Overcoming Resistance to the New System
Billy G. Griffin
South Carolina Electric and Gas Company Electric GIS 246 Stoneridge
Dr. Greystone II Suite 101 Columbia, SC 29210
Abstract
IT projects are often proposed, developed and implemented without much regard
for the end users. However, the project’s success depends on their acceptance and
usage. As we play our roles in the development and implementation, we know that
it is in the users’ best interest to support these systems. Sometimes we are blind to
the many changes this will require on their part. They will resist and we must
respond.
The author will share past experiences and lessons learned. These will include
many things often taken for granted, such as a convenient training facility, a
friendly, knowledgeable and patient trainer, methods for addressing user
suggestions, and strategies for scheduling around busy work loads.
This paper will also explore ways to minimize the negative impact of resistance and
improve user buy-in as the project grows. Topics such as establishing an active user
committee to address user issues, setting up an enthusiastic “help desk” to quickly
handle the snags and glitches they will encounter, and providing an easy to use
Training and User Manual
Readers should get a good idea of where to expect resistance and have several tools
to handle the resistant user and possibly turn him into an advocate.
Introduction
IT projects are often proposed, developed and implemented without much regard
for the end users. However, the project’s success depends on their acceptance and
usage. As we play our roles in the development and implementation, we know that
it is in the users’ best interest to support these systems. Sometimes we are blind to
the many changes this will require on their part. They will resist and we must
respond. How we respond may be as important to our users as our response itself.
Objectives of this presentation
The primary objective of this presentation is to recognize and respond to the
resistance that will come with new technologies. This is a multi-phase process that
can be broken down into manageable parts. First, know the players and be
prepared for resistance. Minimize the resistance by gaining acceptance proactively,
and involve the user community continuously to promote ownership.
Know the Players
Before any change management or resistance management can take place, we first
must know the players in the game. The primary player, of course, is the user
community. The other side consists of the project team, primarily the Trainer and
subordinate support personnel. In the middle of the ring is the Project Champion,
the management representative to moderate the differences and calm the waters
when necessary.
The User Community will be a diverse group of employees. Some will be new to the
business and some will be the veterans of many “new” systems. Some will grasp
new technology and some will have difficulty. All will have an opinion on how
things should work.
Of the User Community, the newbies will embrace the technology the easiest.
Others will be like sleeping dogs and accept the changes thrust upon them. Some
will be loud and vocal on the downfalls of technology. Try to enlist them. Feed
them ownership principles and convince them that they are valuable. Turn them
into the Super Users and make them feel like they are the smartest people in the
company.
The Trainer and other project support personnel are really sales and promotions
experts. As an application trainer, my own observations indicate that about 10% of
my time is spent actually training. Of the other 90%, the vast majority of this time
is spent promoting the applications. Answering questions like “How is this going to
make my life better?” or “What’s in it for me?” A good Trainer will have the
patience, knowledge, and personality to handle these issues.
What is the Project Champion? He is the player in a position, Vice President level if
possible, to encourage development of new processes and promote, encourage and
enforce their use among his subordinates. He is the person who can make or break
an Information System project. He must be kept well informed on the purpose and
progress of each application so he can answer to President and/or CEO.
Be Prepared for Resistance (why do they Resist?)
Resistance is basically “fear of change”. Why are people afraid to change? We
have all heard reasons like ‘We’ve always done it like this.’ ‘The new way is too
slow’. ‘I can’t’. ‘I’m too busy to learn more stuff’. Sometimes the user doesn’t
understand the reasons for progress. Misunderstanding the goals of a project is one
of the biggest contributors to fear of change. If the user community is given a
benefit analysis early in the project, they may see more clearly the need for change.
But a general rule says that the last system is the best technology and the upcoming
system is to be feared. Until another comes along, this new beast will be hated.
Then the cycle repeats itself. People tend to love the last big change and hate the
next big change.
Acknowledge that resistance to new systems comes in many forms from quiet
refusal to use new tools to the hostile, vocal and sometimes uneducated reactions
and undermining of a project.
Minimizing Resistance or "Heading it off at the pass"
By knowing resistance is coming, it will be easier to strategize a path to overcome it.
I have eight basic steps to accomplish this.
Involve the User Community – Prior to and during development
Secure the Project Champion
Test the product thoroughly
Answer the Why question early and often
Train the users
Involve the User Community – During implementation
User support
Involve the User Community – After implementation
