We have at times struggled with this over the past 2 years introducing our own really good AI tooling. Yes you can educate, show examples, identify evangelists, provide training, etc etc. All should be done. In the end, it can't be an additional thing if you're serious. It needs to be baked into the way you work: team processes use it, evaluations have it as a criteria for progression, it's just the 'the way things are done'.

Here is how I guide my team Explain the Benefits: Show how the tool makes their work easier and more efficient. Start Small: Introduce the tool gradually with simple tasks or projects. Offer Training: Provide hands-on sessions to build confidence. Highlight Success: Share examples of how the tool has helped others. Encourage Feedback: Listen to concerns and address them with empathy. Lead by Example: Use the tool yourself to demonstrate its value.

Transitioning to new Information Architecture (IA) tools can be challenging, especially when team members are resistant. One effective strategy is to clearly communicate the reasons for the change and how it benefits both personal productivity and team goals. Highlight success stories and practical advantages to build excitement. Early involvement of team members in the selection process can create a sense of ownership. Offer comprehensive training sessions to build confidence and open up channels for feedback, addressing concerns as they arise. By focusing on these aspects, you create a supportive environment that encourages embracing new tools.

I believe that the first step to driving adoption is demonstrating value in real terms. Some key questions could be answered, such as: what is the projected efficiency of doing IA work before and after adopting the new tools? What is the exact return expected on the time invested to learn and manage the new tool? How does the new tool help collaboration within the team and help simplify deliverables? How could team members provide feedback on areas of improvement in the tool? Addressing these areas ensures that there is clarity and the rationale is understood by the team members. Depending on what the tool is, existing tutorials, market reviews, product documentation etc could be used to inspire confidence on the tool within the team.

First and foremost, explain the benefits and then back up the decision to adopt the tool with training. Lead by example where possible by adopting the tool yourself. Finally, listen openly to any lingering doubts and do what you reasonably can to mitigate.

In my case, I had go through this situation by giving my team the opportunity to show their experience with AI, besides that our team created an up-skilling program to teach and show how AI can be our ally.

I've come across situations where the tool was adopted organically, simply by demonstrating how I use it and its purpose. However, in general, it's about understanding the reasons behind the resistance and sharing the knowledge with others.

If a team member resists new Information Architecture (IA) tools, I will: - **Show examples:** Illustrate how the tools improve efficiency. - **Offer training:** Conduct workshops for comfort and skill development. - **Ask for feedback:** Foster open communication for thoughts and concerns.

I consider it completely acceptable, because despite being technology professionals, everyone can present their initial prejudices with new developments. The ideal in this case is to discuss the pros and cons of use, always taking the employee's opinion into account, as all different angles are healthy and well regarded. Concluding that the new technology will be used favorably in the work area, the company can delicately offer support through workshops and subtly demonstrating other well-made applications, which will certainly make the professional deconstruct himself in relation to the topic.

Introducing new Information Architecture (IA) tools can sometimes meet resistance, but understanding and empathy can turn hesitation into enthusiasm. Start by showing how the tools simplify workflows and make their tasks easier with real examples. Offer hands-on training to build confidence and ensure they feel supported during the transition. Most importantly, create a space for open dialogue—listen to their concerns, address their challenges, and involve them in the process. When people feel heard and understand the "why" behind the change, they’re more likely to embrace it. How do you approach resistance to innovation in your team? Let’s discuss!