Your team is resistant to a new problem-solving approach. How can you get them on board?

Make each team members to realize that all are equal stake holders to the problem. Make all individual empower to think beyond problem. Educate on problem statement. make problem statement as simple as possible. Some time rather most of the time fear of losing comfort zone about problem used to play big role. Possibly show case the bigger picture of result of solving particular problem. I'd prefer to have team member stake holder of situation. Developing empathy for individual is more important and be a contributor with individual for the process of solving problem is sure shot. Failure is mine and success is 0f all, letting individual believe that there is a shoulder to rely on - the environment and development such trust is on priority.

To get your team on board with a new problem-solving approach: 1.Communicate the why: Explain the reasons behind the change and the benefits. 2.Involve them in the process: Encourage team members to contribute to the development and implementation. 3.Address concerns and fears: Openly discuss and address any worries or doubts. 4. Make it a team effort: Emphasize that everyone is in this together and that collaboration is key. 5.Be patient and persistent: Change takes time, so be consistent and keep reinforcing the new approach. By following these steps, you can help your team overcome resistance and embrace the new problem-solving approach, leading to improved collaboration and results.

In my experience, whenever I have this issue (it happens quite often that the team hesitates to go beyond boundaries set), I normally see that they can be onboarded through a visual proof of concept and small wins. An example that I can think of was implementing algorithm based daily sales report, BI and material allocation to orders. The whole customer service team of mine was not convinced that this approach will work (too many sub processes, many reports, too manual were some of the reasons). I finally got going to show them a demo of how the new method works and also reduces the manual burden on them. Took me a couple of weeks. Now it has been 2 years, everyone swears on this report and its efficiency now. 12 manhrs saved per day

Understanding the root of your team's resistance is crucial, as change can be intimidating and it's natural for people to cling to familiar processes. Start by having open discussions to identify their concerns, whether it's about the learning curve or doubts about the new approach's effectiveness. Listen actively and validate their feelings to show respect for their perspective. This helps build trust and openness to new ideas.

It is always to explain the cause for the change, what benefits do we seek to gain by adopting the change. Always create a space where your team feels comfortable to participate in the problem solving process. PS forums must not be hostile. Ensure adequate training on the new tool and allow inputs from the team but most importantly rally everyone to embrace the change. The team must own it and they must be free to practice it without fearing you as the manager. Allow them to fail that’s how they will improve using the new method. Even reward and recognise those that are adopting it fast so that others can follow

Team members may fear the unknown, the possibility of failure, loss of control or disruption of their comfort zone. Actively listening to these fears without judgment allows you to understand the roots of their resistance. From there, specific strategies can be designed to address each concern, either by providing additional training, clarifying the benefits of the new approach, or demonstrating successful examples. Involving the team in co-creating the change process can also be a powerful tool for reducing resistance, as it gives them a sense of ownership and control over the implementation of the new approach.

To get a resistant team on board with a new problem-solving approach, I would first listen to their concerns and perspectives. Then, I would clearly communicate the benefits of the approach, align it with team goals, and provide training or support as needed. Building consensus through collaboration and demonstrating success gradually fosters acceptance.

A quick catch up with my team where I will be delivering a basic expectation of their leadership in this situation and will ask for to collaborate all qualities and ideas together and after that I am sure that with number of solutions we will be able to deal with all problems and will together feel energetic to present our best output.

To get your resistant team onboard with a new problem-solving approach, clearly explain its benefits and why it's needed, involving them in decision-making to create a sense of ownership. Offer training and resources to educate them, starting with a small project to demonstrate quick wins and build confidence. Address their concerns transparently, provide continuous support, and lead by example to show your commitment. Foster a supportive environment that encourages learning and aligns the new approach with the team's and organization's goals. Continuously monitor progress and be open to adjustments based on feedback, ensuring the team feels heard and supported throughout the transition.

