How would you approach this as a manager?

[TheHappening]

i've been moved to a different site to tackle a particularly 'sticky wicket'. I'm good at dealing with people and solving problems but i'm feeling particularly wary of this one given the pre warning I have already been given.

In brief, a cohort of staff need to be moved from using system A to system B. System A belongs in the dark ages, it is labour intensive, not efficient and needs to go.

3, count them THREE different managers have tried to move them away from this system with no luck. A hell of a lot of pushback, complaints and not much movement. They are holding on for dear life to system A. I understand why, it is the way they've 'always done it'. It works well for them, they understand it and don't want to learn a new system.

My vague outline of a plan at the moment is to go in and seperate the ring leader from the herd. I want to explain to them WHY the system needs to be changed and hopefully get them on board before I approach the whole team. I don't want to go in heavy handed from the off with 'this is what is happening like it or lump it', but do need to be firm that this is happening like it or lump it.

Any thoughts?

lack of confidence in how to use the new system (solved with training), lack of trust in the new system (intend on showing/teaching how effective it’s been in other departments), resistance to change/hostility to management (bring ringleader over to champion the cause)

Present the first two as faits accomplis ('Before the new system starts on [date] there'll be training; and a session on its effectiveness and benefits').

Fuck the third. They can 'bristle' as much as they like, but the new system is happening and it's a waste of your time and energy to play politics with them.

Who's in charge? Them or the management? Just say the old system is being turned off and the new one is coming in.

The number of "new improved" systems I've had forced upon me is ridiculous. The most recent iterations have reduced my work capability by at least 50% but because the system is beneficial to other areas of the business it's in and non-negotiable. We're still blamed when we can no longer deliver what the business needs though!

I suspect your reluctant colleagues are in a similar position. Give them a chance to list their concerns about new system that are based on quantifiable facts e.g. no longer able to access reports A-G, reduced access to information etc then investigate these concerns properly and address them effectively (not with a glib FAQ that just condescends)

Then produce a clear timeline for training and transfer to the new system, then the old system is shut down.

You're onto a loser straight away though if this team performs a niche role and the new system cannot handle the niche role so the workaround is the old system because you'll never get them to to switch over whilst this is the case without performance plans and punishment.

That 3 managers have tried and failed to deliver on this suggests there's more to it than someone "bristling"!

I've had to move large teams to new systems, with the same sort of issues that you referred to.

I would send out a timeline of the changes. Not proposed dates but definite.

Send out skill assessments to see how they believe their skills are.

Have training dates set in. Initial will be to show the benefits of the new one and the limitations of the current. At the end of this one take their concerns down. Anything that can be discussed then should be to alleviate any of the obvious concerns.

Then the next session would be actual training. As many as needed. Having peer support groups and an experienced user from another team as a support.

Then give cut off date to finish old files on old system and then move to new system, preferably on a day all staff work. If they're reluctant get all documents moved over to the new system for them.

Remove access to the old system from the transfer date. To avoid both running in parallel.

Then have drop in sessions to offer support in short term. Further training and support planned in.

It's intensive, but better than the alternative.

I want to explain to them WHY the system needs to be changed

Surely this has been done already by the previous three managers? It seems like the most obvious approach so I can't believe that not one of them have done this already.

I agree with a PP who suggested 1:1s with each member of the team, when I had a 'similar but different' situation I found that when I spoke to each person individually they couldn't really give me many reasons other than 'we've always done it like this' and 'I don't like change'. When it comes down to it, it's not their decision to make it's a management decision. It's always much better to get people onside because they will be happier and more productive, but at the end of the day, you also cannot have people deliberately being obstructive without any consequences.

Why do you really think the previous three managers have failed OP?

I would engage with their objections.

Maybe get them to teach be their system. Refute their objections if borne out by the facts. and validate them if borne out by the facts.

Then set out the timetable and get the job done.

Unless they were right - in which case I'd take it back to my manager.

Use the ring leader as your change agent as you’ve planned - should be much easier. However, they also need to know that this change is happening no matter what. People are resistant to change sadly. And often with good reason as it’s mismanaged and the benefits don’t come to fruition. Good luck!