How do you deal with a group member who is hesitant to change?

My experience says listening attentively with sincere interest to understand the other person’s point of view is a must to deal with resistance to change. This is the hallmark of authentic leadership. Authenticity simply transmits across the table to resonate with the other person. To motivate true change, it is essential to have unhurried, face-to-face, one-on-one conversations with those who are resisting the change. Listening is key to making everyone feel understood. Be open to learning something new and modifying plans if necessary. Effective dialogue typically requires at least two conversations, with time in between for reflection. The ability to manage resistance effectively is crucial for successful change management.

The vast majority of people are not against change, they are just stuck in a certain way of doing things, habits, culture, call it as you want. Allthough explaining the benefits of a change is important, (re)training is important, it is definitely not enough for putting the majority of people in motion. How many people don't know that not smoking is better for your health than smoking? How many people stopped doing so when they learned that? right.... So the key thing is : accompany people doing things in the different way in real operational circumstances to reprogram your habits over a longer period of time until the change has become the new habit and feels natural.

People dont want to change or not accept changes for two reason: lack confidence of their knowledge and skill and stay in their comfort zone for too long. As leaders, we have to communicate clear to all members about changes such as: why change, what to do, when we expect to have result. In addition, leader need to stay closely with the team to set a good example and support them being more confident to overcome obstacles.

You can NOT change anyone else. You can INSPIRE them to consider change. Change doesn't happen because you want it. It happens because you understand what they are resistant to. Often it's not the change itself, it's rather certain outcomes as a result of that expected change that they do not understand. To inspire others to change, you need to: - Listen to their perspective - Understand what exactly they are resistant to - Build on what familiar looks like for them even with that change

1) None of us like change because of the unknown. - The only way to propose a change to a team member is to show the full picture in a logical way & highlight the risk vs. reward. 2) Being honest and open about the risk increases trust and that helps with being open. 3) Finally, give them the time. If you push it - it breaks. If you give it time, the chances of success are higher!

Help them see the big picture. Give specific examples of benefits. Will new skills open career doors? Will updated processes increase efficiency? Will expanded roles allow more creativity? Connect the dots. Address their worries head on. Arm them with information to overcome doubts. Provide training and resources to smooth the transition. They won't be left in the deep end. Set clear expectations for participation. But make it collaborative. Ask their input on the rollout plan. Accountability should go both ways.

In my opinion, the next step is to communicate the change's benefits and expectations clearly. For instance, if we're introducing a new project management system, we should explain why it's necessary, such as streamlining task allocation to boost productivity and efficiency. This will improve our project outcomes and save time for the team. Provide specific examples, like how it will reduce project bottlenecks, avoid vagueness and set realistic expectations. We should also address any questions or objections the team may have, highlighting the opportunities for each team member to contribute and benefit from this improved system, making their work more efficient and rewarding.

Be sure to communicate the benefits in the style that is most comfortable for your audience, not the style you prefer. For example, if you are a very data-driven person but your counterpart is not, all the data in the world isn't going to help. Knowing your audience and adapting your style is key. If you're reaching a broad audience, be sure to cover all styles in your communication.

In my experience the individuals don’t always clearly understand the vision. I would typically reiterate the future state and how the change will add value to bot the organization and them. Getting them to visualize the future state and working together on any concerns, often helps to break down the fears and resistance.

I have seen many fail when trying to implement change in the workplace. One of the reasons is that leaders forget the human side of change management. For any change in the workplace, employees need to know: 1- Meaning (Why the change?) 2- Vision (Where is this change taking us?) 3- Training (How will they remain effective?) 4- Support (Resources that will be made available) Communicating clearly and promptly with employees is critical; making them a part of the change is also essential. Employees need time to process change and feel safe and supported throughout the process. They also need to see that their leader will be there for them should they need support.

Remember this: You had time to absorb the change. Now you're introducing it to your team, and although you might be fully on board, they need the time and space to absorb it as well. You might be more comfortable with the change because you helped craft it. Give them that same grace and sense of control — and they'll come along, just as you did.

I always think of this wonderful quote "People want to change. They do not want To Be Changed." This is true in work life and personal life. So we must find a way to make everyone feel involved and see the benefits of the change, and this starts by asking questions and listening, preferably in 1:1.

Involving people in the process of change is not enough! I can listen to people for hundreds of hours and keep them informed about the processes and the latest news, but it is not sufficient! When people express their concerns and provide feedback, they do so with the expectation that their valid concerns will be taken into consideration. People need to feel that their suggestions are being thoroughly analyzed and put into practice. As an employee, if I suggest something to my company and they include my suggestion in the analysis process, I will appreciate it and remain loyal to them for as long as I can!

