The 21st century Luddite movement opposes technological progress due to concerns about job loss, labor exploitation, and undemocratic technology development.

Luddites reject technology and the idea of Progress, seeking to challenge its dominance.

The term "Luddite" originally referred to opponents of the industrial revolution who destroyed machines over labor concerns.

Luddites are motivated by concerns that technology development does not inherently drive social progress.

Some people fear new technology, like AI, due to job loss, as it threatens to displace workers in various industries.

AI implementation has reduced hiring by about 1 percent, with economists divided on whether it will create new jobs or lead to mass unemployment.

Emerging technologies are making many humans redundant in the economy.

The 21st century's economy reduces the need for humans, fueling fears of being left behind.

Corporations and the state are viewed as forms of artificial intelligence that consolidate wealth, control, and suppress dissent.

Luddites believe technology development favors capitalists and is exacerbated by venture capital in Silicon Valley.

The Luddite movement challenges technological dominance by building community and rejecting a cybernetic dystopia.

Community building can resist technology, but hyper-alienation and cybernetic mediation undermine communal relationships.

The Luddite movement promotes a way of life prioritizing leisure time and self-employment over technology.

The movement seeks a more equitable society where technology benefits all, influenced by Marxist texts.

Understanding 21st century Luddite motivations and ideologies can help identify the root causes of workplace resistance to new technology.

Change can trigger anxiety and resistance to new technology among employees, but internal change management can help by addressing the root causes.

Resistance to change can be mitigated through proactive preparation and clear communication that addresses concerns and explains the benefits and expectations of new technology adoption.

To build rapport with resistant supervisors, understand their concerns, adapt to their style, and focus on learning from them.

Effective communication is key to building a positive working relationship and fostering creativity.

Identifying common goals and recognizing a supervisor's abilities can help build a connection and gain trust.

Showing respect for supervisors' opinions and highlighting technology's benefits can be effective, while being proactive helps build a good working rapport.

Regular communication and understanding the supervisor's personality and needs can help build trust and a positive working relationship.

Developing a manager and combining traditional and new technologies can help build a good working rapport, even with resistant supervisors.

Staying open to new technologies and learning from others is crucial for success and building a good working rapport.

Involving business users in decision-making helps uncover needs and improve outdated workflows, reducing resistance to new technology among supervisors.

Custom communication plans can reduce resistance to change by tailoring messages to supervisors' individual needs and preferences.

Emulating the boss' communication style and understanding their leadership style can help build trust and address concerns, including those about new technology.

Effective communication and managing up can help establish value, build relationships, and protect one's career.

Effective communication is a two-way interaction where equal positions and avoiding one-sided conversations, such as commands or interrogations, are key to success.

Finding common topics and understanding the listener's personality type, which can be one of four - Dominance, Influence, Steadiness, or Conscientiousness, can guide effective workplace dialogue.

Cooperating with the other person's personality, identifying with their identity, recognizing their beliefs, and acknowledging their abilities can help build trust, find common ground, and establish credibility.

Showing agreement, proposing alternative plans, and emphasizing effective communication can help build trust and increase the likelihood of acceptance of new technology.

Highlighting innovative projects and entrepreneurial spirit, and using social proof, can help supervisors overcome resistance to new technology, which requires 19% higher efficacy to be accepted.

Risk-averse consumers tend to avoid new technology, and low trust in the organization can increase this aversion, allowing marketers to identify and adjust communication strategies for such groups.

Reducing uncertainty and increasing transparency and upward communication are key to increasing adoption of new technology in distrustful communities.

Lack of upward communication can lead to poor work efficiency, as it prevents supervisors from understanding employee work status and appreciating their efforts.

Effective upward communication and training programs can help supervisors adapt to new technologies and address employee concerns.

Mentoring and coaching can aid coach self-discovery and help them reach their full potential, leading to improved employee adaptation.

Corporations can use modular training, distance learning, and mentoring to help employees adapt to new technologies, and online micro-courses can also effectively train supervisors and employees.

Mentoring hours are mandatory for some credentialed programs, requiring skilled mentor coaches to aid in coach self-discovery, and competitions like "Best Mentor" can improve the mentoring system.

Corporations can partner with experts for instructor training, and instructional coaches can mentor teachers through observation, feedback, and technique sharing.

Mentoring, coaching, and leadership training are essential for supervisors to develop necessary skills, adapt to new technologies, and improve employee performance.

Hybrid learning modes, like the 70-20-10 rule, can effectively train supervisors and employees to adapt to new technologies.

The 21st century Luddite movement opposes technological progress due to concerns about job loss, labor exploitation, and undemocratic technology development.

Title:

Content: Brian Merchant, author: “Luddites are more dangerous to the rich than Robin Hood”

The Luddites have been a great historical resource. Any showy enemy of anything that looked like technological progress has been called a Luddite. Today with generative artificial intelligence and its critics, the word has been revived. The author and journalist Brian Merchant (Iowa City, USA, 1983) saw it coming and has written a book that reviews the Luddite revolt in England at the beginning of the 19th century and its similarities with current technologies: Blood in the Machine (Blood in the Machine, currently without a planned edition in Spanish) thus explores the origins of the current revolt against big technology.

