Rolling out new technology at work can feel like a never ending and daunting struggle. You’re excited about the shiny new tools, but your employees? Not so much. So, what gives?

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.

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 turn tech resistance into a tech embrace? Let’s dive in.

6 questions with Eline Kuiper on the psychology behind employee resistance to new technology

Q: From a psychological perspective, what are the reasons why people resist new technology?

I think everyone knows the answer very well themselves. And that is the fear of the unknown. Naturally, people tend to focus on what can go wrong instead of what can go right. This is also known as the negativity bias. I'm sure many people have heard of this before.

Look, back when we were hunters and prey for many dangerous animals, for example, we had to make sure to be alert as quickly as possible and run away from danger. So, negativity bias is ingrained in our brains, the focus on the negative. Nowadays, at least in most cases, we no longer have to fear for our lives.

So, the negativity bias is actually no longer necessary. But even now, the brain still pays 3x more attention to negative points compared to positive ones. So, the benefits are less noticeable. This also applies to changes, such as adopting new technology.

Additionally, people like to cling to their habits because it feels familiar and predictable. We love predictable situations where we know what will happen. So, these are some reasons why it's difficult for people to implement a change just like that.

Q: How much of this resistance is emotional? And how should companies respond to that?

Emotions play a huge role. Fear, uncertainty, and even anxiety can all surface when new tools or systems are introduced. A common mistake organizations make is trying to push through resistance by focusing only on technical training or incentives, ignoring the emotional side of things. What is important is to give recognition. Acknowledge it, because negativity bias is not something you can just remove. It is deeply ingrained in your brain, and this applies to the majority.

So, acknowledging that these emotions can exist. That people might be afraid of changes. That it's also daunting to break habits and that unpredictability can be intimidating too. And also just allowing space for these feelings. What I always try to do is take a solution-focused approach.

And in that, you can, for example, ask the question of what has helped you in the past to deal with it. To see what might have helped this person. This gives employees the feeling that they are being heard. Research also shows that if you regularly give recognition as an employer, as a manager, as a company, people are 20% more engaged and will also accept changes more quickly.

Q: How do employee demographics (age, experience, etc.) influence resistance to new technology?

If you, and especially the younger generation, are new to an organization, they don't yet have all the knowledge, experience, and skills. And uncertainty often leads to holding on more to the patterns you do know. So, it's very important to actually train your younger generation in the field or technology, depending on what kind of company you have. This ensures that they also experience more self-efficacy, meaning more confidence, making them more willing to embrace change.

Because research has shown that employees with less experience are 40% more likely to feel uncertain about their skills, which can increase resistance to change, as they tend to cling to what they know.

Q: How can we use psychological principles to promote the acceptance of new technology by employees?

Self-efficacy (which is an individual’s confidence in their ability to successfully tackle specific tasks or challenges) is essential. Organizations can strengthen this by recognizing what employees can already do and actively involving them in the implementation of new technologies. Positive feedback and celebrating small successes help build confidence. By creating a culture where mistakes are seen as learning opportunities, employees can embrace technology with less fear.

What always strikes me is that we give children a lot of compliments for desired behavior. So, even the smallest successes you are already celebrating. Somehow, we lose this habit when we become adults. And especially in organizations, this is incredibly important. So giving positive feedback. Because as I mentioned earlier, self-confidence (or self-efficacy)  is very important to embrace change. Because without it people find it difficult to undergo changes, of course, alongside clear communication as an organization. But let's focus on the psychological principles for now. It's also very important to highlight the desired behavior within the organization itself.

So that means as a manager, but also as an organization, you need to provide plenty of recognition to your employees. It turns out that employees who receive a lot of recognition are actually 31% more productive in the organization. Because you’re not just focusing on the things that go wrong, but also on the small things that go right.

And thereby creating less fear of making mistakes, less fear if employees might use new technologies incorrectly or haven't quite mastered them yet. So, essentially, one answer here is to give recognition and boost their confidence.

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?

When it comes to psychological factors for long-term success, it's again about trust from the employees. Their self-confidence - self-efficacy - once again. That self-confidence leads to better acceptance of new technologies.

But this applies to change in the broadest sense. As an employer, you can create regular check-ins, feedback sessions, and monitor employee well-being. For example, things like ENPs score - those are important things to monitor. And regarding communication - although this might not seem directly related - what I want to add is what I’ve noticed in practice:  'no news' is still news. In terms of communication, especially from a HQ perspective - and I’ve seen this both as part of management and while working on the shop floor - management is often very busy thinking about new technology and its implementation. But in all that strategy planning over the next three months, they are so focused that employees at the bottom hear nothing for three months.

This creates uncertainty, which in turn leads to the feeling that employees aren’t being involved. So, I would advise organizations, in the long term and in general, to also communicate when no decisions have been made yet.

Just saying as management, 'We're still working on it; no decisions have been made yet, but we’re on it,' helps. It makes employees feel heard. That’s something I would definitely add, especially in terms of communication. 

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 the fears, build up that confidence, and celebrate the small wins along the way.

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, a little recognition goes a long way and impacts the entire employee experience from day one.