Many companies currently fail to put in place the user-centric approach though users are the main goal of every product or service. The process of dealing with this issue is called Change Management – a widely used combination of words in ITIL. Yet, it is in human nature to resist change, that is why we are sharing the best methods on making the transition as smooth as possible.
It’s unavoidable that there’s going to be tension when it comes to changes no matter how you present them. And it is going to affect user experience as the people, as well as processes need some time to adjust.
Moreover, it can influence the results of your project.
People wouldn’t like to hear if there’s going to be a more complicated system a few stages before the release. But if implemented at early stages of the project, changes can be met with quite a different level of appreciation. It is important to bear in mind that the team itself is the driving force of change, and this force is fueled by their motivation.
Here are a few tactics to try out:
Find out the reasons for resistance so that you are able to address them. You might not think this way at first but it’s a good thing when people express their reluctance in open. As if they hide it and try to perform some guerrilla actions (like slowing down on purpose) it is far worse.
Dealing with this issue requires fighting not only the outcomes of the resistance but also the reasons behind it. From our experience, these are the most widely spread reasons for resistance:
As you can see, all the reasons are manageable with the right attitude and certain input of efforts. So use your patience and diplomatic skills, and deal with them even before you feel a negative impact of the changes.
Anticipation is the key here, so why not to think ahead. Try to figure out who are going to be affected the most and who might need your specific attention to adjust to the change. Let’s mark out the groups that might be affected the most by new methodology:
The people who are working directly with teams can support the change by doing exactly what they have been doing all the time – talking and encouraging them. HRs and Change Managers can seem as an ovious choice in taking on this role of change evangelists. However, they are not always having the same impact on people as Product or Project Managers, Service Owners.
Please, share your thought on dealing with resistance in change management. What were your tactics? If you’d like to ask some more ITSM-related questions, fell free to drop us a line.