Although the book has appeared in the midst of the AI hype, Merchant began his research a decade ago: “Uber was growing and it was beginning to be seen that it was having a hard impact on taxi drivers, I heard the term Luddite from the pro-Uber sector and wrote an article titled You don't understand anything about Luddites”. Now in his book he remembers that the Luddite revolt was a labor struggle, not anti-technology, at a time when unions were prohibited. In a conversation with EL PAÍS from his residence in Los Angeles, Merchant clarifies the historical impact of the Luddites and the possible similar struggles that are being played today in Silicon Valley.

1. The Luddites were not against progress

The labor revolt over the loss of rights was more important than the destruction of textile machines: “The biggest mistake about the Luddites is to say that they were against technology and progress,” says Merchant. “They were against certain technologies because they recognized the way in which they were going to be used in their context against them as workers. It was a labor movement, against poverty, not anti-technology. The British Government began to mold them in this way almost immediately, it was keen to mock the Luddites and present the argument that they were against progress. It is very similar to how today people in positions of power in technology companies accuse those who complain about poor working conditions. It's the same story for 200 years.”

The book quotes a phrase from historian Eric Hobsbawm that explains this stage: “It was collective bargaining through riots.” According to Merchant, this tactic in a workers' struggle was very powerful for two reasons: “First, it was symbolic because everyone understood that what they were destroying was not just a machine. It was also the specific machine used to transfer wealth from the workers to the employer. Second, it was useful because they destroyed the equipment that businessmen needed.”

2. Why Robin Hood is better accepted than Ned Ludd

Ned Ludd was a legendary character. No one knows for sure if he existed. It was the legend of a teenager who would have broken the first machines at the beginning of the Industrial Revolution. In 1811, rebellious workers used his legendary name to sign letters and further scare: “Ludd probably never existed. But the incarnation of it would become a mascot, an organizational tool, a wink: a powerful 19th-century meme,” Merchant writes.

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Ludd lived near Nottingham (United Kingdom), like another legendary figure who has been better treated by history. There must be a reason, says Merchant: “The Luddites organized a popular and powerful rebellion. People wrote popular songs about them. They were like Robin Hood. But it is interesting that Robin Hood has endured as a positive light, while the Luddites have not. He suggests that the myth of Ned Ludd is in some ways more dangerous to the elites and the wealthy than that of Robin Hood, which is a little more nebulous and open. The Luddites say: go ahead and break the machines of your oppression. Robin Hood says: steal from the rich and give to the poor. “I think that’s a little more tolerable.”

3. How are they similar to today's problems?

The background of the book is that the history of the Luddites is similar to what happens today in Silicon Valley, where a small group of corporations dominate new technologies. “The way technologies are developed has basically not changed. You have a handful of people with access to enough capital or political influence to be able to build a factory and use automation technologies. “Back then, the most aggressive owners didn’t ask anyone how to find a way to make this a win-win.”

Merchant has received criticism for equating the great businessmen of 19th century England with 21st century America. But there are details that he does not see that far away: “The technology development process is in some ways even more undemocratic today than then. There is this immense pool of capital available to Silicon Valley innovators through venture capital. Uber wasn't profitable for 10 years, but they had access to that capital. Did anyone really like that? Did it work for workers and delivery people? Nothing mattered, they just had more money and moved on.”

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Luddites reject technology and the idea of Progress, seeking to challenge its dominance.

Title:

Content: Artificial Intelligence and the Curse of the Machine Gods

Image by Gertrūda Valasevičiūtė.

Sometime back in 2008 I was having a conversation with an FBI agent. This is not something I would normally care to do, but in this case it was a family member—my half-brother, who is fourteen years older than me. We didn’t grow up together and have never particularly liked each other, and his wife and I share an intense mutual loathing, but at the time I was making an effort to be more present in the lives of their two young daughters, my nieces.

We were sitting in the living room of their home in Simi Valley, where cops move so they don’t have to live in L.A. with real people. The tedious babble of a televised football game was droning in the background. Following a thread of conversation I’ve long since forgotten, we somehow got onto to the topic of theft and morality. My brother said to me—and this is an exact quote—Are you one of those people who thinks it’s wrong to steal from a mom & pop store, but it’s okay to steal from Wal-Mart because it’s a big corporation?

Sensing my time to shine, I replied as follows: in order for me to believe that it would be “stealing” to take something from Wal-Mart without paying for it, I would first have to believe that Wal-Mart is capable of owning something. I don’t.

He was immediately confused. I continued.

In my view, you must have consciousness and will in order to own something. Wal-Mart has neither of those things; it is a construct. It may have stores and employees, managers and board members, but essentially it’s a legal fiction—a synthetic entity. Wal-Mart really only exists on paper, and it’s only because of consensus social agreement—and fear of law enforcement—that it can be said to have any claim at all to its warehouses of tacky furniture and sweatshop clothing.

The “synthetic entity” part really got him; he froze like an old computer. I could almost hear the cogs of his mind grinding as he tried to process an idea that was completely alien to his worldview.

Thanks to certain rulings of the good ol’ Supreme Court, these synthetic entities have all of the “rights” of individual citizens, yet none of the liabilities… like mortality. There is not a single human servitor of Wal-Mart who is not replaceable, from the CEO to the door greeters. Like all employees of giant corporations, they’re basically wetware, serving the needs of a more or less immortal construct.

