Managing User Resistance
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1. Successfully implementing a new technology or system requires gaining user acceptance through involvement, clear communication, and addressing concerns about usefulness and ease of use. 2. Adoption of new technologies follows an S-curve pattern, with different user types having different levels of openness to change from innovators to laggards. 3. Strategies like establishing a clear purpose, targeting early adopters and the pragmatist majority, providing training and support, and engaging champions can help drive user acceptance and adoption.
Managing User Resistance
- 1. Managing user resistance when designing, and executing your global Lab Informatics strategy John Trigg phaseFour Informatics Limited www.phasefour-informatics.com www.theintegratedlab.com
- 2. Agenda Success criteria for informatics projects User involvement The principles of technology adoption Defining strategies to drive up user acceptance
- 3. What makes a project successful? Immediate On time On budget Delivered in full Post Implementation Return on investment Productivity gain Longer term Permanent benefits Better science Improved knowledge management Increasing user engagement
- 4. Knowledge Management KM solutions do not come in a shrink wrap box KM is not a process, it is an outcome KM is about people and culture; technology and processes can facilitate good KM, but that’s all It can take years to cultivate a good KM ecosystem, and minutes to destroy Technology Enablers Knowledge Processes Cultural Enablers Create Share Exploit Data Information Networks Competence Behaviours & Values Coaching & Leadership Ownership & Empowerment
- 5. McGregor Theory X and Theory Y Theory X Management assumes employees are inherently lazy and will avoid work if they can and that they inherently dislike work. Theory Y Management assumes employees may be ambitious and self-motivated and exercise self-control. Maslow's hierarchy of needs
- 6. User Culture/Technology Adoption Rogers, Everett M. (1962). Diffusion of Innovations. The Free Press. New York Innovators 2 - 3 % Technology Enthusiasts : want to be first to try new technology; want one of everything. Early Adopters 10% Visionaries : able to align technology with strategic opportunities; willing to take risks; horizontally oriented. Early Majority 36% Pragmatists : cautious with risk and money; loyal; vertically oriented. Late Majority 36% Conservatives : opposed to discontinuous innovation; believe in tradition rather than progress. Laggards 15% Sceptics : negative attitude towards technology; identify discrepancies between what’s promised and what’s delivered.
- 7. Project Success Factors Standish Group International (1999) User Involvement 20% Executive Support 15% Clear Business Objectives 15% Experienced Project Manager 15% Small Milestones 10% Firm Basic Requirements 5% Competent Staff 5% Proper Planning 5% Ownership 5% Other 5%
- 8. Ten Ways to Guarantee Project Failure 1. Abbreviate the planning process. 2. Don ’ t ask “ what if? ” 3. Minimise user involvement. 4. Select team members by the “ hey, you ” method. 5. Work people long and hard. 6. Don ’ t inform management of problems. 7. Allow changes at any point. 8. Discourage questions from team members. 9. Don ’ t give users progress reports. 10. Don ’ t compare project progress with project estimates. Naomi Karten, www.StickyMinds.com
- 9. Technology Acceptance Model Davis, F.D. “A Technology Acceptance Model for Empirically Testing New End-User Information Systems: Theory and Results”, in MIT Sloan School of Management . Cambridge, MA; MIT School of Management. 1986. Perceived Usefulness Behavioural Intention External Variables Actual Use Perceived Ease of Use Attitude Toward The degree to which a person believes that using a particular system would enhance his or her job performance. The degree to which a person believes that using a particular system would be free from effort. Individual user’s positive or negative feelings about performing the target behaviour A measure of the strength of one’s intention to perform a specific behaviour.
- 10. Technology Adoption S-curve Time % User Adoption Contact Awareness Understanding Trial Use Adoption Internalisation Institutionalisation Robert G. Fichman, Chris F. Kemerer, “The Illusory Diffusion of Innovation : An Examination Of Assimilation Gaps”, Working Paper Series No.746, Katz Graduate School of Business, University of Pittsburgh, November 1995.
- 11. User involvement Preparation Understanding the problem Helping to define requirements Implementation Need to be kept aware of progress Need to be involved in testing Training/support programs Long term Take advantage of productivity/process improvements Contribute to and improve the corporate knowledge base Do better science
- 12. Implementation The project team must ensure that all ‘users’ and their interests are represented. Project leadership is equally important as project management. Communicate, communicate, communicate Market’ the project; don’t ‘sell’ it. IT project or Lab project? Keep it simple, but be flexible and expect surprises. Be wary of the risk of guerrilla warfare.
- 13. Technology Adoption Life Cycle Ref : ‘Crossing The Chasm’, G.A.Moore, Capstone Publishing Technology Enthusiasts Looking for some neat technology Innovators Early Adopters Early Majority Laggards Late Majority The Chasm Visionaries Looking for a breakthrough Pragmatists Looking for an improvement Conservatives Believe in tradition Sceptics Not looking!
- 14. Closing the gap Adoption process Contact Awareness Understanding Trial Use Adoption Institutionalisation Internalisation What can we do to influence attitude in order to drive the ‘right’ behaviours? Establish and articulate a well-defined purpose and a compelling reason to adopt. Concentrate on usefulness, ease-of-use and low risk of failure. Implement a ‘marketing’, training and support structure (Early Adopters). Target and involve the pragmatists (Early Majority). Separate project leadership from project management. Engage a Management champion. People are more likely to comply with a request when: A reason is provided There is give and take They see others complying The request comes from someone they respect or like The request comes from a legitimate source of authority Robert B. Cialdini, “Influence: Science and Practice”, HarperCollins, 1993.