Some ways to get started: - See how switching strategies turned challenges into triumphs for teams like yours. - Discover how a new approach to problems lit up the path to success for others. - Witness the transformation stories of teams who dared to innovate. - Learn from the success stories where a change in tactic made all the difference. - Join the journey of teams who found remarkable solutions through fresh strategies.

Clearly articulate the value of the new approach in terms of outcomes, streamlining processes, or making work easier. Use data or examples to support your points. It is also essential to show the new method aligns with the team’s goals and values. Make it clear that the approach is not just a top-down directive but something that benefits everyone. This is most likely to happen if you seek input from a sample of employees first to understand their concerns and gain buy in from a few team members who can share the message.

Identifying 'superstars' can accelerate adoption of new approaches (ideas / technology). These individuals are excited about new approaches, have a positive attitude, and are influential within the team. They understand that the new approach won't be perfect initially and are willing to provide invaluable feedback. Once you have their endorsement and implemented their feedback, you can roll out the new approach. As an academic coach, I collaborate with 'superstar' students to develop innovative learning methods. One approach I am implementing is spaced repetition (digital/manual). Spaced repetition has been proven over the past 100 years to increase retention (google: Ebbinghaus’ forgetting curves) and facilitate higher-order thinking.

When advocating for change remember that each of us have what could be modeled as a man riding an elephant within us. The interior man is the rational aspect of us and the elephant is the emotional aspect of us. Convincing the rational side of us without convincing our emotional side is like convincing the man but not the elephant. As much as the man may try to get the elephant to change direction, in the end the elephant will win. It's no contest. The lesson: just pointing out facts or the merits of the change often won't be enough. Our message must consider how people's emotional resistance can be removed.

Explain how the new approach can improve work efficiency and effectiveness, highlighting concrete examples of how it has worked in other contexts or in internal testing. Emphasize the personal benefits to team members, such as reduced workload, development of new skills and opportunities for professional growth. Show how the new method can solve existing problems faster and with better results, which can translate into less stress and more time for creative projects. In addition, align these benefits with the company's goals and values, demonstrating how the change will contribute to the overall success of the team and the organization.

Communicating the benefits is much more viable than doing the opposite. Approaches based on threat and fear may have effects in the short term, but then the opposite effect comes and is much more damaging. After all, a disengaged team, with an aversion to leadership and without trust, does not innovate, relationships and deliveries are reduced to the minimum necessary and dismissals increase. Therefore, the most viable approach is persuasion, convince your teams to do what you want, show the advantages that everyone will have in the short, medium and long term. And always be available for reviews and improvements.

Analisar um problema e encontrar a causa raiz, poupa tempo, economiza recursos, além de possibilitar a melhoria contínua dos processos e da própria evolução dos colaboradores. Novas técnicas são aprendidas.

Working at a startup, our team used lengthy user testing methods. I discovered Rapid Iterative Testing (RITE) and suggested trying it. The team was skeptical, fearing it wouldn't provide deep insights. To win them over, I organized a short presentation during a team meeting, highlighting RITE's benefits: faster feedback loops, quicker iterations, and improved user satisfaction. I shared frequent updates and positive user feedback. The team saw how quickly we identified and fixed issues and were impressed by the efficiency. By clearly communicating the benefits, I got the team excited about RITE, leading to faster and better design improvements for future projects.

In my experience, gaining team buy-in for a new problem-solving approach starts with transparency. I’ve found that when you communicate the "why" behind the change and actively involve the team in discussions, resistance often fades. Offering hands-on training and showing real-world success stories can also build trust in the new method. It's important to be patient and open to feedback, as this demonstrates that you value their expertise. By leading with empathy and collaboration, I’ve successfully navigated such transitions in the past.

Indirect way is the best approach in my opinion. All he team members will be provided with a piece of paper and ask them to write theirs concerns by not mentioning their names. The piece of papers are than folded and kept all together and randomly solve the problems one by one. In that way, no one will know the problems faced by any specific individual but everyone's problem will be solved.

