We sat down with Eline Kuiper, Organizational Psychologist and Head of HR at Speakap, to get the lowdown on why tech resistance happens from a psychological POV and, more importantly, how to flip that script.
Rolling out new technology at work can feel like a never-ending battle. While you’re excited about the shiny new tools, like an employee experience platform, your employees might not share the enthusiasm. So, what’s really behind this resistance?
From understanding the deep-rooted fears that hold people back (hello, negativity bias) to creating a space where your team feels heard, Eline breaks it all down. Ready to transform tech resistance into tech acceptance? Let’s dive in.
6 questions with Eline Kuiper on the psychology behind employee resistance to new technology
Q: From a psychological standpoint, why do people resist new technology?
The root cause is simple: fear of the unknown. People naturally focus on potential problems rather than benefits; this is known as negativity bias. It’s a survival mechanism ingrained in our brains from a time when being alert to danger was essential. Today, we no longer face life-threatening risks in our everyday work, but our brain still prioritizes negative outcomes over positive ones - paying 3x more attention to the potential downsides. This makes the benefits of new technology less obvious, increasing resistance.
Additionally, people prefer familiarity and predictability. Habits provide comfort because they let us know what to expect. That’s why sudden changes, like introducing new technology, can feel unsettling.
Q: How much of this resistance is emotional, and how should companies respond?
Emotions are a huge part of tech resistance. Fear, uncertainty, and anxiety often come up when new tools are introduced. A common mistake companies make is focusing only on technical training or incentives while ignoring these emotional responses. It’s crucial to acknowledge these feelings; negativity bias is deeply ingrained and can’t simply be removed.
Recognizing that employees may feel afraid or uncomfortable with change is a key step. Giving space for these emotions and asking employees what has helped them navigate change in the past fosters a sense of being heard. Research shows that when employees feel recognized, they are 20% more engaged and more likely to embrace changes.
Q: How do employee demographics, such as age and experience, influence tech resistance?
Younger or less experienced employees may struggle with uncertainty and tend to cling to what they know. Training is essential to help them gain confidence in new technologies.
Research indicates that employees with less experience are 40% more likely to doubt their abilities, which can heighten resistance to change. By building their skills and boosting their self-efficacy, organizations can reduce this uncertainty and encourage a more open attitude toward new tools.
Q: How can psychological principles promote technology adoption among employees?
A key principle here is self-efficacy—an individual’s belief in their ability to successfully tackle a task.
Organizations can bolster this by recognizing the strengths employees already have and involving them directly in the implementation of new technologies. Providing positive feedback and celebrating small successes can significantly build their confidence. Creating a culture where mistakes are seen as learning opportunities reduces fear and encourages employees to engage with new tools.
What always strikes me is how we frequently praise children for small successes, but as adults, especially in organizations, we lose this habit. Celebrating even small victories is essential in fostering confidence. Recognition not only boosts self-efficacy but also productivity. Employees who receive regular recognition are 31% more productive and less fearful of making mistakes or mishandling new technology.
So, an essential takeaway here is to actively recognize and boost confidence as part of the change process.
Q: How can companies foster a growth mindset and embrace continuous learning with new technology?
Companies can foster a growth mindset by creating an environment where learning is central. This can be done by giving positive recognition for efforts and celebrating small successes. The principle of strength-based organizations helps employees feel supported in learning new skills.
Leaders must emphasize that learning new skills is an ongoing process and that mistakes are part of growth. By offering training and opportunities for professional development, companies can increase employees' willingness to engage in permanent learning.
Q: What psychological factors contribute to the long-term success of technology implementations, and how can organizations improve employee well-being in a tech-driven workplace?
Trust and self-efficacy are critical psychological factors for long-term success. When employees trust their ability to navigate new technology and feel supported, they are more likely to accept and integrate these changes. Regular check-ins, feedback sessions, and employee well-being monitoring, such as using ENP scores - are valuable tools for tracking how employees are adjusting.
One critical aspect of communication I’ve observed is that ‘no news’ is still news. Often, during periods of planning or strategy development, management becomes so absorbed in the process that employees hear nothing for months. This silence can create anxiety and make employees feel disconnected from decisions that affect them. To combat this, organizations should communicate regularly, even when no decisions have been made.
Saying, ‘We’re still working on it, but no final decisions yet,’ can reduce uncertainty and make employees feel involved.
At the end of the day, resistance to new technology isn’t just about the tools; it’s about how people feel about the tools
Eline’s advice is clear: Acknowledge fears, build confidence, and celebrate small wins along the way. Resistance to technology isn’t just about the tools themselves - it’s about how employees feel when confronted with change.
It's all about creating a positive culture that says, "Hey, it's okay to make mistakes as we learn!". Start by addressing the emotional side of change, and watch how fast your team starts getting on board with the new tech you’re rolling out.
Trust us, an employee experience platform goes a long way and impacts the entire company from day one.