¿Cómo se puede vencer la resistencia al cambio a la hora de transmitir un mensaje?

La resistencia es normal. Cuando intentas aplicar un nuevo proceso, un nuevo tono comunicativo, una acción o un evento, siempre habrá alguien al que le parezca una tontería o no lo apoye. Si entiendes sus razones, quizá no logres convencerlo, pero sí que no se convierta en ruido que te desestabilice. Es posible que no lo acepte porque tiene miedo, porque crea que no puede hacerlo, porque nunca le han escuchado o porque, lo más peligroso y grave, está "quemado" y cualquier acción va a ser cuestionada. Entiende bien las razones que le llevan a ser resistente y piensa en una estrategia de comunicación interna para cada una de ellas. Involucra a los resistentes en charlas sobre el cambio, haz que lideren la transformación.

The "why" behind change is so important to cooperation and understanding of what is happening. To get employees on board, tell them why and be specific. In order to do this effectively, you need to understand what the why is for each audience and make it as easy as possible for them to understand why this is for the best.

One must first understand nobody likes (or enjoys) change - it's just human nature to pushback. Using that as your baseline a messenger should outline the reasons for any change, i.e., regulatory, cost save, LOA, etc. I'd also recommend not beginning with how it'll benefit a company but what broader opportunities would be presented to the individuals being asked to adjust their efforts. Outline the whys! I've always found when individuals understand how their contributions impact a broader mission they're much more receptive to adapt to any changes being required. You also need to have buy-in from executive leadership - if that isn't available & I have seen / experienced where it isn't you should be even more transparent with messaging.

Resistance to change is a natural phenomenon. Change creates stress for everyone, our brain receives a signal of being in an unknown, unchartered, could be uncomfortable space. Change requires a space of nurturing, tending, rejuvenating and renewal. It requires a safe space for people to get in touch with their feelings like of fear, anger, anxiety etc. It is important to treat the space with compassion before encouraging to embrace change.

Before change can happen, there must be a challenge to the status quo and there must be an agreement that change is needed to achieve goals. A change champion must understand and be convinced about the need or importance of the change before he can effectively communicate the change to stakeholders. This can answer questions and doubts of others to buy into the change agendum for its success.

Recognizing the various motivations and concerns of your audience allows for tailored messaging that addresses their specific apprehensions. To achieve this, I employ tools borrowed from consumer communications and user experience design, such as stakeholder mapping and empathy mapping. Through stakeholder mapping, I identify key individuals or groups impacted by the proposed changes, enabling me to anticipate their reactions and concerns. Additionally, empathy mapping helps me delve deeper into the emotional and psychological aspects of resistance, allowing me to craft messages that better resonate with the audience's needs and perspectives.

Emphasizing the benefits of change and directing communications towards opportunities rather than losses is vital for fostering excitement and acceptance within the target audience. By highlighting potential positive outcomes that specifically benefit the audience, we shift the focus away from fear of the unfamiliar towards anticipation of growth and improvement. This approach not only instills enthusiasm but also cultivates a sense of empowerment, motivating individuals to embrace change as a pathway to achieving their goals and aspirations. Ultimately, by framing messages in this manner, we inspire optimism and drive engagement, both key for successful adaptation and progress within the organization.

One of the ways to encourage people to feel comfortable with change in to create a vision and purpose for it. What does the change promise? Why is the change important? What is the cost of not changing? It helps to slow down a bit and share information that are important of people.

When folks feel their voices are heard and their input valued, they are more likely to embrace the change. Surveys, focus groups, and interviews serve as effective means to gather insights and perspectives from the audience. Communicating outcomes and decisions should emphasize how the input was utilized, highlighting the direct impact of the audience's contributions. This approach not only fosters a sense of ownership and empowerment but also enhances transparency and trust. By demonstrating that decisions are made based on the feedback and preferences of the target audience, we reinforce the notion that they have a meaningful role in shaping the future direction of the organization, thereby increasing their willingness to embrace change.

Ao comunicar uma mudança em uma mensagem, alguns elementos que podem ajudar a minimizar a resistência : - dar contexto, explicar o porquê das coisas - explicar como a mudança contribui para a sustentabilidade do negócio e para as pessoas - expressar intenção genuína em cuidar das pessoas ao longo da jornada - antecipar possíveis dúvidas que as pessoas possam ter (fases da mudança, impactos, o que se espera delas em cada etapa) e deixar claro qual serão os meios e a frequência de atualização sobre a jornada da mudança - antes de fazer essa comunicação a todos os colaboradores, importante envolver, engajar e preparar líderes imediatos para que possam legitimar a mudança, dar contexto aos times, esclarecer dúvidas e criar espaço para diálogo

Avoid the following to avoid resistance to change: → Not involving employees in the decision making. → Not engaging stakeholders in implementation phase. → Not creating awareness for the change outcomes. → Not communicating clearly the desired milestones.