Reducing Resistance To New Technology In The Workplace: Practical Tips From Danny Assen

Introducing new technology in the workplace can be a challenge - some people are fully open to it, while others remain completely indifferent. But ignoring resistance doesn't make it disappear. Danny Assen, Commercial Manager at MANUS, has seen it all and shares how companies can turn resistance to technology into acceptance (and maybe even enthusiasm).

Let's dive into Danny's practical tips on how to deal with resistance and ensure everyone is on board.

4 questions for Danny Assen on handling resistance to workplace technology

Q: What types of resistance do you see in different industries?

 Yes, I see various forms of resistance, not only in my current role but also when I was on the other side of the table as a client of a WFM provider and involved in a project.

When we look at implementations, you quickly see resistance emerging from certain individuals. From my role, I identify three types of resistance: a passive attitude, skepticism, and rebellion.

The passive attitude is often seen within project groups or with specific employees. They don't see the necessity for the change. "Isn't it fine as it is?" is a common reaction. This resistance usually stems from the fact that another department encounters issues, leading to the choice of a new HR system.

The second type is skepticism. These people are highly critical from day one and often have an "I'll believe it when I see it" stance. These are usually employees who have experienced multiple implementations that weren't always successful.

The third type is what I call a bit rebellious. This is often found among employees who have been with a company for a long time. They fear the unknown and feel that the choice for new technology is imposed on them. As a result, they dig in their heels and refuse to go along. In my experience, this is the most challenging group to win over, but also the group that could serve as ambassadors for the rest of the organization.

Q: What influence do employee demographics (age, experience, etc.) have on potential resistance to new technology?

Yes, that influence is definitely present. There’s a clear generational divide when it comes to technology. Some employees adopt new technology very quickly because they find it fantastic and see the added value, especially in transparency and communication.

Other generations have much more difficulty with this, especially as technology is increasingly deployed via web-based or app-based internal communication. It’s important to get this group on board; otherwise, you risk them feeling even more excluded.

Q: Do you have practical examples of how other companies make implementations run smoothly?

Absolutely. In larger organizations, you often see a whole project organization set up for implementing new technology. They approach it very structurally. I have a good example of a client (without naming names): from day one, they set up a project team and involved all disciplines impacted by the application, even though the request for the new application came from just one department.

But new technology obviously affects much more than that. It’s not just about the department with the need; everyone is impacted by it. It was great to see how they approached it project-wise, focusing on quality rather than quantity. You don’t always see that. Sometimes technology is implemented quickly or treated as an afterthought with the mindset, "It has to be done by January 1." But there’s little thought given to, "How can we implement this well together and ensure its quality?"

Communication is key here. They emphasized continuously involving the entire organization in what they were doing, especially with the reasons behind it and what it would ultimately deliver for each discipline or group within the organization. This ensures that adoption, when they go live, is much higher than when the change is imposed.

I found that a great structure. It doesn’t always impact the go-live date, as it can sometimes be delayed because more people need extra training. But I think that’s where the focus should be. You only get one chance to implement it right. Rushing can lead to mistakes, and that’s where it goes wrong. Organizations often forget why they’re doing this and how important it is to keep communicating this throughout the entire implementation.

In an implementation project that spans several months, it’s very easy to forget why you did this in the first place and what the overarching goal is.

Q: What tips do you have for managers to support their teams during tech transitions?

Managers have an incredibly important role in implementing new technology. Whether they’re part of a project group or not, the team looks up to them. Does the manager believe in it and use it themselves? That’s crucial. If the manager isn’t convinced, the team notices it immediately.

There’s also an important lesson I learned myself 20 years ago: as a manager, you need to reflect on the team. Don’t know something? Admit it. Empathy and openness to mistakes are essential. People are allowed to make mistakes, and it’s important to realize that not everyone can keep up as quickly as others.

Managers need to be flexible and lead situationally. Use employees who adapt quickly as ambassadors and let them guide others. You don’t have to do everything yourself as a manager, but you do elevate your team with this approach. We often rush and forget this part, even though the larger goal is supported by the new technology that ultimately helps the manager, too. Moreover, we want to have all the nice-to-haves right away because they look so appealing.

But start small, begin with the basics, and build from there. Implementation is not an endpoint but a continuous process of constant improvement.

At the heart of Danny’s advice is one simple truth: People resist change for various reasons, but it's up to you to bring them along

 Whether it's fear of the unknown or just a desire to keep things as they are, it all comes down to communication and empathy. Don’t push too hard, too fast. Start small, make sure your managers are aligned, and use your early adopters as ambassadors for the new technology.

With the right approach, your team will be more than ready to embrace the change. And who knows? They might even end up enjoying it.