A key stakeholder challenges your proposed change. How will you persuade them of its necessity?

Le changement ne se décrète pas et il s'impose encore moins. Il doit être le fruit d'une écoute et d'un travail collaboratif basé sur une pédagogie active. Les raisons des freins au changement sont aussi naturelles que multiples. Pour les lever, il est est primordial d'en comprendre les origines. Comme dans beaucoup de situations, la communication sera un élément clé des succès futurs.

"Avant de connaitre de l'architecture, il faut savoir le travail de la pierre". Pour agir, conduire, mener, il faut comprendre les difficultés, forces et faiblesses de nos partenaires.

What are the drivers for that particular stake holder? Learn about their pains, why are there concerns or challenges to your proposal? Strive to see how your arguments can be tailored to meet their needs, also showing an openness to listen and take in opinions to find the best solution. It is important also to understand that the message sent is received as intended, but don't lose track of what it is that you want to happen - just be open to the way of getting there.

To convince a key stakeholder questioning your proposed change using the SPIN method: Situation: Ask questions to understand their current context, like "What challenges are you facing with the current process?" Problem: Identify specific issues by asking, "How is this affecting productivity or outcomes?" Implication: Highlight the consequences of not addressing these issues, such as, "What could happen if these problems persist?" Need-Payoff: Guide them to see the benefits of your solution by asking, "How would this change improve efficiency or solve your challenges?" This approach helps the stakeholder realize the necessity and value of the proposed change.

Concerns is only a part. This relates to stakeholder management and force field analysis. If you have not prepared that prior to presenting, the chance of success is greatly reduced. Happy to share more if your interested.

Acredito que alinhar interesses passa por um grande desafio, ser tranparente, entender a necessidade de mudanças no comportamento e atititudes. Vencido este desafio alinhar e criar uma jornada.

Generalmente este tipo de resistencia tiene que ver con los intereses particulares de una persona. No es extraño que, enfocándonos en lo general y amplio de la empresa, perdamos de vista que las personas individuales tienen sus propias necesidades y pueden temer, por ejemplo, que el cambio ponga en riesgo sus posibilidades de crecimiento o incluso su permanencia en el trabajo. Es muy importante saber leer en los actores del proceso las necesidades y mostrar el "qué hay ahí para mí" (en el buen sentido) porque el bienestar general de la empresa se compone de los pequeños bienestares individuales. En buen español: no esperes que alguien se sacrifique por el cambio. Asegúrate que haya algo que ganar.

Aqui dentro de los Interesess, es muy importante demostrar que está alineado con la Estrategia del Proyecto/Empresa/Organización

It’s crucial to find common ground between your proposed change and the stakeholder’s goals or objectives. Everyone has their own priorities, and change is more easily accepted when it aligns with those. Frame your proposal in a way that complements or accelerates their agenda.

Dados atuais, a meu ver são numeros, imagens que possam mostrar o "status qo" ou melhor dizendo momento atual, gera resultado atual. Logo, mostrar os numeros a serem atingidos, com os resultados deste numeros é uma abordagem assertiva e na minha experiencia vencedora.

Pour emmener ou embarquer, il faut faire comprendre surtout lorsque l'action appelle de la coordination entre les acteurs. Comprendre d'abord la manoeuvre d'ensemble puis le rôle de chacun avec l'effet recherché et les objectifs à atteindre.

Esto se puede complementar con un análisis Costo/Beneficio que comparen el esfuerzo v/s los beneficios asociados al cambio. Deben siempre tenerse en cuenta los riesgos de ese cambio

Nothing is more convincing than solid evidence. Use data, case studies, or examples to demonstrate the necessity and potential benefits of the proposed change. Share relevant success stories, projections, or pilot results to make the case for why this change is critical. Facts take the emotion out of the discussion and help stakeholders see the tangible value behind your proposal.

When a profound change is generating resistance and concern it is often because there is a lack of understanding of the essence of that change and to what extent it can generate benefits. Example of what I faced in my recent experiences : AI led transformation often generate a fear that AI will downgrade people. In reality most of AI led transformation programmes have a unique purpose : improve decision making and enrich business vision. Solutions are better accepted when they are co designed and when from the inception impacted people understand what are the key benefits for themselves. Building this foundation supported by key testimonials is key in reducing resistance to Change.

Que mejora proporciona el cambio a la situación actual. Por qué este cambio y no otro es el mejor. Un análisis cuantitativo respecto del cambio puede ser muy avioso.

Pour agir, il faut adhérer et faire adhérer. Parfois, l'adhésion commande des ajustements voire même des révisions de la manière dont on pensait conduire l'opération. Il n'y a là aucun déshonneur, l'important reste bien d'atteindre l'objectif !

El consenso de construye no solo con datos, se debe iniciar con confianza y la confianza es un trabajo permanente y muy delicado. Cuesta ganarla, pero nada perderla

Para persuadir uma parte interessada resistente à mudança, comece entendendo suas preocupações e validando-as. Mostre benefícios claros, baseados em dados e alinhados aos seus objetivos. Destaque os riscos de não inovar e ofereça oportunidades de co-criação, como testes piloto. Use uma comunicação contínua, personalizada e com apoio visual para reforçar a proposta.

La comunicación es escencial, prepárese para que su mensaje pueda ser recibido para el público objetivo que se requiere y cambie el "Envase" para que se adapte a la audiencia que desea alcanzar.