For me, there are six key points to address when overcoming resistance to new technologies: -Make training engaging: Use interactive workshops or events to motivate the team. -Simplify the transition: Provide intuitive tools and gradual onboarding with personalized support. -Address key pain points: Identify and prioritize solving challenges faced by the team. -Showcase benefits: Highlight how the changes improve daily tasks and overall comfort. -Involve users: Demonstrate that their feedback directly impacts the tools’ evolution. -Ensure clear communication: Share the vision, goals, and benefits of the changes transparently to build trust and alignment.

Whether it’s a new technology or solution Best way to avoid reluctance is understand the team daily routine work packages and their delivery challenges To overcome these challenges we propose new solution with new technologies, this way teams will adopt new technology, new tools and new solutions easily as they know that these things will improve the productivity and efficiency.

Ease the user's fears or frustrations with the change Help the user understand why the change is being made Train the user in a way that works for them Prevent the disagreement from becoming personal.

Try to use "Force field analysis" (a simple visual tool - the technique was proposed by Kurt Lewin) at the beginning of a change initiative (resists new technology). It can be used to help understand the current context of the change and can reveal both barriers to overcome and possible sources of resistance. In this case, the team is in the "neutral zone" of transition. So, encourage consulting team, invite them to try out new approaches to work and to learn, help them to connect more intentionally with other people and other teams, organize social events (perhaps including family or friends), set up accessible temporary feedback and communication systems. It will be win-win situation for all.

To overcome a consulting team's resistance to new technology, involve them early in the selection and implementation process to foster ownership. Clearly communicate the benefits and provide comprehensive training and support. Start with a small-scale implementation to demonstrate benefits and address issues. Regularly gather feedback to understand challenges and make adjustments. Highlight success stories to show positive impacts on other projects or teams. These strategies help reduce apprehension and encourage adoption of new technology.

1. Sell the “Why” (Hard) Don’t just push features. Make it crystal clear. How this tech make their lives easier? More productive & profitable? 2. Hands-on Training No one learns software from a manual. Offer practical workshops. One-on-one sessions are even better. Let them play with the tool. Get comfortable. 3. Feedback is Gold, Listen Up. Create a feedback loop. Make it easy for them to voice concerns. Show you’re listening. Implement good suggestions. This builds buy-in. 4. Start Small. Scale Up. Don't force everyone to use everything at once. Pick a small team. A specific project. Test the waters. Prove the value. Expand. 5) Showcase wins publicly. Tech adoption is about people's concerns. Address & show them the value. You’ll win.

Training on new technology is critical, not just to use but also to demonstrate the benefits of the technology that simplifies the day to day tasks. Communication is the key, there can always be resistance in accepting new technology within the teams. This can potentially can be overcome by effective consulting within teams and showing benefits of technology and advocating change. Always ready to take feedback from the team, don’t take it for granted that new technology will solve everything as there can be gaps that are genuinely raised by team members. Respect feedback.

There are already many great answers on the methods. I'll add two cents: i. Have a change agent assigned - likely a person in the team who is motivated and savvy with the new technology. Empower him/ her to evangelize the change and make the adoption look doable and realistic. The number of change agents is a function of team size. ii. Let the new technology not be overly disruptive from the start. E.g. if you are introducing a program management tool, let it first disrupt say only the project planning aspect and let the other aspects/ functions run on the erstwhile technology. This way, the change would be digestible and easily accepted. iii. Lastly, expect resistance as a temporary reaction- it's okay. It's human nature.