Your team is resisting a new problem-solving model. How can you get everyone on board?

When you introduce change, people cling to what has worked before. It’s not the model they resist—it’s the fear of disruption. We must first connect, not command. Share why this model matters and what challenges it will solve. Instead of saying, "Here’s the new way," ask, "What are we missing? How would you make this better?" Resistance becomes engagement when people feel valued. Leadership isn’t about enforcing models—it’s about aligning people with purpose. The process is just the framework; trust is the foundation.

Understanding the root cause of resistance is crucial. Once identified, consider grouping team members based on their reasons for resisting. This strategy can lead to healthy debates between the groups, each advocating for their preferred solution. At the peak of their discussion, you can introduce your proposed solution as a way to resolve their conflict, positioning it as a balanced compromise between the differing viewpoints. This method not only integrates your solution into the ongoing dialogue but also makes it appear as a middle ground that satisfies all parties involved.

I fear no resistance than resistance. Understanding the motives behind the resistance will help you hone your solution, share the ownership, distribute the responsibilities and manage the perception. Creating an open discussion platform will be a good start. However, I recommend three things to consider. - Including at least some members in the design phase, - Encouraging comments with solutions and ideas, - Concentrating on the early adapters within the team first and using them as the change advocates.

From my perspective, there is one more important point: The leader’s attitude toward this change. The leader needs certain persuasive evidences, showing the commitment and believe in the new model. There are some key tick notes for the leader: 1. The leader IS the change 2. Have a strong believe based on knowledge and understanding. It would be best to start with a small group of people who already buy-in, work together have a proof of work on why this works, show the result based on the number of the company. 3. It’s important to have the commitment among top leaders. This help multiply the effort of driving change.

Start with a 100-slide presentation full of confusing graphs and abstract metaphors like, “The problem is a tree, and we’re squirrels gathering insight acorns.” That’ll surely win them over. If that fails, mandate a workshop titled “Why This Model Is Brilliant (and You’re Wrong).” Guaranteed success. Or, here’s a twist: involve the team. Address concerns, show real-world benefits, and collaborate. Turns out, solving resistance works best when you actually solve it together. Who knew?

You will not gain the hearts and minds of the people by telling them what the benefits will be. You will do so by delivering results that make it easier for them to meet their objectives. They will then be an evangelist for the program and you will be well on your way to a sustainable continual improvement program.

As Mom often said, "The proof is in the pudding". You have to taste test it. Well said David. When you improve the process itself, the service or product will benefit as well as the customer.

Communicating the WIIFM (What's in it for me) for the organization AND for the individual often and with measurable results is important. Keep in mind that what is good for the organization is often seen as cumbersome for the individual performer. Reducing down time or defects is great for the company but how does it impact what the individual does every day? What discrete improvements can be talked about as a result of being better at problem solving? This is where I have seen initiatives fall short so often. Yay, we are going to change. Everyone is excited (maybe) but how does that impact the performer? The immediate negative impact to the performer wins over the delayed positive impact to the organization every time!

Understand Resistance: Identify the root causes behind the team’s hesitation to adopt the new model. Communicate Benefits: Clearly explain how the new model will improve efficiency and make their work easier. Use Examples: Share specific scenarios where the new model shows tangible benefits. Align with Goals: Ensure that the narrative ties the model’s advantages to the team’s personal and professional aspirations. Create a Compelling Case: Build a strong case that resonates with the team’s values and long-term objectives.

When introducing a new problem-solving model, clearly communicating its benefits can turn resistance into enthusiasm. Start by linking the model to specific team goals and individual roles, illustrating how it will simplify processes, enhance outcomes, or reduce workloads. Use real-life examples or success stories from similar teams to highlight the potential for positive change. Make sure to address any concerns directly and emphasize how the new model aligns with both team values and organizational objectives. By focusing on the benefits, you create a compelling case that motivates everyone to embrace the change.

I also implemented bi-weekly training sessions, which were instrumental in addressing and clearing every objection. This consistent approach ensured that your team fully understood the new process and felt supported throughout the transition.

Adequate training is crucial for implementing a new problem-solving model, ensuring your team has access to resources and support like workshops, manuals, or one-on-one mentoring to build confidence and foster a positive attitude toward the change.