Implementing a pilot program can be an effective out-of-the-box strategy to address your team's resistance to change. Here's how to design and execute a pilot program that can help overcome this resistance:Select a Representative Team: Choose a small, diverse group of team members to participate in the pilot. Ensure this group includes both advocates and skeptics of the proposed change to get a balanced perspective.Define Clear Objectives: Clearly outline the goals and expected outcomes of the pilot program. Make sure these objectives are specific, measurable, achievable, relevant, and time-bound (SMART).Develop a Detailed Plan: Create a comprehensive plan that includes the timeline, resources required, and specific tasks to be completed.

No workforce can give the max expected output or efficiency when a huge workload without feedback or testing has been done. The workforce can be set to achieve desired long term goals by initiating short term, low risk projects to see the loopholes and inefficiencies. Continuous feedback would definitely elevate the success of the project.

Introducing a new approach through a pilot program is a strategic way to ease your team into the change. Start by selecting a small, low-risk project that can serve as a testing ground for the new method. This allows your team to experience the benefits firsthand without the pressure of a full-scale implementation. Once the pilot program is underway, monitor its progress closely and gather feedback. If the new approach demonstrates effectiveness—whether through improved collaboration, faster results, or enhanced creativity—this success can act as a proof of concept. Sharing the positive outcomes with the rest of the team will foster greater buy-in and encourage them to embrace the new strategy more readily.

A pilot program allows the new approach to be tested in a controlled, smaller-scale environment, which helps reduce initial fears and resistance. Selecting a specific project and forming a small, representative team to participate in the test is critical for the data collection phase and continuous feedback from participants, making adjustments as needed. Direct observation of benefits and real-time troubleshooting can convince skeptics of the effectiveness of the new approach. In addition, the successes and learnings from the pilot can serve as case studies for the rest of the team, tangibly demonstrating the advantages of change.

Here's how to get your team on board with a new problem-solving approach. 3. **Pilot Program:** Start with a small-scale pilot program to test the new approach. This allows them to see its effectiveness firsthand and reduces risk.

Let's start with a pilot program to introduce our new approach. We'll choose a small, low-risk project, allowing us to implement and showcase the method's effectiveness. This step-by-step introduction helps our team adjust without the stress of a complete overhaul. With this manageable scale, we can identify and address any issues early, ensuring smoother transitions. A successful pilot will serve as a proof of concept, building confidence and gaining buy-in from the rest of the team. This methodical, thoughtful approach respects our team's well-being while driving innovation and progress.

Introduce the new approach through a pilot program. Select a small, low-risk project where you can implement the new method and demonstrate its effectiveness. This allows your team to test the waters without feeling overwhelmed by a complete overhaul. A successful pilot can serve as a proof of concept, increasing buy-in from the rest of the team. By starting small, you give your team a chance to experience the benefits firsthand and build confidence in the new approach, making them more likely to support broader implementation.

In security environments, introducing data analysis technology and predictive models can meet with skepticism. These models help identify unusual behavior patterns and predict criminal activities, improving operational efficiency. Focusing on small achievements, such as quickly solving complex cases, is essential to demonstrate the value of change. Starting with a pilot program in a specialized unit allows for adjustments based on team feedback before broader implementation, showing how predictive analysis enhances responsiveness.

Un buen ejemplo de exito que he podido percatarme en mis años de experiencia es cuando se desarrollan pequeños proyectos pilotos que terminan siendo el inicio de grandes cambios o renovaciones en las compañías por ejemplo un pequeño sofware en un departamento y que después se traspasa a toda la compañía o porque no esa idea loca que hace que la organización despegue velozmente.Sin duda que los pequeños programas pilotos ayudan al desarrrollo organizacional.

Correto! Programas pilotos devem andar em paralelo, pois não devem comprometer o andamento normal do processo, até porque podem gerar desconforto ou não serem aceitos de imediato devido a algum ajuste a ser feito.

O treinamento das equipes deve ser contínuo, tanto para novas ferramentas com para reciclagem, a equipe em dia com treinamento sempre estará desperta para novos desafios e soluções de problemas operacionais.