You may have figured out where I’m going with this: corporations are a form of artificial intelligence. I hate to be the one to break it to y’all, but our society was conquered by A.I. generations ago.

I call them machine gods; “gods,” because they’re fundamentally disembodied—they are primarily conceptual, like, say, Hermes. “Machines,” because they don’t have any actual will or consciousness—what they have is programming; they take objects and convert them into money, which is essentially the same thing as saying they convert objects into power. The objects themselves are created by transforming the living—trees, livestock, landscapes, sweatshop workers—into the dead.

A fun, old-fashioned occult word for such an entity is egregore.

Taking things from a mom & pop store would directly harm the livelihood of actual human beings, who have will and consciousness. That is simply not the case with Wal-Mart, or Target, or Dollar General. These companies make billions of dollars in profit, most of which goes into the pockets of a handful of corporate executives who are already wealthy. If I could do so with impunity, I would take absolutely everything I ever wanted or needed from Wal-Mart—or any other chain store—without paying for any of it.

You know, sort of like European invaders did to Turtle Island.

That I refrain from shoplifting is not a moral stance at all, but a practical one based on fear of legal punishment. Also, my finances are solid enough that I don’t need to take stuff from the machine gods without paying; unlike many people in this country, I can afford the basics of life. There’s no good reason for me to risk a larceny case. But if my situation were to change, I certainly wouldn’t feel any pangs of fucking guilt for helping myself to the shit at Wal-Mart.

And so, my brother’s attempt to trap me with his simplistic, pseudo-Christian moral conundrum failed utterly. After wearing out his cop-mind for a few minutes trying to find an angle from whence to undermine my argument, he finally landed on this: Well, where does the transition happen between a mom & pop store and Wal-Mart?

He really thought he got me with that one, but it’s clearly absurd; once it’s possible to purchase shares of a company on the stock market, we’re pretty well into machine god territory. Although technically they are both corporations, a tremendous gulf separates my local corner store from Wal-Mart. It’s like comparing a marble to Jupiter.

***

I would argue that the state, with its penchant not only for reproducing itself, but also for manufacturing humans who require a state, is also a form of artificial intelligence.

***

Since the industrial revolution, or at least since the advent of advertising and P.R. firms, every time some fancy new technology comes around there are always True Believers—the people who can’t wait to tell you How Much Better Life Will Be Now. This fable is still popular after two centuries of revealing itself as a lie—the most significant accomplishments of most new technology are: killing more of the planet, impoverishing the working class, and consolidating wealth & control.

If you were connected to the last smoldering remnants of the counterculture in the mid ‘90s, then you might remember how everyone was convinced that the internet was going to Liberate Democracy or whatever. Anyone who’d studied Marx for two seconds should have easily predicted that the ability to buy everything online was just going to put a lot of moms & pops out of business. But could they have predicted QAnon? Hmm…

A few of the early dick-riders of cybertech, like Douglas Rushkoff, have repented of their foolish technophilia… now that it’s too late. Who knows what world we might now live in if liberals and leftists would have immediately recognized the internet as a force of evil? Actually, nevermind; they probably couldn’t have stopped it. By that point the beast was coming whether we wanted it or not.

However, I do not believe that our techno-dystopia was historically inevitable.

Back in May, author Thomas Knapp made a statement in a piece for Counterpunch that I feel is worth quoting at length before I carve it up with the Wu Tang sword:

We’ve been hurtling toward the “singularity” for at least 3.3 million years, ever since one of our ancestor hominins (probably Australopithecus or Kenyanthropus) started using tools to make their work easier.

Over those millions of years, we’ve continuously improved our tools … and our tools have continuously improved us. We’re not really the same animal we were before the automobile, let alone before the wheel. We can do things our grandparents, and those hominins, never dreamed of.

Once we started developing tools that could crack nuts better than us, speak across greater distances than us, travel faster than us, etc., it was inevitable that we’d eventually develop tools which could think better than us.”

With as much respect as is due to anyone who has just insulted their entire species, I have to say this is a gold-medal contender for the stupidest shit I’ve heard all year. I have an appreciation for healthy cynicism, but damn; this kind of Original Sin nonsense chafes my chonies.

First of all, the industrial foundation that made computer tech possible is only a couple of centuries old; go ahead and take a second to boot up your calculator, then divide 200 by 3.3 million and see what kind of ratio you get. I’d hardly describe the speed of that species-journey as “hurtling.” It looks more to me like being healthy for a hundred years, then getting total-body cancer for a fraction of a second before dropping dead.

Second, there was never anything “inevitable” about A.I., the internet, computers, industry, or even civilization. Civilization has only been around for about 5,000 years (divide that by 3.3 million; you’ll get a bigger number but not by much), and as James C. Scott examined in Against the Grain, the earliest hierarchical states were extremely fragile for any number of reasons. There was no guarantee that this way of organizing society would last as long as it has… and it probably won’t last much longer.

