There are many reasons for this - and this is precisely where successful change management begins. Resistance is not a sign of "unwillingness", but a signal. If you understand it, you can not only create acceptance, but also encourage commitment and enjoyment of the change.
In this article, we show you five practical ways in which you can win employees over to new tools - and support them in their day-to-day work in the long term.
1. understanding instead of frustration: why there is resistance
Resistance is human. Behind every "We don't need that!" is usually a specific concern. Frequent causes are
Overload
"Something new again - and I don't have enough time anyway."
Uncertainty
"What if I make mistakes or don't keep up?"
Lack of benefit:
"What does this really do for me in everyday life?"
From the employees' point of view, changes are rarely abstract projects - they are interventions in routines. This means that habits have to be reconsidered, processes relearned and old certainties let go.
A first step is therefore to view resistance not as a disruptive factor, but as feedback. Any skepticism shows where there is a lack of clarification, support or meaning.
Transparency and involvement right from the start
Many projects fail not because of the technology, but because of a lack of communication. Employees only hear about a new tool when it goes live "tomorrow". No wonder mistrust is on the rise.
It works better this way:
- Inform at an early stage: Communicate the goals of the project before rumors start. Why is the tool being introduced? What specific problems does it solve?
- Show the purpose: Explain how the change will benefit not only the company but also the employees themselves, for example by saving time, simplifying processes or reducing routine tasks.
- Enable co-design: Use pilot groups, test phases and feedback rounds. Anyone who can contribute their opinion develops a sense of ownership.
A practical example: Instead of saying "We are introducing a new ticket system", explain "The new system will save you 2-3 minutes per inquiry because standard responses are automated. This gives you more time for complex tasks."
3. training courses that really help
One of the biggest misunderstandings: Traditional training is enough. But one-day seminars or PDFs on the intranet rarely provide lasting security.
Successful learning formats are based on:
- Hands-on experience: Employees click through the tool themselves instead of just watching.
- Simulations & walkthroughs: Realistic scenarios that accurately reflect everyday working life.
- Interactivity: Mistakes can be tried out - without risk.
Important: Training should be target group-oriented. An IT administrator needs different content than an HR generalist. If learning opportunities are too broad or too theoretical, neither group will feel that they are being met.
Tip: Rely on micro-learning units. Short, easily accessible tutorials promote sustainable learning and can be flexibly integrated into everyday working life.
4. show quick wins to create motivation
Changes often take months to take effect - but employees rarely want to wait that long. People need an early sense of achievement to stay motivated.
This allows you to visualize quick wins:
- Prove time savings: Communicate small, measurable improvements - e.g. "With the new tool, approval only takes 30 seconds instead of 2 minutes."
- Simplify processes: Highlight specific features that shorten work paths.
- Share user experiences: Let your colleagues tell you how the tool is already making their everyday lives easier.
These "small victories" create acceptance - because they show: The benefits are real, not just theoretical.
5. long-term support instead of one-off training
The biggest mistake in change management? Stopping after the introduction. Studies show: Without sustained support, the use of new tools drops off again after a short time.
This means continuity instead of a one-off effect.
Performance support in the process
Employees receive help exactly when they need it, e.g. through context-based tool tips, chatbots or integrated walkthroughs.
Regular learning impulses
Small reminders, updates or short learning modules keep knowledge fresh.
Establish feedback loops
Collect feedback regularly and adapt your support to the real needs.
This means that the new tool is not perceived as a "project" that will end at some point, but as a natural part of everyday working life.
Conclusion: resistance becomes drive
Resistance to new tools is not a sign of incompetence or a lack of motivation - it is a signal. Those who take these signals seriously and support employees with empathy turn skepticism into commitment. The five levers - understanding, transparency, practical training, quick wins and long-term support - ensure that change is not perceived as a burden, but as a benefit.
For IT and HR teams in particular, this means that change management is not an additional task, but a decisive success factor for digital transformation. datango uses solutions such as context-based performance support and interactive learning formats to help you take your employees with you step by step and anchor new tools in the company in the long term.
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