Sowing seeds: Common objections to technology evangelism for collaborative tools

Whether you’re a team member trying to convince your coworkers to explore a new tool, or a manager trying to require everyone to use a new system, you know that influencing other people’s opinions and behavior is really difficult. You’re no stranger to rejection.

You know what rejection sounds like.  “I’m too busy.” “I don’t have the time to learn that right now.” Or–more frankly–“I don’t see the value in that.” If you’ve _never_ heard these phrases, e-mail me – I want to know how you do what you do. Chances are, you’ve heard them. Chances are, you’ve even said them.

When someone says these things to you, it’s not a rejection of you or of the idea. It’s a sign that there’s a deeper issue that hasn’t been addressed.

In some cases, people will be firmly against your idea, and there’s not much you can do to help them consider the options. Many times, though, people do want to learn more and try things out–but they’re held back by one thing or another. If you can help them get over those barriers, they’re open to trying things out.

Here are five of the barriers I often come across, and some ways to help people break through them. Think about people you’ve tried to help and see if you can identify them on this spectrum. You’ve probably thought about each of these items before, but it helps to be able to take a step back and think about what’s stopping people.

  1. I’m happy with the existing tools. It’s difficult to introduce something new when an existing way is good enough for the needs people currently have, particularly if the new tool doesn’t do everything the old tool does and more. People who were happy with horse-drawn carts simply didn’t see why they would need a “horseless carriage” that was complex and finicky. Likewise, it can be hard to introduce new collaborative tools when people have gotten used to their existing tools and workarounds. It’s not enough to say that something is new and interesting. Try to identify significant pain points that give people enough reason to try something out, or point out compelling opportunities to get new benefits.
  2. No one else is doing it. This is a chicken-and-egg problem: You can’t use a tool to collaborate with other people unless they use it too, and they won’t use it unless other people are using it. You can address this by looking for ways to get individual productivity benefits from these tools, and then drawing people in when they need help from you. Sometimes you won’t be able to introduce a tool gradually. In that case, you’ll probably need your entire team’s cooperation or at least willingness to give the new tool a try for a limited period of time. Be prepared to help your teammates learn how to use the new tool, and focus on efforts that will get quick results.
  3. I don’t think I can trust beta software. New tools may not be fully supported, and they may not be able to provide as much performance as your team needs. Unfortunately, this is another chicken-and-egg problem that’s probably outside your control. Your early adoption can help the tool development teams justify additional investment in the tool, but it’s difficult to get other people to trust something that may be discontinued or that does not have sufficient resources. Team members may also lack trust in their ability to use the tools effectively. Your best bet is probably to use established tools for mission-critical collaboration until your team has more confidence in the new tools and their ability to use them.
  4. I don’t know where to start. This is probably the easiest barrier to address. At this point your team members are interested in changing and are ready to take action. Show people small actions they can take to get immediate benefit.
  5. I can’t make it a habit. If you’ve ever made a New Year’s Resolution or tried to break or start a habit, you know how hard it is to change your routine. This is basically what you’re asking people to do when you ask them to try out a new collaborative tool–to make it a habit. It’s okay if people lapse. Just help them start again. One way to help is by identifying some behaviors people want to change, such as replacing e-mailed attachments with uploads to a team workspace. When you see the old behavior, remind people (gently! =) ) about the new behavior. Reinforce this by helping them see the benefits they’ve personally experienced. If the new tool is a good fit for people, they’ll eventually make it part of their habits.

Next: Sowing seeds: Five methods

  • Steve Meacham

    “I don’t see the value.” Man, I hear that one daily for just about anything other than “code and fix” methodologies.

  • http://blog.nishantmodak.com Nishant

    One more reason I hear is.

    Do we need a tool for this? or Aren’t there already many tools that I am using?

    Well, actually its a combined thing of making it a habit [Last reason] and I’m happy with existing tools [First reason].

    I generally call this as : “Its always difficult to take the second step.” :-)

  • http://rexsthoughtspot.blogspot.com Rex Lee

    Thanks for the post Sacha.

    Your first point, “I am happy with the existing tools” , really means one of three things to me

    1. “I don’t see the benefit”
    2. “I don’t believe in the benefit”
    3. “I don’t value the benefit”

    Unfortunately, it’s not just the individrual you are trying to influence. But it many cases it’s the processes, culture, and what we’ve previously considered “sound management discipline”. Clayton Christensen has a great way of talking about how Companies struggle to implement new technologies until their customers and shareholders want them and by then it’s too late.

    #1 might be addressed with useful anecdotal stories, and possibly some calculations but will often lead to #2 anyways. A powerful aid for the evangelist is “simplicity”. Understanding the potential of collaborative tools based on the diversity of definitions and hype can be a tough thing.

    #2 is much tougher to overcome. The request for proof in most large scale risk averse companies is tough enough, but when weighed against positive showing ROI on other investments that compete for the same resources, you really have a tough fight. Skepticism in fractional productivity savings, or applicabiliy of anecdotes are usually encountered.

    #3 Is also very tough. Guy Kawasaki, has some good illustrations (i.e. Ice Farmers to Refrigerators) on the topic of innovation “curve jumping” and demonstrates that very few companies are able to “jump the curve” and think about things in a completely different way. What if wasn’t just one person. What if it’s 90% of the employee base that says something like, “well that may be a benefit but we don’t need it”.

    Evangelizing is not an easy role in these still early days of social computing & E2.0 BUT it is extremely rewarding when there is succees.

    http://rexsthoughtspot.blogspot.com/2008/03/keeping-faith-e20-evangelist.html

  • Helena Lindh

    Oh- it’s so true. And another one that I keep hearing is “Oh, this probably works for you who has the skills and the time, but I have to focus on my REAL job”. ;)

  • http://mikaelhaglund.com Mikael Haglund

    Sacha, I think you’re missing one qualification: I hope you are mostly talking about productivity enhancing social tools in this post. We want to see those accepted faster and wider, and any good strategy sharing is welcome.
    But in general, some objections some of the times are valid. Systems that don’t benefit the user will always have a really hard time – and they should. If you get push-back when you try to get users to embrace a poorly designed administrative system that mostly adds overhead to the individual for the sake of “management and control”, then it is the system’s fault and not the users’. Management and control should be emergent and not the main purpose of say e.g. a CRM system :-)

    That said, one way of forcing users is to remove older alternatives. To phase them out quickly. Like the move from ICT to Sametime 7.5.1.

  • http://www.dagathabagat.multiply.com Jeffrey A. Aborot

    Yep, these points are true. Good thing for my case, I am working with a small team. Technovangelism is ain’t that hard to do in my case. Whenever I or any of my teammates have a new idea or tool that we want other people from the group to try out, we would try it out first and then come up with a list of pros and cons of using that new tool or idea compared to the one we are currently using. This would serve as a proof that we really know what we are evangelizing about, because we tried it firsthand. Then a meeting would be called. With the priorities of the group in mind, each one of us will be weighing things out, asking the questions:
    Would shifting to the new idea or tool really make a difference?
    Would it really make things faster?
    How about the learning curve?
    What about the prerequisites of learning the new idea or tool?
    Or is it an overkill to shift to that one?
    Or are we fine with the current one we are using, saying “This is what works for us so let it stay” (we is what I hate to hear, hehe)?
    These are just some of the questions we would be asking ourselves.

    Anyway, thanks for the post miss sacha. Keep on technovangelizing :]