By Wisam Costandi  

6th May 2024

Deploying a new technology or system is obviously a waste of money if nobody uses it.  To get teams to use a new platform requires changes in habits; but change management is never easy. People are going about their business and doing their job properly, and then someone comes to tell them how to do things better. So getting buy-in from the teams to do things differently is not a given… but then again, nothing worth doing is easy. Especially if you want to shake up the status quo and improve operations, such as focusing on collaboration like deploying Airport Collaborative Decision-Making (A-CDM or ACDM, but not ACD-M). 

The road to implementing transformative technologies requires changes in processes and mindsets.  So if a vendor is telling you how much more productive you will be with their innovative software (which I am sure is true), never underestimate the resistance of the users to adopt new technologies or the competency to use something complex. The vision is that a new platform will be deployed across an organization with one click and the users will jump right into using it with big smiles and everything is wonderful.   This vision (like the vision of Communism) forgets one important factor: humans.  Oh dear humans, the reason for and the solution to all the World’s problems.  

People are not rational, they are rationalizing.  Rationalization occurs when a person has performed an action and then concocts the beliefs and desires that would have made it rational.  A classic example is asking someone for a favor to build rapport: they rationalize that they did a favor for someone so there must be some sort of affinity for that person (i.e. you don’t do a favor for somebody you don’t like). So, in the same vein, how do you get users to rationally conclude that they want to use a new system of their own volition?  

Firstly, nobody likes to be told what to do; not by their spouses, nor by their stupid managers (of course, all managers are stupid except for you).  Secondly, there needs to be a change in mindset as well as overcoming the inertia of an old habit.  Fortunately, it takes, on average, about 2 months before a new behavior becomes automatic.  Thirdly, everyone likes pre-packaged and clear easy-to-follow steps, so please see below: 

1. Clear Communication: The foundation of effective change management is clear and transparent communication. Explaining the 'why' behind the deployment—how it makes tasks easier, reduces delays, and provides a more structured work environment—can help in mitigating resistance.
2. Stakeholder Engagement: Involve various stakeholders early in the process. From ground staff and air traffic controllers to airline executives, everyone’s input and engagement are crucial. This inclusion not only helps in addressing concerns but also aids in adjusting the implementation strategy based on practical, on-ground insights.
3. Training and Education: To get everyone on board, comprehensive training sessions are essential. These sessions should not only cover the 'how' but also the 'why', ensuring that all team members understand the benefits and feel competent in their new roles within the new framework.
4. Showcase Benefits: Highlighting quick wins early in the implementation process can demonstrate the benefits of any new system. Whether it’s improved on-time performance or enhanced communication between the control tower and ground handlers, real results can motivate staff and reinforce the value of the new system.
5. Feedback Loops: Establish mechanisms for feedback. Change is a continuous process, and operationalizing new systems and processes will likely require tweaks and adaptations. By listening to feedback, leaders can make necessary adjustments and show the team that their voice matters.
6. Patience and Persistence: Lastly, patience is crucial. Cultural and operational shifts do not happen overnight. Persistence in guiding the team through the transition, coupled with a clear vision of the benefits, will pave the way for success.

So, when implementing something like A-CDM, it’s about more than just adopting new technology - it's about enhancing collaboration across various facets of airport operations and improving the predictability and efficiency of air travel.  

While change management is indeed challenging, with the right strategies and approaches, the transition can lead to significant improvements and set a new standard in aviation efficiency.  

In the end, the effort to change not only prepares an organization for current challenges but also for future advancements in this ever-evolving industry.