These sessions should be designed to familiarize the team with the principles, techniques and tools of the new approach, providing a clear and practical understanding of how to apply it. Start by identifying the needs and knowledge levels of the team members to tailor the content of the sessions effectively. Make sure sessions are interactive, including practical exercises and real-world examples that demonstrate the effectiveness of the new approach. In addition, invite experts or experienced facilitators who can provide credibility and answer questions from the team, addressing any questions or concerns they may have.

The only way to make sure there is no sense of fear or misunderstanding about the new method is by keeping training sessions plus giving them a safe environment where they can speak freely so that their problems can be addressed in training.

Training sessions should have 2 parts; 1. Classroom training - Need to identfy all sources about new approach - Support with visual contents - Give examples from real life - Encourage for new style - Answer all questions beginnig with 'why?' 2. Demonstration - Verify new approach applicable by team members - Let them to perform topics handled in classroom training - Ask questions about unexpected scenarious and evaluate responses.

You must empathize with your team members about any fears/concerns on new implementations. Change can be scary but is needed for growth. You have to make sure your team sees that you really thought this idea through and how you believe this will be beneficial for the team. Pitch the new problem-solving approach as a pilot for X amount of time with part of the team. This will allow for data collection, results and then come together to share the learning experience, the data and the team is able to see results.

Um exemplo que já acontecer é o medo do novo, contudo, quando buscamos conhecimento e/ou somos treinados, a confiança aumenta e aquele obstáculo fica menor.

Provide comprehensive training sessions to ease the transition. Make these sessions engaging and tailored to different learning styles. Incorporate hands-on exercises and real-world scenarios to ensure the training is practical. By building a strong knowledge base, you can alleviate any anxiety about the new approach and empower your team to use it effectively.

Offer comprehensive training sessions to ease the transition. Ensure that these are engaging and tailored to different learning styles. Use hands-on exercises and real-world scenarios to make the training practical. Providing a strong knowledge base will reduce anxiety around the new approach and empower your team to use it effectively. Effective training will not only boost their confidence but also demonstrate your commitment to their success, fostering a supportive environment where the new problem-solving method can thrive.

El entrenamiento es la base de cualquier organización desde un pequeño emprendimiento hasta una compañía multinacional.Las empresas que destinan recursos a sus áreas de entrenamiento son siempre competitivas porque entienden el verdadero significado de tener equipos altamente calificados y preparados. Lo peor que puedes hacer es tener a alguien en tu organización y no prepararlo para los nuevos desafíos.

É de fundamental importância treinar o time e capacita-los da melhor maneira a realizar cada função, companhia o aprendizado de cada um e dando todo suporte necessário.

Recognize and celebrate successes, no matter how small, as your team starts to apply new problem-solving techniques. Positive reinforcement builds confidence and enthusiasm, motivating everyone to continue improving. Share these wins with the entire team to foster a sense of collective achievement and momentum. Celebrations can be as simple as a shout-out during meetings or a note of appreciation. Acknowledging these efforts highlights the value of each contribution, creating an uplifting environment where everyone feels appreciated and driven to excel. Together, small victories become the foundation for larger, impactful successes.

À medida que a nova metodologia de resolução de problemas vai sendo implementada, é importante que o gestor incentive frequentemente as equipes. Um ferramenta bastante eficaz é comemorar as conquistas, os sucessos alcançados até aquele momento, mesmo que sejam pequenos. As equipes necessitam de apoio, confiança e assim, o entusiasmo e a satisfação vão tomando conta do ambiente. Compartilhe as ações que deram certo com todos da equipe, parabenize individualmente e o grupo, demonstre que as conquistas são de todos. Promove o espírito de coletividade.

O conceito de team work deve ser valorizado desde o início, ou seja, a união da equipe deve prevalecer nos momentos ruins e também nos momentos bons, pois acredito que cada etapa de um projeto entregue deve ser comemorada. Isso agrega valor nas relações de trabalhos e além disso motiva todo o time para a próxima etapa.