The industrial revolution was not the inevitable result of humans being “tool users”—a lot of other species make and use tools—it was the specific product of a specific culture in a specific region under specific circumstances. If the cosmic criminal Christopher Columbus had met a righteous end by drowning at sea before reaching Turtle Island—or, as in the short story I’m currently writing, been murdered by a coalition of time-traveling queers—it’s likely that the industrial revolution would never have happened. That means no capitalism, no planet-devouring corporations, and no motherfucking A.I.

Third, Knapp’s passage is really just a re-framing of the European “Enlightenment” myth of Progress™. The idea that factories and Skynet are part of the “natural evolution” of the human species is not only ridiculous, but it’s also a clandestine form of diet white supremacism—if the industrial revolution was a natural part of “our” evolution, and Europeans did it first, then clearly they must be more “advanced” than other people. Ergo, manifest some destiny, etc.

To commit what’s actually an enormous fuck-up and then claim it’s “natural” to the species is a phenomenal level of hubris… hubris that is basic to the social construction of whiteness. I’ve endured this crypto-racist horseshit in some form or another for my entire life, and I’m tired of it. I feel the same way about the “progress” myth that I feel about the Bering Strait Theory and White Jesus—I keep hoping it’ll retire to Debunked Land, but it never does. Since we can’t get rid of it, my only option for spiritual well-being is to mercilessly clown it.

These last few months, there have been a lot of people gnashing their teeth about the Dangers of A.I. Most of these folks have been enthusiastically feeding all of their personal data to tech companies for the last twenty years, and don’t see the relationship between the two things, but nevermind that.

I don’t see that there is any new danger from A.I. that isn’t already inherent in our cybernetic dystopia. Banal and soulless popular culture? Already got that. People relying on computers to do their thinking for them? Been common for years. Machines taking people’s jobs, or murdering them? Check. Planetary extinction? Well on our way. The “singularity” is just a secular repackaging of Judgment Day. It’s all hype.

That said, is resistance even possible?

I believe resistance is always possible… but only if you understand the threat. Over the years I’ve studied many social movements, particularly the more radical ones—labor rights, religious rebellions, anarchist insurrections, Black Power, Indigenous sovereignty, etc. One of the things all these movements have in common is that they grew from a world in which there was still such a thing as communities.

Many of the Black Panthers were organizing with neighbors whose families they’d known for two or three generations, sometimes longer. When was the last time you were in a neighborhood where everyone had known each other for that long? Gentrification is a helluva drug.

The gospels of Marxism and anarchism were spread in cafes. Nowadays, I’m ready to shed tears when I see strangers so much as strike up a conversation with each other at a cafe. Most people prefer interacting with a screen.

Our current state of hyper-alienation and total cybernetic mediation has effectively destroyed our communal relationships. Nobody like Malcolm X or Fred Hampton could ever have emerged from the world of smartphones and zuckerbook. Tech is the problem, and has been for a long time… yet people act like uncensored access to Twitter is the key to a functioning democracy.

What is to be done?

I don’t know. But I have an extra sledgehammer if you wanna play Luddite with me.

Malik Diamond is a hip hop artist, cartoonist, author, educator, and martial arts instructor. Born and raised in the San Francisco Bay Area, he is the descendant of kidnapped Africans, conquered Natives, and rural laborers of the Scots-Irish, Swiss, and German varieties. He currently lives in Oakland, California, with two brown humans and a white cat. E-mail: malikdiamond (at) hotmail (dot) com

The term "Luddite" originally referred to opponents of the industrial revolution who destroyed machines over labor concerns.

Title:

