os motivos e os benefícios da mudan?a, conectando-os aos objetivos e ao sucesso da equipe. Utilize exemplos concretos ou dados para ilustrar como a mudan?a pode melhorar processos ou resultados. Ofere?a treinamento ou sess?es de esclarecimento para abordar dúvidas e aumentar a confian?a na nova abordagem. Envolva a equipe no processo, ouvindo suas preocupa??es e mostrando como a mudan?a pode facilitar seu trabalho, garantindo que todos se sintam parte da solu??o.

Além de articular a vis?o e os benefícios da mudan?a, é importante o líder co-criar esse futuro com a equipe. Em vez de apenas dissipar resistências, o líder facilita um espa?o onde os colaboradores se tornam co-responsáveis pela transforma??o, aproveitando a inteligência coletiva para encontrar solu??es. Isso n?o só reduz a resistência, mas também promove um sentido de pertencimento e de propósito compartilhado, criando ciclos de inova??o e resiliência que beneficiam a equipe e a organiza??o como um todo.

I've found that clarifying the vision and purpose, goals, and steps to get there can reset a person's confusion. Sometimes a person can get so mired down in the daily details that they can struggle to look up and see the big picture. A reset of the big picture and how their work fit, is often all they need. Sometimes, there's more to it. Is their plate too full? Helping to reprioritie or even pausing some of the work can be helpful.

En tant que responsable, vous élaborez, accompagnez et assumer la prescription des missions, des taches mais seuls les membres de l'équipes qui réalisent l'action, au quotidien, connaissent véritablement les enjeux du changement sur leur travail, ils connaissent le "travail réel". Prendre le temps de les écouter sur ces enjeux, c'est à la fois reconnaitre leur expertise et les valoriser, s'assurer de la réussite du changement et pourquoi pas, en analysant le travail au plus prés de l'action, trouver de nouvelles pistes d'amélioration, de changement.

I have found that by empowering those that will need to execute the change creates a different perspective. When people are engaged they are more connected to all aspects of the vision. This allows more connectivity to the outcome.

La participation me semble essentielle dans un processus d'accompagnement au changement, une véritable participation qui lorsque cela est nécessaire peut aller jusqu'à ouvrir le débat, en équipe sur le travail, ses perspectives, ses enjeux et également les aspects concrets de sa réalisation.

D’après mon expérience de responsable, s'appuyer sur le positif est essentiel, l'amélioration de la qualité de l'intervention, du service proposé, le gain de temps....sans faire l'impasse sur les éventuelles difficultés liées au changement.