Your team is resisting new workflow procedures. How can you get them on board for increased efficiency?

Resistance to change was encountered when introducing new workflow procedures. Understanding the reasons behind the reluctance was prioritized. Fear of the unknown, lack of trust in the new processes, and concerns about job security were identified as common concerns. These fears were acknowledged, and reassurance was provided through open dialogue. By breaking down barriers with empathy, trust was built, paving the way for acceptance of new ideas.

I understand that team resistance to new workflow procedures can be challenging. To overcome this in the industry, it's crucial to adopt an inclusive and communicative approach. I start by clearly communicating the benefits of the changes, highlighting how they can streamline daily tasks and improve outcomes. Involving team members from the outset by listening to their opinions and suggestions to tailor the new processes to operational realities is essential. I provide practical training and ongoing support to ensure everyone feels comfortable and proficient with the new tools and methods.

La resistencia al cambio es natural y tenemos que saber que siempre va a aparecer. Es importante estar atentos y trabajar para minimizarla. La resistencia es una reacción a lo desconocido, al miedo de no poder adaptarse o realizar las tareas de otro modo, a perder el trabajo, etc. Desde mi punto de vista, una de las mejores estrategias para minizar el impacto es incluir a todos los trabajadores involucrados de manera temprana en los nuevos proyectos o rediseños de procesos. De esta manera, al sentirse "parte" y poder aportar ideas no se verán amenazados y el cambio se realizará de una manera más natural. Escuchar, involucrar y comprender en lugar de imponer debería ser el camino.

To bring these together and articulate the benefits to the employees, it's crucial to communicate clearly and directly how the new workflow procedures can streamline their daily tasks, improve work quality, and contribute to achieving personal and organizational goals. This involves emphasizing how the new methods reduce time wastage, enhance operational accuracy, and foster a more efficient and collaborative work environment. Additionally, demonstrating how these changes can open up new opportunities for learning and professional growth for employees can further increase their engagement and support for implementing the new procedures.

I would start by offering in-person or virtual training sessions where employees can learn practically how to use the new systems and processes. It's essential to provide real-world examples and scenarios that demonstrate the application of the new procedures in their daily work context. Additionally, making support materials available, such as manuals and tutorials, can help employees review and reinforce their learning after the initial training. Promoting a culture of continuous learning and encouraging feedback from employees throughout the training process is also crucial to ensure that everyone is comfortable and proficient with the implemented changes.

Engaging the team can be challenging, but it's an investment worth making. In my experience, it's important to start by creating an environment of openness and trust, where everyone feels encouraged to contribute ideas and concerns. Holding regular meetings to discuss goals and the benefits of planned changes helps align everyone in the same direction. By delegating responsibilities transparently and encouraging teamwork, employees feel more valued and engaged in the implementation process. Additionally, publicly recognizing individual contributions and successes reinforces team commitment and motivates everyone to work together towards common goals.

Involucrar al equipo siempre es fundamental. Cuando la gente se siente parte de un proyecto, aporta, se compromete con el proyecto y trabaja para que se den los resultados. Las mejores ideas siempre van a venir de las personas que están trabajando con ese "problema", hay que generar los espacios acordes para que la gente participe y escucharlos. Si trabajamos de esta manera, tenemos el camino al éxito asegurado.

Acredito que esse ponto seja crucial para o sucesso dos novos projetos. A grande maioria das boas práticas são geradas por pessoas que trabalham diretamente no chão de fábrica. O envolvimento destas desde o início do projeto, participando da etapa de brainstorming, posteriormente discutindo juntos as ideias geradas e colocando em prática a opção que melhor se enquadra no momento atual da empresa, faz com que eles se sintam envolvidos, com voz ativa e engajados nos processos de tomada de decisão, e não apenas uma simples matrícula para geração de produção.