Content: The new is the old well forgotten.
Where in the Network there was a fashionable insult to the opponents of AI
In the Internet discourse, deep in the study of sarcastic comments of anonymous persons, you can find the term "Luddite".
This label is often referred to as people who dare to express the slightest inclination to inhibit the constant development of artificial intelligence (AI).
Related video
Interestingly, such prominent figures as Elon Musk, Stephen Hawking and Bill Gates have been awarded the Luddite Award, which is recognition of their cautionary position regarding the potential dangers associated with artificial intelligence.
During the ceremony, Robert D. Atkinson, the organizer of the award, noted: “Unfortunately, luminaries such as Elon Musk and Stephen Hawking have contributed to the feverish refraction of hands about the impending apocalypse of artificial intelligence, ” writes IFLScience.
In Focus.Technology appeared its own Telegram-channel.
Subscribe not to miss the latest and exciting news from the world of science!
Atkinson also explained: "Do we consider any of them personally Luddites?
No, of course not.
They are pioneers of science and technology.
But they and others have done a disservice to the public — and undoubtedly have helped and comforted the increasingly common neo-Luddist impulse in modern society — by demonizing AI in the popular imagination.
But how did the term come about?
Its roots can be traced back to the early 1800s in England.
Before the industrial revolution, skilled craftsmen who knew a lot about textile production made clothes using their own machines and specialized tools.
However, a situation arose when new technologies and methods of mass production appeared, as a result of which artisans were unable to compete.
The result was a movement whose purpose was the destruction of the textile industry and the destruction of new machines.
Although there is some truth to this story, it does not reflect the whole essence of the Luddite movement.
Their actions were not driven solely by a reaction to new technologies; rather, they were a response to the profound transformations taking place in their professional activities.
While it is true that they often attacked a knitting machine known as a stocking frame, as well as other mechanized fixtures, their main concern was the labor practices associated with these machines.
Kevin Binfield, editor of the Luddite and Compassionate Works, explained their motives: "They simply wanted machines to produce high-quality goods, and that these machines employed workers who had been trained and received fair wages.
It was their only concern. ”
The nickname "Luddites" comes from the nickname "Ned Ludd", an apocryphal figure who allegedly sabotaged a textile factory in 1779, although historical evidence suggests that this man was most likely a fictional one.
In a 2007 paper, researcher David Linton explained: “Some say that a young man, possibly with cognitive impairment, named Ned Ludd once misunderstood an order and accidentally broke his frame machine.
Others argue that this was done deliberately, in a fit of anger.
Whatever the motive, it seems to have become a joke phrase that whenever the machine breaks, for whatever reason, you can say something like, "Ludd must have been here."
From this construction, it is a short step to the ironic application of the name Ludd to vandalism for political purposes. "
Between 1811 and 1816, the Luddite movement held sporadic and somewhat unorganized protests, characterized by the destruction of cars and the burning of factories.
In response, the mill owners resorted to extreme measures, using deadly force against the Luddites.
In April 1812, there was a grim turning point in Huddersfield, where at least four people died at the hands of the mill owners.
In retaliation, the Luddites killed the owner of the mill, William Horsfall, who boldly declared his intention to "smear himself with Luddite blood to the saddles."
Horsfall was shot while sitting on his horse.
Faced with these uprisings, the government immediately sent thousands of soldiers to quell the protests.
Moreover, they adopted a law according to which the breakdown of cars was subject to the death penalty or sending to colonies.
Subsequently, the movement dissipated, but the stable expression "Luddite" could not accurately convey the ideals and goals of the Luddites.
Previously, Focus wrote about the first IPSO in the history of mankind.
It turns out that it was invented in Babylon and it concerns the Flood.

Luddites are motivated by concerns that technology development does not inherently drive social progress.

Title:

Content: Hey tech billionaires, if you want to talk about radical change, let’s abolish venture capitalism

 / Source: GuardianAus

The future that technology elites like to imagine looks remarkably similar to the one we’re in

‘Any meaningful, progressive – and dare I say, hopeful – view of the future of technology must be willing to engage with its politics, history and consequences.’‘Any meaningful, progressive – and dare I say, hopeful – view of the future of technology must be willing to engage with its politics, history and consequences.’Do you support sustainability, social responsibility, tech ethics, or trust and safety? Congratulations, you’re an enemy of progress.

Andreessen lambasts academia for being “disconnected from the real world, delusional, unelected, and unaccountable – playing God with everyone else’s lives, with total insulation from the consequences”. I have never read a more apt description of Big Tech.

So why should we give this manifesto any time of day? As the co-founder of one of the world’s biggest venture capital firms, Andreessen holds significant power. And he’s far from alone in his thinking – the manifesto offers a glimpse into the belief systems of many tech billionaires. Echoes can be heard of Mark Zuckerberg’s infamous former motto:Tech elites like to cast themselves as radical revolutionaries. But we find ourselves in a relentless cycle of sameness. headtopics.com

Concealed within the rhetoric of tech progress is preservation of the status quo. The future that tech elites imagine looks remarkably similar to the one we’re in: unchecked power, consolidated wealth, low regulation and minimal consequences when technology proves to be harmful. If we want to talk about

It serves tech billionaires well to make it seem as though social progress is intrinsically linked to tech development. They cast themselves as our; here to save humanity provided they retain the power, capital and market dominance to do so. Anyone who dares get in the way is dismissed as backwards or ignorant. This mischaracterisation goes at least as far back as the early 1800s and the Luddite uprising. headtopics.com

Then as now, when elites misrepresent techno-scepticism as dangerous or backwards, they are trying to direct attention away from rational concerns about manifestations of power and profit.The brand of optimism wielded by prominent tech industry figures weaponises hope for a better future. It asks us to shy away from the political realities of technology as it stands in favour of a libertarian fantasy (or nightmare).

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Some people fear new technology, like AI, due to job loss, as it threatens to displace workers in various industries.

Title:

Content: Many sci-fi movies have painted artificial intelligence (AI) to be an omen of humanity’s demise. The first cinematic appearance of AI was in a 1927 silent German film, “Metropolis.” Throughout the entire film, a humanlike robot had the sole intention of wreaking havoc throughout the city. Despite this initial negative depiction of AI, technology has been racing toward the development of advanced artificial intelligence. According to Forbes, “AI-focused companies raised $12 billion in 2017 alone.” In August of 2021, Elon Musk revealed that he has an aspiration to create a humanoid robot called the Tesla Bot to eliminate mundane tasks and to make the bots accessible to the public by next year. He went as far to say that the Tesla Bot could displace the labor force, rendering physical work a matter of choice. Twitter ran wild after hearing about Musk’s announcement, with many people drawing comparisons to “I, Robot,” “The Terminator” and other apocalyptic movies.

