When implementing emerging tech, is transition pain inevitable?  How do you minimize it?

I'm fairly optimistic about it actually. There's going to be some pain. Unfortunately, some people are going to end up losing the job they may have had for a number of years. But at the same time, other opportunities are going to open up. And I think that's where it's on those of us who are fortunate enough to be in that leadership position, or making those decisions that are going to impact workers, to be transparent about it. If we are bringing in automation to take over certain tasks, explain to people that it's not about trying to cut costs and get rid of them. Point out what's going to happen as a result of that introduction and explain to them what that means for their jobs as well, and make sure they're comfortable and confident because that's probably the biggest thing: uncertainty is quite high. If you're open and transparent at the start, even if it's to the point of, “we don't know what impact this will have on us as a society, but let's deal with it together.” That's going to get a lot more buy-in, than someone standing up at the start going, “no one's going to lose their job as a result of this.” And then six months down the track, “oh actually, we're so much more efficient that we can cut 50% of our workforce.”

Anonymous Author
I'm fairly optimistic about it actually. There's going to be some pain. Unfortunately, some people are going to end up losing the job they may have had for a number of years. But at the same time, other opportunities are going to open up. And I think that's where it's on those of us who are fortunate enough to be in that leadership position, or making those decisions that are going to impact workers, to be transparent about it. If we are bringing in automation to take over certain tasks, explain to people that it's not about trying to cut costs and get rid of them. Point out what's going to happen as a result of that introduction and explain to them what that means for their jobs as well, and make sure they're comfortable and confident because that's probably the biggest thing: uncertainty is quite high. If you're open and transparent at the start, even if it's to the point of, “we don't know what impact this will have on us as a society, but let's deal with it together.” That's going to get a lot more buy-in, than someone standing up at the start going, “no one's going to lose their job as a result of this.” And then six months down the track, “oh actually, we're so much more efficient that we can cut 50% of our workforce.”
2 upvotes
Anonymous Author
I agree with everything  said, and would add, the following: Change acceptance/reluctance is most often influenced by one or both of the following; 1) personal insecurities, like "Imposter Syndrome" or general insecurities gained throughout your life, etc. and 2) the atmosphere created by leadership. If you don't want people to fear change, you have to actually demonstrate in a consistent way that employees can count on leadership to have staff wellbeing in mind during and after the change.  - Retraining - Upgrade to the next level position - Etc.
1 upvotes
Anonymous Author
Some great points made already on this, I agree with all of them. The bottom line is that it all comes down to managing change. You may have seen the cartoon.... - who is for change... most hands go up - who wants to organize the change... some hands go up - who wants to be changed... everyone runs for the hills There are various approaches to managing change and reducing resistance, the root of most of them are around getting people involved. The biggest cause of resistance is fear, and that is brought on by lack of info, without info people assume the worst.
0 upvotes
Anonymous Author
yes because the r and d is necessary too
1 upvotes