“The mass of men lead lives of quiet desperation.”
Walt Whitman
Introduction
I’m going to depart writing about technology and artificial intelligence, and take a path into human nature. After all, it is humans that create technology, and it is humans that choose how to adapt to and adopt (or not) new technologies. If you look more closely at any story of technological innovation, you’ll find a parallel narrative about humans and their complex relationship to change. For every visionary who champions new ideas, new tools, and new methods, there are hundreds more people who are scared, confused, or threatened by the change this will bring and unconsciously or consciously resist. More projects fail because so many choose to resist change. Our current moment in AI is not immune to this, so it is worth looking more deeply at how humans, and the companies we build, respond to these changes.
Stephen Pressfield’s “The War of Art” serves as a poignant narrative that transcends the confines of the artistic process, offering insights into the human psyche’s intrinsic aversion to change and progress — termed as Resistance. This psychological barrier, characterized by procrastination, self-doubt, and a plethora of rationalizations, finds a parallel in the inertia observed within contemporary organizational cultures. Pressfield’s exploration of Resistance, primarily within the purview of individual creative processes, provides a framework for understanding and addressing the analogous challenges faced by organizations in the era of digital transformation and technological innovation that has accelerated exponentially with the arrival of Generative AI.
Thinking about doing something is easy. One can get lost in their thoughts of grandeur on how they are going to conquer the world but the physical act of doing is the hard part. Inertia holds us back. It’s this tremendous pull that keeps us back from doing what is right. Why do something when you can just observe and not change? I use it as a metaphor for companies. Companies are resistant to change, it is hard to make changes when the road you are on looks safe. This starts at the top when executives have to report their quarterly numbers and nobody wants to upset the status quo and have the stock take a hit. It’s preservation, and both people and companies are generally risk averse. In fact, only when the world around them is about to change in a way that all their best laid plans never planned for, do most people and companies attempt to overcome Resistance. When faced with calamity, they realize (finally and hopefully) that it’s time to shake off that fear of risk and do something drastic. But thanks to Resistance, they may well have waited too long to make changes. After all, you don’t decide to take care of yourself when you are laying on the gurney having just had a massive heart attack. It’s too late.
Unpacking Resistance
At the heart of Pressfield’s thesis is the concept of Resistance — a nebulous force that opposes creative expression and innovation. Resistance is the architect of excuses, the harbinger of doubt, and the custodian of the status quo. It manifests in myriad forms, from fear of failure and rejection to the comfort found in familiarity and routine. The insidious nature of Resistance lies in its ability to derail initiatives at their inception, fostering a culture of complacency and risk aversion.
There is always a reason to not do something. Every manager, every middle manager, they kind of fall into a little comfort zone and they don’t want to make any changes. For any number of different reasons, the culture of the company doesn’t want to do that, the culture of the company doesn’t allow employees to make mistakes and change and grow and make their products better or introduce new technologies that are going to make their place better or help the client or whatever it may be.
So now new companies come along and are not burdened by the past, competitive and hungry and they will force you to change defensively or you will cease to exist. They’ll have a better product, they’ll use different technology, they will engage with their customers better, they’ll be able to move faster, they are leaner, and they will run circles around you.
Suddenly you don’t have the right people, the right processes, the right anything. For decades, conventional wisdom has been that large, successful companies can survive a long time without changing, even in the face of new competitive threats. But that wisdom is being challenged; with the advent of technologies like AI and Generative AI change is happening at a pace that it’s never happened before. Exponential acceleration. Google’s very public failure of their Gemini multimodal model is an example of how a company that was viewed as indestructible is now facing enormous challenges from smaller competition (e.g. OpenAI, Perplexity and a host of other startups). Is it too late for Google and their massive resources? You can argue both sides convincingly but ultimately the market will decide their fate. If they keep stumbling, the end won’t be pretty.