Humans have a tendency to be wary and fearful of new technology, as seen in the 19th-century Luddite movement when artisans destroyed textile machines to protect their own jobs. The fear of AI seems to be widespread, as people are unsure of what AI is capable of and the repercussions of implementing it. The reality is that AI is already implemented in multiple parts of our daily life — the introduction of the Tesla Bot is just a newer way. The threat of AI might not be the climactic, action-packed threat that we see in films. Instead, it could be a dependence on AI that threatens to lull us into complacency.

Elon Musk acknowledges that the creation of the Tesla Bot will have far-reaching impacts on the economy — an implication that is attached with all emerging AI technology. Currently, most AI can only complete the tasks they are programmed for, and since this doesn’t require true reasoning, they have earned the name of Narrow AI. The dream of AI is to transcend the limitations of Narrow AI and reach a state of autonomy where it can continuously adapt on its own with all the abilities of a human brain. This uncontrollable and irreversible state would be revered as AI “singularity.” Daron Acemoglu, an Institute Professor at the Massachusetts Institute of Technology, found that “firms that increase their AI adoption by 1 percent reduce their hiring by approximately 1 percent.” As industries try to find more ways to implement AI technology, there will be more and more displacement of workers. Amazon’s implementation of AI into grocery stores demonstrates their ability to completely eradicate cashiers while creating a more efficient way to go grocery shopping.

Acemoglu writes, “Some economists think fears of automation and AI displacing workers are overblown. They argue that as work becomes more AI-automated, the resulting productivity gains will spearhead labor demand in other parts of the economy … even in the same firms doing AI-driven automation.” The problem is the creation of AI itself — the automation economy drives labor demands down without any hope of reviving it. Even further, software developers GitHub and OpenAI have recently unveiled an AI pair programmer named Copilot to help provide coding suggestions based on what the programmer prompts the system. Even though the software is “still a work in progress” according to TechTalks, it will continue to become more reliable and efficient as more people use the technology. The unveiling of this particular AI shows that even the jobs of programming AI are not secure. AI is able to infiltrate every industry, and if AI is able to achieve singularity, even careers such as being an author or an artist are at risk of being replaced.

Attempting to prevent the rapid implementation of AI is almost impossible at this point. Many countries in the world are racing against each other in an attempt for AI dominance, trying to cultivate an environment for these companies to grow and flourish. The reason countries are invested in the evolution of AI is because it is revered as a strategic technology that could help countries get a tactical advantage over other countries and help strengthen governance. China is a great example of this, as it invested heavily into the AI industry while simultaneously implementing it into their infrastructure. Following the release of China’s three-step program to become a world leader in AI by 2030, they have planned to create a “$2.1 billion AI-focused technology research park,” according to Forbes. We can already see China implementing AI into the military and smart cities — during the Hong Kong protests, for example, the government implemented AI surveillance to identify citizens and subsequently curb protests.

Due to the importance of AI to government entities and many other industries, AI has cemented itself as an important factor to the success of new emerging firms. Trying to eradicate AI currently would actually impede the advancement of society as a whole. Though AI does pose a lot of threats such as the displacement of workers, built-in programmer biases and implications of AI in our political and economic system, the ability of an AI outweighs the risks. Its pure speed in utilizing huge reserves of information and executing action could change the way we live. It is dependent on developers and users as a whole to protect in the manner of how AI is utilized, perhaps through legislation or creating open source AI that is accessible to everyone. Then we could all access even a simple version of an AI that would also help our personal life.

One of the methods Elon Musk proposed in combating the displacement of workers would be to introduce a universal basic income. With the introduction of a universal basic income, we could lessen the strife of structural unemployment and shift toward a different type of societal model — one that bases itself less on a capitalistic work life and more of an emphasis on the humanities and the arts. Perhaps by allowing people to have more free time and less worries about their financial security, we could spur a new renaissance. We could fear AI and allow it to control our lives, or we could act before it becomes too powerful, using AI to benefit us as a society.

Akshay Ma Kumar is a senior majoring in economics.

AI implementation has reduced hiring by about 1 percent, with economists divided on whether it will create new jobs or lead to mass unemployment.

Emerging technologies are making many humans redundant in the economy.

Title:

Content: WEF Adviser Yuval Harari: ‘We Just Don’t Need the Vast Majority of the Population’ in Today’s World

Breitbart – by Robert Kraychik

Yuval Noah Harari, historian, futurist, and World Economic Forum (WEF) adviser, said, “We just don’t need the vast majority of the population” in the early 21st century given modern technologies’ rendering human labor economically and militarily “redundant.”

Harari’s remarks were made in an interview with Chris Anderson, the head of TED, published on Tuesday. He assessed widespread contemporary disillusionment among “common people” as being rooted in a fear of being “left behind” in a future run by “smart people.” Such fears are justified, he added, given his projection that emerging technologies will displace economic needs to many categories of existing work:

A lot of people sense that they are being left behind and left out of the story, even if their material conditions are still relatively good. In the 20th century, what was common to all the stories — the liberal, the fascist, the communist — is that the big heroes of the story were the common people, not necessarily all people, but if you lived, say, in the Soviet Union in the 1930s, life was very grim, but when you looked at the propaganda posters on the walls that depicted the glorious future, you were there. You looked at the posters which showed steel workers and farmers in heroic poses, and it was obvious that this is the future.

