Editor's Note: The following is the eighth in our ten part series "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."
Due to my mental block, I resisted an innovation that has allowed me to enjoy TV on my time, my way. 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 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 Process
The first step to a successful transition is to include end users and all involved employees in the planning phase. That means absolutely everyone. Not only does participation go a long way in allieviating 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. Their 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. What employers or managers need to always keep in mind is that 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 so wrong about TiVo! (Now, if only I could learn to use "that darn universal remote.")
Construction Business Owner, February 2007
