In Platzi we hate the Status Quo.
Getting into the world of innovation
Unleash your entrepreneurial skills
How to define my innovation challenge
Why does innovation matter?
What is and isn't innovation?
Can I innovate?
Listening to your user
Listening methods
The importance of empathy
How to go from info to insights
Creating valuable ideas
Can I be creative?
Finding inspiration
Brainstorming
How to go from idea to concept
Considering the outside world
Who and what else is out there?
Thinking about the context
Recap
What have we learned so far?
Putting your ideas to the test
Why to prototype
What to prototype
How to prototype
Post Prototype
Going from idea to business
Business Model Canvas
How to capture value
Getting people on board
Change management
How to pitch
Innovating in the real world
How to do more with less
Tips for innovating thinking
Course summary
Ready, set, innovate!
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Change management
22/27Recursos
La gestión del cambio es un elemento crucial en el éxito de cualquier iniciativa de innovación. Mientras que abundan los intentos de innovación en el mundo empresarial, solo una pequeña fracción logra el éxito deseado. Esta realidad nos lleva a explorar por qué la resistencia al cambio es una respuesta natural y cómo podemos abordarla de manera efectiva para impulsar la transformación en las organizaciones.
¿Por qué es natural la resistencia al cambio?
La resistencia al cambio no es simplemente un obstáculo a superar, sino una respuesta humana natural ante la incertidumbre. En organizaciones exitosas, esta resistencia se intensifica debido a:
- La tendencia a mantener fórmulas que ya han probado ser efectivas
- El temor a arriesgar lo que ya funciona
- La comodidad con los procesos establecidos
¿Cuáles son los roles típicos que resisten al cambio?
En las estructuras organizacionales encontramos diversos perfiles que naturalmente se oponen a la innovación:
- Oficial jefe del status quo
- Vicepresidente de "esperar y ver"
- Director de "esto nunca funcionará"
- Gerente de "me rindo"
Estos roles, aunque caricaturizados, representan actitudes reales que buscan mantener el sistema funcionando como siempre lo ha hecho.
¿Cómo abordar la resistencia al cambio de manera efectiva?
La clave está en ver a las personas que necesitamos convencer como usuarios finales de nuestras iniciativas de cambio. Este enfoque implica:
¿Qué estrategias facilitan la adopción del cambio?
- Demostrar el beneficio personal: el cambio debe presentarse como una oportunidad de mejora individual
- Simplificar la transición: reducir las barreras y hacer el proceso lo más sencillo posible
- Abordar preocupaciones: identificar y resolver las inquietudes específicas de cada grupo
¿Por qué es importante la perspectiva del "virus positivo"?
Como agentes de cambio, actuamos como un virus que desafía el status quo del organismo organizacional. Esta metáfora nos ayuda a:
- Entender la naturaleza de la resistencia
- Anticipar las reacciones defensivas
- Desarrollar estrategias más efectivas de implementación
La gestión del cambio requiere una comprensión profunda de la naturaleza humana y las dinámicas organizacionales. Al reconocer la resistencia como una respuesta natural y abordarla con empatía y estrategia, podemos aumentar significativamente las probabilidades de éxito en nuestras iniciativas de innovación.
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“Resistance is Human”
When you have a new idea, you need to push to change their belief. As much success you have the more you avoid new things.
Think people you have to get on board as another user, consider:
- How to make it in their interest?
- How to make it easier for them?
- How to address their concerns?
When you are driving innovation, you are a virus of the status quo. You really need to promote the change.
22.-Change management
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Getting people on board
“Resistance is human”
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When you have a new idea or concept you want to push forward you’ll probably have to convince some people to change their behavior, their way of doing things, their attitudes and beliefs and that’ll probably be tricky because their natural reaction is going to be resistance.
As much success as you have you start to have a lower likelihood of trying something new or taking risks, because you basically found a formula that works and you are not willing to change things.
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Think of people you have to get on board as another user! (have empathy for them too).
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Consider:
- How to make it in their interest?: Don’t ask people for a favor. More like “this is going to benefit you”, “this is going to be in your interest so you should make the change for yourself”.
- How to make it easier for them?: If you make change difficult they are going to resist it. Lower the barriers so that it’s easier for them to make the transition.
- How to address their concerns?: If they are worried about something, if they are not sure if something is going to go a certain way, they are going to resist even more. Think about what you can do to help them see what’s in it for them, make it easy and try to make it so that it’s less worrying.
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Be the virus🥴
when you drive forward innovation and change you are a virus!
“Resistance is human”
- It is completely natural for people to resist change.
"La resistencia es humana"
Cuando tienes una nueva idea, debes presionar para cambiar su creencia. Cuanto más éxito tienes, más evitas las cosas nuevas.
Piense en las personas a las que tiene que incorporar como otro usuario, considere:
¿Cómo hacerlo en su interés?
¿Cómo facilitarles las cosas?
¿Cómo abordar sus inquietudes?
Cuando estás impulsando la innovación, eres un virus del status quo. Realmente necesitas promover el cambio.
- Think of people you have to get onboard as another user.
- Just as much as you had empathy for your end user and your customer, you should have empathy for your superiors in the organization that have resistance to change.
Consider when you are doing change management:
- How to make it in their interest? Explain why it is useful.
- How to make it easier for them? Lower the barriers through showing that it’s easier make this transition.
- How to address their concerns? Think about what you can do to help, to express the value, make it easy, and create conditions for less worrying.
- Drive innovation and CHANGE…
- You are a virus inside your organization.
- You are a virus that is challenging the status quo.
- Convince people and make them see that this is in their interest.
- Sell your ideas.
- Sell your innovations.
- Sell your vision of change = Change management.
Some people dont like change., but you need to embarace change if the alternative is disaster.
as much success you have, you will take less risk or trying something new, why? status quo, comfort zone.
If you need the innovation works, it’s necessary to catch the interest, make it easier and manage the concerns.
Nobody likes changes, but if you don’t change you’ll be dead
- Change management: convince people to change.
- Change management: defeat the natural human resistance.
- The natural resistance of the humans to the change is resistance.
Change management (getting people on board):
Attempted innovation: 98%
Successful innovation: 2%
The reason is because the people don’t follow the innovation methodology and don’t getting people on board to their ideas.
It is natural for humans to resist change.
Gracias
I recommend the course Thick Data Oportunidades de Negocio. This class is related in particular to the class ¿Qué es la innovación contextual? And the progressive way to innovate in business
Una gran cantidad de intentos de innovación ante la pequeña innovación que se logra.
When you have a new idea, you need to push to change their belief. As much success you have the more you avoid new things.
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