Humans are a fickle bunch. We whine and complain about the way things are and riot when things change. It’s never about the “old way” and the “new way”; it’s this interim change period that messes things up. The old way is comfortable and the new way may be better, but getting there takes effort and commitment. It’s often easier for people to convince themselves that the way we’ve always done things is the best way, rather than making the effort to adapt and learn.
Adopting new technologies is often a struggle in the construction industry. As more organizations adopt digital project delivery solutions, supervisors often find it challenging to implement new software with their field staff. Usually, the problem is not with an intuitive interface or training; is with philosophy By changing the way you approach change management for field staff, you may find it easier to overcome dissenting voices and bring enthusiastic team members on board. In our advice to managers, we suggest thinking small.
1. Sell small change
Upgrading from spreadsheets or paper and pencil to construction management software is exciting. It enables teams to be more efficient, decisive and cost-effective in completing projects. But in the face of individual team members concerned with their day-to-day lives, these are just words.
Sometimes it may be better not to present an update as a monumental change or a new era for your company. It’s likely just an improved way of doing the things you’re already doing, and it should be presented as such. If you treat it as a minor change in day-to-day operations, it will be accepted as such. Don’t shrug: Acknowledge any discomfort you feel about the change. Since your new platform will likely save time and make the field team’s job easier, it will be easy to address these concerns. But if you try to sell people up front on a major improvement, they may dismiss it as administrative posturing.
2. Test in small groups
After announcing the switch to a new construction management software, volunteer a small team of interested people to conduct an initial test with the product. This process will help to implement in several ways:
- It creates an aura of exclusivity around the software and excitement when it goes live across the enterprise.
- It allows you to address issues and concerns as they arise in a small beta, rather than filing complaints with the company.
- Word of mouth increases interest in the new software as test team members share their findings with their coworkers.
- It allows you to form concrete expectations about how teams will use the software before you roll it out across the organization.
- It gives your team a sense of control over the process.
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