Now, when people look at the posters on the walls, or listen to TED talks, they hear a lot of these these big ideas and big words about machine learning and genetic engineering and blockchain and globalization, and they are not there. They are no longer part of the story of the future, and I think that — again, this is a hypothesis — if I try to understand and to connect to the deep resentment of people, in many places around the world, part of what might be going there is people realize — and they’re correct in thinking that — that, ‘The future doesn’t need me. You have all these smart people in California and in New York and in Beijing, and they are planning this amazing future with artificial intelligence and bio-engineering and in global connectivity and whatnot, and they don’t need me. Maybe if they are nice, they will throw some crumbs my way like universal basic income,’ but it’s much worse psychologically to feel that you are useless than to feel that you are exploited.

Harari contrasted the 20th century with the 21st while forecasting what he said is the current century’s and future economies progressively diminishing need for human beings. He said:

If you go back to the middle of the 20th century — and it doesn’t matter if you’re in the United States with Roosevelt, or if you’re in Germany with Hitler, or even in the USSR with Stalin — and you think about building the future, then your building materials are those millions of people who are working hard in the factories, in the farms, the soldiers. You need them. You don’t have any kind of future without them.

“Now, fast forward to the early 21st century when we just don’t need the vast majority of the population,” he concluded, “because because the future is about developing more and more sophisticated technology, like artificial intelligence [and] bioengineering, Most people don’t contribute anything to that, except perhaps for their data, and whatever people are still doing which is useful, these technologies increasingly will make redundant and will make it possible to replace the people.”

https://www.breitbart.com/economy/2022/08/10/wef-adviser-yuval-harari-we-just-dont-need-the-vast-majority-of-the-population-in-todays-world/

The 21st century's economy reduces the need for humans, fueling fears of being left behind.

Corporations and the state are viewed as forms of artificial intelligence that consolidate wealth, control, and suppress dissent.

Title:

Content: General Supervision
Elham Aboul Fath
Editor-in-Chief
Thank you for your patience.
General Supervision
Elham Aboul Fath
Editor-in-Chief
Thank you for your patience.
Laila Musa writes: Taliban..
The Ideology Against Dynamism and Change
According to the agreement between the Americans and the Taliban, which stipulated - according to what is circulating - the total withdrawal of the Americans; and the surrender of Afghanistan to the movement in exchange for the latter's pledge not to harm American interests, and not to allow its territory to be turned into a source for exporting terrorism; or use by extremist terrorist groups, so that they pose a threat to regional and international security and stability. Their rights; participation in the new government and political life, and adherence to international laws and conventions.
Indeed, the movement showed some flexibility during the early days of its control of Afghanistan; to win the affection and sympathy of the Afghan people in contrast to the days of its control of the country in the 1990s; and showed its openness to dialogue and continued economic and trade cooperation with countries that had relations with the previous government, until it tightened its grip on the entire Afghan geography.
However, despite all the intentions and flexibility shown by the movement, it has not been able to win over the Afghan people and remove their doubts about its promises and fears for the future of the country, which has become threatened by a radical dark ideology under the control of the movement, which has led many Afghans to migrate without hesitation, in a country that lacks any hope for a country that may prevail citizenship and freedoms under the control of the movement.
The Afghan people and the international community did not need more time to reveal the truth of the movement, and to ascertain the validity of their suspicions about the movement, and its radical ideology and fanaticism, and quickly revealed the cover on the reality of this, when the Taliban monopolized the formation of the Afghan government with all its members or loyalists, with the total exclusion of women, and everything that is contrary or opposed to the movement. They remained in Guantanamo, who were part of the government during the Taliban takeover in the 1990s and who are on international terrorist lists.
The mentality behind the establishment and selection of members of the new government was enough to reveal what this movement will carry in the coming days and the truth of its claims, especially its flexibility regarding women ’ s rights and participation in political and community life in particular.
Although most countries are aware of the nature of the movement, they have expressed their readiness for dialogue and openness with the Taliban as long as their interests are safeguarded, and do not forget that each country is racing to exploit the movement as a threat to the interests of hostile countries, as is known in international custom the predominance and preference of interests.
Perhaps one of the reasons why most countries have opened up to the movement is that it has become de facto an inevitable consequence of accepting the movement ’ s ideology, in order to win it over to its side rather than being hostile to the principle of choosing the best of the bad.
The existence of such an ideology is often beneficial to some powers, parties and states, as it constitutes a fertile environment full of contradictions, and thus the societies under which it is managed are fragile and explosive at any moment, and even easy to intervene and infiltrate, or use in the fight against the hostile parties.
It is usually one of the tactics adopted by many forces and actors to implement long-term strategies by contributing to or supporting such movements, and the Taliban is one such movement that has been founded and supported to counter communism.
It is not unlikely that the movement will be used this time to fight the Islamic State, or to cause unrest to prevent the agendas and projects of some international powers, and may be the beginning of a rearrangement of the region according to new maps.
The ideological structure of the movement has long been characterized by stereotyping, stagnation and steadfastness through adopting a set of norms, principles, legislation and standards that go beyond time and space, within the framework of a character that enjoys absolute, honesty, credibility, truth, validity, inevitability and necessity, all of which are sufficient to ignite countless conflicts and wars.
Absolute thinking, judgments, the inevitability of results, and the necessity of commitment can destroy and destroy societies because they are contrary to the dynamic characteristics of nature, society, and man.
A movement with this ideology and methodology is not surprising or unlikely to come up with this formation in the new government, which is a reproduction of the 1990s.
It lacks any dynamic that allows for renewal and change and bring about all that is different and new.
Members of the movement quickly eliminated the manifestations of civilization by breaking musical instruments, banning mixed schools, preventing women from going out without a mahram, working and excluding them from political life, suppressing demonstrations, torturing journalists, imposing specific models and standards regarding the external appearance of youth and women, and other blatant violations of international and humanitarian covenants.
The movement may have succeeded in leading the country for six years in the 1990s, but it is difficult in the next phase to continue to rule with this mentality and methodology, despite the openness shown by the majority of countries to cooperate and dialogue with them.
In light of the rapid changes, developments and developments witnessed by humanity in light of the scientific and technological revolutions; the rapid spread of news, and the openness of peoples to each other.
It lacks the dynamism that qualifies it to run the country in line with the civilizational developments taking place in the world; it is difficult, if not impossible, to run the country with a rigid thought and ideology separate from time and space.
Even at the level of relations with countries that are supposed to change their way of thinking, which is contrary to the ideological nature that they adopt, the continuation of what they are, will be doomed to disappear, because they carry the seeds of their demise at the heart of the ideology that they adopt.
Intransigence and intransigence once did not have good governance; on the contrary, it was always a source of contradictions, conflicts and wars, and the continuation of the Taliban with the ideology of anti-dynamism and the atonement of democracy will put it to a difficult test; and uprisings will be led primarily by women, who are the most enslaved element under such ideologies.
Embargo and restrictions imposed by force will unleash real possibilities in confronting them, just as we do not rule out the return of the Americans to the region again, this time under the pretext of protecting rights and freedoms.

