It's not that we resist change. It's that we don't fancy doing things we didn't experience being good for us.
It has nothing to do with new or old – as a proof, we are quick to try something new when we experienced it being good.
1/4
2/ The thing is, we might know that trying the new thing makes sense, but unless we emotionally experienced it being good, we won't try it.
But it hasn't anything to do with it being new. Even if it were old, we'd only do it if we emotionally thought it'd be good for us.
3/ Hence, my hypothesis that resistance to change is BS.
It's a confabulation for why we are likely not to do something new. But it hasn't to do with it being new.
It's just selection bias: what is new is more likely to lack some factor which is required for its adoption.
4/ Even in the case of social behavior, we don't resist change because something is new. Often, we keep doing the old thing just because that's what other people are doing.
It's a chicken-and-egg problem. It's an adoption problem. But it's not a novelty problem.
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Today begins Autism Awareness Week, so I'll share the most important screenshots from my book on autism (available for free at gum.co/twtamg or as a paperback on Amazon amzn.to/3cqZLug)
1/ First, an example to visualize autistic perception (continues below)
2/ The second of three pages describing the example
2/ Employees receive formal communication from top management (eg company-wide presentations) BUT the day-to-day words and actions from their colleagues and direct manager are more frequent and delivered from closer and thus have a much larger influence on behavior.
3/ Just like our circulatory system is fractal (arteries → blood vessels → capillaries) because oxygen can only be exchanged with cells nearby,
A change initiative must answer the question: how will it deliver and reinforce the change FROM CLOSE-BY?
It's extremely important to think of populations and organizations as adaptive systems.
When you make a new policy, what matters is not what the policy intends to achieve, but how the population adapts to it.
(thread, 1/N)
2/ In management, it's critical to understand that your team is an adaptive system: they adapt to their workplace and to your actions.
Skills & motivations are largely an adaptation to the work environments in which they work (or worked).
3/ This is why, for example, as a manager you want to take decisions not just for their immediate effect but for the behaviors that they make more likely in the future.
1/ First question: how much of the COVID epidemic in a country depends on its policies and the behavior of its citizens, and how much depends just on how concentrated was the virus in the country?
2/ For example, take two identical countries: same population, same climate, same culture, same policies. At the beginning of the pandemic, 100 COVID patients are parachuted in country A and 100k in country B. Clearly, country B will have many more cases.
3/ How much virus is in a country is a clear factor influencing the course of the pandemic inside it.
And yet, policies and outcomes are compared as if it didn't matter (example: Sweden got it easy, so Lombardy didn't have to go full lockdown – that's a fallacious argument)