Organizational Dynamics and Resistance
The parallel between individual and organizational Resistance is striking and illuminating. Organizations, much like individuals, are susceptible to an aversion to change that can stifle growth and innovation. This organizational Resistance is often justified through a litany of rationalizations — budget constraints, timing issues, and the perceived risks associated with deviating from established processes and strategies. Such Resistance not only impedes adaptation to market dynamics but also compromises the organization’s ability to leverage emerging technologies and innovative methodologies for sustainable growth.
Playing catch up when you’re the underdog and your business is falling so far behind is not something that’s easy to do. We have all seen this happen before. Many businesses struggle. They just don’t, they can’t reorient themselves for success. So long have they been running on the status quo that overcoming the Resistance is incredibly difficult. Near death experiences have a way of reorienting what’s important in our lives but do you really have to wait that long? A good CEO will constantly ask key questions about the future survivability of the organization and make necessary changes.
The Technological Imperative
The advent of technologies such as AI and Generative AI represents a watershed moment for businesses, heralding a new era of operational efficiency, customer engagement, and product innovation. The rapid pace of technological advancement necessitates a paradigm shift in organizational strategies and processes. Resistance to the integration of these technologies not only undermines competitive advantage but also poses existential risks to businesses unprepared for the digital future. Just like electricity impacted the industrial revolution, AI and Gen AI will have a similar impact and that’s not hyperbole. Trillions of dollars in wealth will get created.
Strategic Reorientation and Overcoming Resistance
Overcoming organizational Resistance requires a comprehensive strategy that encompasses cultural transformation, leadership commitment, and continuous learning. This entails:
- Cultural Transformation: Cultivating an organizational culture that embraces change, values experimentation, and learns from failures is paramount. This involves dismantling entrenched norms and processes that no longer align with strategic objectives and fostering an environment conducive to innovation and adaptability.
- Leadership Commitment: Leaders play a crucial role in navigating the organization through periods of change. A commitment to strategic vision, transparent communication, and the empowerment of employees is essential for overcoming Resistance and driving organizational transformation.
- Continuous Learning and Adaptation: Building an adaptive organization requires mechanisms for continuous learning, skill development, and strategic flexibility. This involves investing in employee training, leveraging data analytics for informed decision-making, and maintaining an agile approach to strategy execution.
Building a Resilient Organization
The path to organizational resilience and adaptability is complex and multifaceted. It requires a systemic approach to identifying and mitigating Resistance, fostering a strategic mindset aligned with the realities of the technological landscape, and empowering a workforce equipped to navigate the challenges of change. Key strategies include:
- Strong Leadership: Without strong leadership there will be little progress. A leader that is willing to take a look at everything with a discerning eye and willing to ask the hard questions. Should this business exist? Should we revamp all our processes? Is this the right person for that role? Steering clear of change because of fear only results in stagnation.
- Accept Failure: Failure is good but it has to be accepted as part of the innovation and change process. People can’t live in fear that their failures will result in a negative outcome for them. It needs to be embraced, discussed and learned from. Arrogance and fear have no place in changing an organization. If you don’t discuss and learn from it your competition will thrive on it. Your employees will leave and take all they learned to your competitors.
- Integrating Advanced Technologies: Proactively integrating AI and Generative AI technologies into operational and strategic frameworks is crucial for enhancing efficiency, fostering innovation, and maintaining competitive relevance.
- Strategic Agility: Developing a strategic agility that allows for rapid adaptation to market changes and technological advancements is essential for sustaining growth and competitiveness.
- Innovation Ecosystem: Cultivating an ecosystem that supports innovation through partnerships, collaborations, and an open culture that encourages idea generation and experimentation.
The Time is Now
Stephen Pressfield’s “The War of Art” illuminates the enduring battle against Resistance — a battle that is as relevant for individuals engaged in creative pursuits as it is for organizations striving to navigate the complexities of the digital age. Overcoming Resistance, embracing technological advancements, and fostering a culture of innovation and adaptability are not merely strategic imperatives but existential necessities for businesses in the 21st century. The lessons drawn from Pressfield’s exploration of the human psyche’s aversion to change offer a blueprint for building resilient, innovative, and forward-looking organizations capable of thriving in an increasingly volatile and uncertain global market.