When introducing a new problem-solving model, resistance can often stem from a lack of understanding. To overcome this, invest in comprehensive training. Equip your team with the knowledge and skills needed to embrace the model confidently. Tailor training sessions to address specific concerns and demonstrate real-world applications. Providing ongoing support and resources ensures that team members feel competent and comfortable with the change, fostering a smoother transition and greater buy-in.

Consider piloting the new problem-solving model with a small group or limited project to demonstrate its effectiveness, gather feedback for adjustments, and use success stories to convince the rest of the team to embrace the change.

To gain buy-in for a new problem-solving model, consider piloting it with a smaller, cross-functional team first. This approach allows you to showcase the model's benefits in a controlled environment, gather feedback, and make necessary adjustments. By demonstrating early successes and addressing concerns proactively, you build trust and create advocates within your team. A successful pilot not only validates the model’s effectiveness but also helps in creating a sense of ownership and enthusiasm among team members for broader implementation.

I took the lead as the first role model in implementing the new process, showing my team how it works in real-world scenarios. By using the process myself and successfully closing multiple deals, I demonstrated its effectiveness and set a clear example for others to follow.

Implement the new problem-solving model on a small scale before a full rollout. Conduct a pilot phase where a select group of team members tests the model in real scenarios. This approach allows you to gather feedback, identify potential issues, and make necessary adjustments. Demonstrating the model’s effectiveness in a controlled environment helps build credibility and can ease concerns about its broader implementation.

Implement it on a small pilot project with key stakeholders/members and review/assest/tune how to use this approach in our projects based on their continuous feedbacks and lessons learnt. Early successes can help team members to build confidence and buy-in.

When your team resists a new problem-solving model, addressing their concerns is crucial. Start by actively listening to their feedback and understanding their reservations. Provide clear explanations of how the new model benefits both the team and the organization. Share success stories or case studies to illustrate its effectiveness. By acknowledging their concerns and demonstrating how the change aligns with their goals, you can build trust and foster a collaborative approach. This transparency helps in easing resistance and gaining buy-in for the new model.

Address Concerns As feedback from the pilot projects comes in, address any concerns promptly and thoroughly. If there are issues with the new model, work with your team to find solutions. This may involve tweaking the model or providing additional support where needed. Demonstrating responsiveness to feedback not only improves the model but also shows your team that their input is valued and taken seriously.

Have regular meetings to address any concerns from the team. Never leave a question unanswered. The leader should not hesistate to ask for help from management or external sources, if he can`t answer satisfactorily.

Acknowledge their concerns, provide clear explanations, share success stories, offer support, and encourage open dialogue to build trust and confidence in the new process.

Once the team finds success, celebrate it with the team and share the success story. But also do retrospection on what can be improved, this can give new perspectives and ideas on what worked and what can be improved for the team and helps in customization of problem solving solution with respect to their area of expertise.

Here is the other big task to follow up, we must collect as much information as possible of the method or process that we want to change or modify, reviewing lost time, extra waste of materials, reduction of the number of staff, etc. and so we can compare it with the new results that are being obtained, in many cases the results are seen from the beginning and the differences become immense in reference to what we are replacing. AZ

To get your team on board with a new problem-solving model, start by clearly communicating the benefits and rationale behind the change, highlighting how it addresses current challenges and improves outcomes. Involve the team early in the process by seeking their input and addressing concerns, which helps build buy-in and ownership. Provide training and support to ease the transition, and demonstrate quick wins to showcase the model's effectiveness. Encourage ongoing feedback and be flexible in adapting the model to better fit the team's needs and preferences. #ahmedalaali11

Once the new problem-solving model is implemented, regularly reinforce its success to maintain momentum. Share positive outcomes, improvements, and success stories related to the model’s use. Recognize and celebrate achievements and contributions from team members who effectively adapt to the new model. Highlighting these successes reinforces the model's value and encourages ongoing support and enthusiasm among the team.

For agile-based projects, take time during Sprint Retrospective to let the team discuss about what worked well, what needs to be improved and share lessons learnt. Don`t forget to celebrate success with whole team with after work, lunch/dinner together, fun activities, etc.