Information technology teams are often eager to work with the latest technology, but they aren't always that eager to work with new processes, which are seen as management fads with little benefit to the technical workers. If the team doesn't support the new process, it may fail, reinforcing that opinion. Managers should take steps to get the team to buy into the new process, so they are invested in its success. Here are some steps that will help your team buy into a new process and help it succeed:
Explain the process and stand behind it
When you talk about the new process with your team, your belief in it has to be evident. If you aren't able to convincingly explain what the new process will achieve, the team won't be motivated to make it work. If you can show the team how the new process will benefit them – not just you or the business - that's even better. Even the most dedicated employee has a little bit of "what's in it for me?" inside them.
Don't be a dictator
Even if you're the one mandating the new process, if you take input from the team, they'll feel ownership of the process and want it to succeed. When someone offers a good suggestion, integrate it into the process. Also, realize that developing a good process requires iteration. Be willing to modify the process, once you see how it works in reality.
Don't mandate a new process and then wait for a final report. It may take time to fully roll out the process, and you need to be aware of how the team is responding each step of the way. Have regular feedback meetings, and let the team know that getting feedback is a priority. If you're not hearing any complaints, don't assume everything is going fine. Schedule one-on-one discussions with different team members to get their opinions; you may get feedback they weren't comfortable offering in a public forum.
A team is also more likely to believe in the value of a new process if they hear about benefits from a peer, not just management. If the new process is rolled out over time, rather than implemented across the entire company simultaneously, non-management employees who found the change to be positive can become evangelists for the change. Let them spread the good news to your team and share their excitement. They can get your team excited about the change, too, which goes far beyond simply accepting the change, and is much more likely to make the change succeed.