Lidar com membros de um grupo que hesitam em mudar pode ser um desafio, mas é uma parte importante do crescimento e evolução do grupo. Sem contar que, envolver esses membros no processo, compreender suas perspectivas e comunicar claramente os benefícios e expectativas da mudança são estratégias eficazes. A colaboração e a empatia desempenham um papel fundamental nesse contexto, ajudando a construir consenso e a superar a resistência à mudança.

Change agents have long been a key contributor to successful change management. These informal influencers can direct the general opinion about changes in their organization. Another critical group are people managers at all levels. While senior managers need to show their support for the change, direct people managers are the first point of contact when employees want to understand how to interpret the change. Hence establishing a people manager forum where timely information and helpful tools are shared with those first-line managers are another success factor.

Ensuring psychological safety, and creating a harmonious environment devoid of biases and prejudice can be a huge contributer to bring people along on the journey. Being a good listener and making people feel valued are invaluable. We all are, indeed a product of our experiences, journeys and aspirations and open up when the environment feels conducive.

Ongoing follow up is key to managing change. Progress may seem slow but persistence pays off. Reinforce why the change is happening. Remind them of benefits. Make sure they understand expectations. Give them a voice but set clear boundaries. Give positive feedback when they make progress. This helps motivate them. Celebrate small wins. This builds confidence. Listen to any concerns they have. Address issues respectfully. Adapt if needed but stay aligned to goals. Provide coaching and support. Change is hard. They need empathy and guidance.

Regular follow up is the key for understanding the direction adapted by the group member. Start with the positives along the examples which strengthens his/her belief to continue with the good work. Improvement areas also to be discussed in a constructive way. Remember giving critical feedback is not to dishearten but to show different ways in overcoming their resistance and let them continue to walk stronger on a new path.

When any of us are adapting to a change, we are on a type of learning curve. Which means it is not uncommon to make mistakes or perhaps have a few missteps as you implement new things. I like how the article put it - check in to see how the person is coping and progressing. The idea of coping means they may struggle - and that is normal. I think we can all relate to having to cope with change being hard at times. I also like the word progressing. At first, that learning curve is really steep and it feels like you are having to work twice as hard to get the same results as before. It feels like you are making no progress at all. It would make you question the change. Having leaders checking in with encouragement and direction is huge.

Consistently check in with the group member to assess their coping and progress. Utilize the feedback obtained to make any vital adjustments. Celebrate their small victories to instill motivation for accomplishing larger milestones. Reiterate the benefits and expectations associated with the change. Convey your genuine care and unwavering support, assuring them that you are by their side every step of the way. Avoid forcing change or rushing the process. Grant them the time they need to adapt and exercise patience throughout.

Clearly explain the reasons for change. How will it help the group's goals? Use real examples they can relate to. Frame it positively. Focus on opportunities, not just challenges. Tap into their skills and experience. Change is hard. Some resist more than others. Meet them where they are. Don't force it. Build trust first through listening. Acknowledge their feelings. Empathize without judgment. Let them know they won't be left behind.

Ever felt the pushback when introducing change? Been there, done that. The trick? Tap into the change curve. It's not just about the "what" but the "why" and "how." Find out where your team member stands—Are they in denial? Maybe they're at bargaining phase? Pinpointing this is gold. Ignorance often fuels resistance - so shed light, offer context, and remember, it's a curve, not a straight path. Everyone's pace varies. Be the guide they need.

As an autistic worker, even minor changes that are not a big deal to others within the business are huge for me. Resistance to change is often framed as a negative, but this ends up harming neurodivergent and disabled people. I'm not against change, but I personally need to understand why they are happening and what the benefits are. I also might need more time and support to adapt to changes, particularly if they contradict existing systems and patterns.

In my experience; at early stages avoid CHANGE concept, try to put the image of other perspectives, alternative options, short examples which are easy to understand, slowly move to more concrete examples which are relatively inline with what you are actually to arrive at. Let them digest, give freedom of thinking about it…this will make them ready to think for CHANGE by themselves! Now you are ready to bring your actual objectives, plans.. whatever you want them to CHANGE! It works better I think. If you are able to make understand ‘What’s in it for me’ ; it’s the easiest to ensure it will work!

Celebrate small successes and wins, this will help to maintain the motivation and morale. Change if it is prolonged can be daunting and exhausting, so ensure that each milestone is a win thus leading you to the end goal