Na minha experiência, enfrentar a resistência da equipe a novos protocolos de comunicação requer paciência e uma abordagem estratégica. O primeiro passo é demonstrar a importância desses novos métodos, vinculando-os aos objetivos maiores da empresa e como eles podem melhorar a eficiência e o fluxo de trabalho. Quando a equipe entende o "porquê", a aceitação se torna mais natural. Além disso, é crucial promover um ambiente onde a equipe possa expressar suas preocupações e dificuldades. Oferecer treinamento e suporte contínuo para a adaptação aos novos protocolos também reduz a resistência, pois eles se sentem mais capacitados a aplicar as mudanças de forma eficaz.

Navigating team resistance to new communication protocols requires understanding cultural dimensions. Models of Hofstede, Trompenaars, and GLOBE help with concepts of power distance, uncertainty avoidance, individualism vs. collectivism, and long-term orientation to address change. 1. Assess team culture through surveys to find what communication change is needed 2. Convey change goals clearly and in SMART terms 3. Involve the team in the change process 4. Provide training and support 5. Address concerns openly and honestly 6. Use influencers to champion the cultural change 7. Implement gradually and with feedback communication 8. Show early wins 9. Retain values people respect as evidenced in surveys 10. Be flexible and empathetic

A great challenge. My advice: 1. Work on a systemic approach to be confident about your vision, projects, objectives and deliverables. 2. Present your objectives and share your energy. 3. Ask for input 4. Check if contributions are in progress 5. If not, welcome the challenge! Guide and find allies! 6. Make it compulsory 7. Do a feedback and learn from experience 8. Reward Best,

Change is scary and especially when it comes to employing new skills and using technology. Not all new protocols deliver on quality, efficiency and workflow. When new protocols add extra effort to the team or organisation it’s essential to explain the rationale and gain buy-in. One example might be that all the due diligence and KYC requirements are completed before caring out any client engagements. Some teams are under pressure to start the work by the client and the relevant business acceptance team might not move as quickly as the client delivery team want or need. This can impact the relationship within the organisation and also with the engagement team and the new client.

I have faced this several times, particularly when leading a new team or a team through change. 1 - appreciate that there will be resistance. Why should they just change? 2 - go slow, and help them understand why. Seek permission, say things like ‘I’ve noticed there’s a lack of real dialogue, I’d like to try and improve that. Would you be open to trying something I think might help?’ 3 - show the way. Don’t just say, do. Your actions can help shape a new path. Make subtle changes in how you communicate. See the impact, help others appreciate the difference it makes (and then they’ll start to understand why) Small but purposeful steps can make a big impact. Good luck!