This article uses a true story to illustrate a practical example of how to successfully introduce needed change, without causing conflict – even when you face resistance or opposition.

“Look Oyat, you can’t computerize everything! This is the way we’ve always done it. And that’s how you will do the reports this weekend!” said Ed, the veteran manager with a tone of finality.

And that ended a discussion initiated by the new ex-graduate trainee – Oyat – who had just joined the department. Ed was in charge of things while the departmental head was away. So his word was final.

Oyat shook his head in confusion, wondering why his senior colleagues who should know better could not see reason. His proposed use of spreadsheet automation would replace the cumbersome manual reporting processes they took turns to do weekly. And they would all be better off for it.

He had anticipated this. It was not that they had any personal grudge or issue with him though.

It was just that the manual calculator based method was what they were trained on, and had grown accustomed to. And like normal human beings they felt uncomfortable with any new idea that threathened to disrupt the mastery they had already established.

Who Wants To Use A Calculator, When A Spreadsheet Is Available?

When he was told it was his turn to do the weekly reports the day before, he had however not been keen to do it the old fashioned way they all seemed so comfortable with.

The time he’d spent with his “spreadsheet automation hobbyist” training manager had opened his eyes to the possibilities that existed for rapid reports preparation.

Unfortunately, at least for now, it was obvious that he alone appreciated the benefits to be had.

But he knew he could convince them to change their views, by showing them proof that what he proposed was indeed a better way.

So, on that day, he resolved to begin building spreadsheet equivalents of the daily manual record books, as well as the various reporting formats used in the department.

Oyat realised he would be better off starting the process by himself, and gradually introducing it to the others individually.

He already knew talking to them to get their involvement or cooperation was almost a taboo. So he began posting the daily manufacturing data needed for preparing the weekly and monthly reports into the equivalent spreadsheet entry tables he’d designed.

Quietly Preparing Proof To Convince The Others

Each day, he used his free time to collect other needed factory records from other departments, and the laboratory. Then while on duty, especially on night shifts, he would post the newly collected data into his experimental reports automation spreadsheets.

At each weekend, he quietly tested the formulas he had built into his spreadsheet based weekly waste computation report and factory output reports. He would compare the results from his spreadsheets with those accepted for official reporting based on manual calculations done by the duty manager.

In most cases there was close agreement between the numbers. And Oyat could not help noticing how easily he was able to generate his ready-to-print computer version. That is when compared to the tedious process his colleagues had to follow to achieve the same outcome.

One error meant they had to go right back to the calculator to repeat the weighted average computations!

In contrast, Oyat only needed to correct the wrong data entry in his linked spreadsheet table, and the dependent formulas in the report would be instantly updated.

Over time, especially as he became sure that they worked correctly and accurately, Oyat added intelligent maro automation to make it easier for users to update the spreadsheets without needing special spreadsheet training.

He knew that by adding the user friendly graphic user interface controls, it would be easier to convince his senior colleagues to give it a try.

Introducing The Proposed Automated Spreadsheet Alternatives

Eventually, after one month of privately testing the spreadsheets, he began introducing the automated spreadsheets to his senior colleagues individually.

Within a few weeks, most had become curious enough to begin using them alongside their manual systems. Then, as they saw that the output from the spreadsheets tallied with what they derived via manual computation, they gradually embraced them.

What made it even more appealing to them was the speed with which they saw that they could finish their jobs: within minutes, instead of long and tedious hours!

The Changes Are Adopted!

A few months later, the transformation was complete. And it became normal to see each manager sit behind the PC and post data updates, then print out relevant reports for dispatch to decision makers.

To be fair to him, after finally seeing the benefits of the new system, Ed made a point of formally acknowledging Oyat for his initiative and tenacity.

But if there was one thing Oyat was grateful for, and which had driven him to develop the alternative system, it was the removal of the need to prepare reports using those painfully time consuming manual methods.

To achieve that goal, he’d wisely recognised that he could not force his ideas on others. Instead, he had to provide them with proof that would convince them to accept the change. And he did that successfully.

You may find it useful to employ a similar strategy.