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Tech Trap No. 8 — Not
Getting All Users to
“Buy-In” to the Concept
“How I Overcame My TiVo Phobia”
Editor’s Note: Following is the eighth of our ten part series called “Technology Traps
and Mishaps,” by Fred Ode, CEO, chairman and founder of Foundation Software.
In my world, finding time to
relax and watch TV is a luxury I
don’t often have. To complicate
matters, there are primarily
four programs on TV that I like
to watch (namely City Confidential, Law
& Order, Boston Legal and Biography on
the History Channel, and not necessarily
in that order).
When my wife decided to purchase
TiVo (a sophisticated digital video
recorder), I immediately dismissed
it as too complicated. I continued
to watch TV in spurts and fits, in
between work and travel, channel surfing
disappointedly. I insisted that
learning to use TiVo was a waste of
time. My attitude finally changed
upon returning home from a business
trip. My wife had recorded multiple
episodes of Law & Order, and I spent
one entire evening in entertainment
bliss as I watched four back-to-back
episodes (minus commercials!) of
crime and courtroom drama “ripped
from the headlines.”
Ironically, I wasted so much time
“fighting” a technology that saves me
time and was easy to learn. And even
if it had been more difficult to learn,
it still would have been worth it.
So what does my TiVo experience
have to do with construction
technology? It exemplifies the No.
1 roadblock to successful technology
implementation: user resistance.
“Aversion to change” is so pervasive
and important, yet it is often overlooked.
To nip resistance in the bud,
and perhaps even motivate users to
embrace new technologies, employers
need patience as well as a basic
understanding of human nature.
Resisters Outnumber
Technology Adopters
According to some major research
studies, people fall into definite
groups when it comes to accepting
change. For example, did you know
that only 2 to 3 percent of the average
workforce could be classified as innovators
(people who constantly look for
new ways to do things), and about 13
percent are defined as early adopters
of new technology (those who readily
and quickly adopt new ideas)?
Meanwhile, 30 percent of employees
are late adopters, people who resist
change until pressured by co-workers
or circumstances. And a full 16
percent are laggards, people who cling
rigidly to past traditions regarding
how work should be done. With nearly
half of all workers opposed to change
in the workplace, it’s no wonder that
implementing new technologies is no
easy feat!
Make Employees Part
of the Process
The first step to a successful transition
is to include end users and all
involved employees in the planning
phase. Not only does participation go
a long way in alleviating tension and
fears, but it also provides important
information and feedback. It’s also
very likely that employees will think
of things, such as processes or must-have
features that hadn’t been considered.
Most importantly, once employees
learn how the new technology will
benefit the company overall and how
it will help them improve their own
efficiency (and maybe even increase
job satisfaction), they will be less
resistant to change.
Managers and department heads
should be involved in the planning
phase to provide practical input and
show that the entire organization is
on board with the new technology. At
times, I’ve seen owners remove themselves
from the equation, and that
is a huge mistake. Your involvement
ensures that the product meets not
only specific objectives but also stays
in line with the company’s overall
goals and long-term plans. Excuse
yourself from the planning phase and
you have no excuse when the new
technology fails or falls short of your
expectations.
When Employees Lack
Tech Skills
Before implementing any new technology,
take into consideration the
ability and skill level of all end users.
Often, it may be necessary to devote
some time to upgrading employees’
skills, especially for people who are
not familiar with certain technologies.
This may lower their anxiety
level and resistance.
I remember, for example, how reluctant many people were to the
switch from DOS (Disk Operating
Systems) to Windows products. It
wasn’t that the technology was harder
to learn, it really all came down to
“that darn mouse.” Feeling more at
home with keyboards and F commands,
they simply had no interest
in “right clicking” their way through
a program. For some, learning alternative
keyboard commands was the
answer, while others simply learned to
use the mouse until it is now like an
extension of their hand. People adapt
to technology at different paces, and
a little bit of patience can pay off big
in acceptance and productive use.
Sometimes, however, implementing
a new technology may result in
job changes. Just as it’s unfair to ask
an employee with no skills or training
to tackle a job that builds on those
skills, it may benefit the company to
hire someone more qualified in that
area or reassign job responsibilities.
Be Supportive and Patient
As I will discuss in my next column,
“Thinking a Project is 100 Percent
Complete,” it is critical to the success
of any new technology project that
employees receive thorough and
ongoing training. Instead of just
focusing on how to use the technology,
training should also include
why the new product will benefit the
company and the individuals.
Many companies think it’s faster
and far easier to have a few key decision
makers choose new technology
initiatives. And that’s perfectly
okay. The selection of new technology
products does not require unanimous
approval or even a committee consensus,
but it is essential that you
bring employees into the process and
get them motivated. Why? Because
when you succeed in getting users to
“buy-in” to new technology innovations,
you’re well on your way to a
successful new tech initiative.
And I should know. I was soooo
wrong about TiVo!! (Now, if only I
could learn to use “that darn universal
remote”).
Fred Ode is the CEO/chairman of
Foundation Software, developer of construction
job cost accounting software
called FOUNDATION for Windows. For
further information on FOUNDATION
for Windows, visit www.foundationsoft.com.
Fred Ode can be reached directly
by phone at 800.246.0800 or e-mail
fred@foundationsoft.com.
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