Two speakers argue that people don't resist change itself, but the loss of relationships and stability when new leadership arrives without consultation. A leader listens to that resistance as feedback; a manager tries to suppress it. The emotional cost of being moved without a say matters.
Let's talk about change management and overcoming resistance to change. Why? You know, because we're talking about two of the same things, right? You're in uncertain situation.
You hit the keyword right there. I mean, when you use the word management, management, the manager, our evil manager tries to overcome resistance. The leader embraces the resistance. That requires some courage, but hear me out. That resistance is a signal. First of all, I got to dispel the myth that everyone resists change. The important question is not whether people resist change, it's why they're resisting a particular change. What most people really fear, all of us, me included, is a disruption in our social network. I've got a new boss. They're replacing the executive suite. They're taking and transferring me without consulting me before, just putting me in a different— see what I'm saying? Yeah, there's no validation or—
Yeah, and that's huge.
Now, I don't want to just make that, leave that in the soft realm because this is an expensive issue. When you disrupt someone's social fabric, what else are you disrupting there? You're disrupting the key elements of teamwork. In the most practical sense. These people have learned to work together and they've learned to get things done in spite of, and sometimes because of, their differences and their similarities. And that's the key thing. So when you disrupt that social fabric, it's, it's dangerous. So you might see now why that idea of trying to overcome the resistance— no, pay attention to it. Now, if you want to minimize the resistance, and that can be done, But again, that requires leadership more than management. That involves getting people involved early and often. As early in the process as you can. Find out how it's going to affect their lives. You know when you have to manage? After you try to impose a change and now you got all the resistance and the chaos, and now you're trying to deal with all the emergencies that come up from there. You're putting out fires. But when you involve people early and often, and you don't have to get people to buy in because I I hate that term buy-in. I do. Start asking early and often. Get them involved in the process. They're going to come up with the solutions to the problems that are never going to emerge now. You see, that's what it's all about. Now, again, that requires leadership.
Why AI-Only Customer Service Is Failing Customers | Danny Snow on Keep It Human
