Technology is amazing, right? And not only do you love it, you are so excited to have brought this incredible new technology to your team. But when you look around at their faces, you don’t see that same excitement. In fact, you might not see any enthusiasm at all. Why not? Don’t they realize how GREAT this new tech is?
No, they don’t. This is where you must take a step back and realize not everyone thinks like you do. For a lot of people, changing from one kind of tech to another is inherently complicated, scary and considered a waste of time.
These early adopters are the other people in the organization that are interested in technology and actually use the current systems that are being replaced. They can be key advocates that can make a big difference in getting buy-in from others. You have to pick the right people, though. They...
Are influencers in their areas
Have a strong network with their peers
Are recognized for their honesty and integrity
Reinforce the 'why'
Users typically don’t care about all the “Ooh, shiny!” aspects of new technology. They want to know what it’s going to do for them. What problem is it going to help them solve? How is it going to make their job easier? How is it going to make their customer’s experience better? These are the whys you need to highlight for them.
Make the tech easy to access
Surprisingly, this step is commonly overlooked. The steps for accessing and using this tech need to be easily integrated into the current routine. Make it so. Otherwise, inconvenience can be an easy excuse for resisting technology adoption.
Give early adopters a voice
Remember those influencers you picked out earlier? Listen to them. Respect their opinions and criticism. Incorporate that feedback into your team's path forward. Make the changes they request. Show them you value their input. Because you do.
Minimize the pain
Make sure training and support tools are available and easy to access.
Have subject matter experts immediately accessible.
Create a gamification angle that encourages participation.
Build reinforcement across the organization
In the beginning, recognize and reward behaviors - not results. Show appreciation for those engaging in the change managementprocess, regardless of how 'well' they are using the new tools.
Use peers to reinforce good behavior. Incentivize them to encourage each other.
Have management track and reinforce technology adoption. This means make sure managers are proficient in the new tech. They have to use it themselves.
Track early indicators to target support and success
Make sure you are consistently showing everyone why this tech is a good idea. Show how using it positively influences your organization. Onboarding new tech isn’t over once people start using it. You need to prove its validity over time.
How Aspirant Can Help
Use the form below to request a casual discussion with our Digital Transformation and Organizationalexperts about how we can help you devise and implement a plan for overcoming resistance to new technology and eliminating technical debt.
Any questions or feedback? We'd love to hear from you.
Judy partners with executives and leadership teams to engage and inspire employees in a way that delivers sustainable strategic results. She brings deep expertise and creative ideas to solve organizational effectiveness issues and closely collaborates in a way that builds internal capabilities. Judy has spent over 25 years consulting in a variety of industries, bringing her expertise in behavior to a wide range of organizational issues including organizational behavior change, leadership, change management, culture and engagement.