Momentos de descontração são importantes principalmente se eles são intencionais. A comemoração dos sucessos das estratégias adotadas engajam o time em um grande sentimento de pertencimento desde que, sejam evidenciados os avanços.

Emphasizing and celebrating even the smallest victories as your team adopts new problem-solving techniques is crucial. Positive reinforcement not only boosts confidence and enthusiasm but also helps to create a supportive environment. Sharing these successes with the entire team fosters a sense of collective achievement and momentum, encouraging everyone to stay committed and motivated toward the new approach. This approach helps in building a culture of continuous improvement and innovation.

Recognize and celebrate successes, no matter how small, as your team starts to apply the new problem-solving techniques. Positive reinforcement can go a long way in building confidence and enthusiasm. Share these wins with the entire team to foster a sense of collective achievement and momentum. Celebrations can be simple, such as verbal acknowledgment in meetings, or more elaborate, like team events. This approach not only highlights the benefits of the new method but also strengthens team cohesion and morale.

As we eventually gain success in implementing new ways . We should make sure that it is well celebrated as this brings the team a feeling of belongingness and brings better values towards the organisation .

Sí, pero no nos pasemos, a ver si vamos a tener un equipo que necesite que les estemos motivando por cada logro. Hay que venir motivado de casa, aunque por supuesto los logros hay que valorarlos, pero sin excesos.

A liderança eficaz deve partir do exemplo, exemplo que seja inspiração para todos os liderados, além de criar um ambiente colaborativo que propicie momentos de trocas e realinhamento, as retomadas e escuta ativa dão sustentação para as novas abordagens adotadas.

Several methods I see that are useful include - Involving the team in the decision-making process to foster a sense of ownership and responsibility. - Clearly communicating the benefits of the new approach/idea and how it aligns with the team's goals. - Building confidence with those new methods, by reinforcing positive momentum to ensure the team remains committed and motivated.

Things are bound to change. There is always a new procedure, process, and different approach to each problem. Getting the team to adapt means we have to be available for any questions that may arise, and ready to be the point of contact if they have concerns. Let them voice their feedback, discuss their needs, and find the solution of their issues are one of the things we can do to support them.

Delegar funções e atribuir novas funções requer um acompanhamento e um suporte. É preciso acompanhar sua equipe e verificar o processo e como este pode ser melhorado e que rota precisa ser corrigida. O suporte e acompanhamento do líder vai deixar o time mais confiante e confortável.

Nunca podemos esquecer que, gente é o valor mais importante: - Com esse mindset, do valor humano sendo valorizado e respeitado, certamente as pessoas estarão mais felizes e assim, a jornada fica muito legal!

Acredito muito no poder do processo com a construção e responsabilidade compartilhadas. A gestão do clima não é só do líder e sim de cada membro da equipe. A partir do momento que se compreende todas as angústias e aflições, como podemos solucionar isso juntos? Quais ferramentas utilizaremos? Como será realizado o acompanhamento... Isso tudo, se de modo colaborativo, tem efeito mais rápido pelo sentido de pertencimento e respeito com todo o time.

We may get our team motivated to practise problem-solving by showing them how root-cause analysis as the practical approach to start solving problems. The root cause analysis would identify the root cause of a problem hence we could identify the corrective actions. The corrective actions would solve plenty of problems.

I find helpful that In areas with high gang violence, implementing a pilot program for conflict mediation using data analysis to identify times and places prone to violent incidents can be very effective. As violent confrontations decrease, officers support the approach demonstrating how data can guide safe and effective interventions.

The first thing to do is to actively listen to the team's doubts and concerns, then clearly communicate the advantages and benefits of the approach and involve the group in the decision-making process. It is critical to lead by example and leverage influential team members to support the change.

Bring the team together and hold a meeting. Each side should disclose their line of thinking and the reasoning behind the position. Explore the other side’s position. There maybe things you hadn’t considered, or things they hadn’t considered. The things to consider are not necessarily deal breakers, just areas that need support and monitoring. With all the information on the table, it maybe possible for both sides to start the line of thinking as one and end up in the same place.