Luddites believe technology development favors capitalists and is exacerbated by venture capital in Silicon Valley.

The Luddite movement challenges technological dominance by building community and rejecting a cybernetic dystopia.

Community building can resist technology, but hyper-alienation and cybernetic mediation undermine communal relationships.

The Luddite movement promotes a way of life prioritizing leisure time and self-employment over technology.

Title:

Content: FINANCIAL TIMES
In America...
Anti-Labor is booming, and millions are quitting their jobs.
Some workers still haven ’ t returned to the workforce despite standard vacancies.
Doreen Ford spent ten years working in retail stores in the Boston area and hated it.
So in 2017, when Ford ’ s grandmother suggested she give up her traditional job altogether and use her love of dogs to cover her expenses, she agreed.
Ford is a part-time dog walker, but other than that she hasn ’ t held a traditional job since, and says she ’ s never been happier.
Ford, 30, said, “Usually, at best, the work was useless, at worst it was humiliating and exploitative. ”
Ford was one of the early pioneers of the "anti-labor" movement, which encouraged its followers to work as little as possible in traditional jobs or give up altogether for self-employment, with the goal of prioritizing leisure time.
Ford also oversees anti-labor, an influential topic on Reddit.
Its membership has grown from 180,000 in October 2020 to 1.6 million this month as the coronavirus crisis pushes many to reassess their careers.
The Labor Department reported on Tuesday that huge numbers of Americans left their jobs last year, including 4.5 million in November.
This was the highest rate of resignations since the ministry began monitoring it in 2001.
The data shows that many employees may have left their jobs after receiving better offers.
But the labor force participation rate has fallen below pre-pandemic levels, suggesting some workers are still not returning to the workforce despite record vacancies.
Many may focus on their caregiving responsibilities, or fear COVID-19.
But at least some seem to have been disillusioned with traditional job opportunities during the pandemic, such as Ford.
Their numbers are large enough to prompt Goldman Sachs to warn in a November research note that the anti-labor movement poses a “long-term risk ” to labor force participation.
Ford said, “I think there are a lot of jobs that don ’ t make sense, and they shouldn ’ t exist.
Just doing paperwork for no good reason.
It doesn ’ t really help anyone. ”
Idlers, as members of the anti-labor movement call themselves, believe that people should strive to work as little as possible and prefer to be self-employed.
Many who have stopped work say they run their own small business, such as Ford, or work as few hours as possible in part-time jobs for a living.
According to Ford, some are taking in roommates or raiding garbage containers to get food to reduce their living costs.
The ideology of the anti-labor movement goes back to Marxist texts that suggest that humanity can develop without having to work for a living.
A similar trend has emerged in the popular “lying down ” trend among Chinese millennials, who swear to quit ambitious jobs for a simpler and less materialistic life.
The anti-labor movement first appeared on Reddit in 2013.
A survey of about 1,600 members of the moderator-run Reddit sub-forums found that most of them were male and based in North America.
Half of the respondents say they are still in full-time jobs.
The sub-forum is full of stories told by workers that prove their bosses don ’ t care about them.
One of the posts, posted by user amethystttt07, pointed to the issue of the salary increase that was promised and instead went to a co-worker without explanation, “Just a nice reminder, unfortunately, it is possible to get rid of all of us and replace us in a flash.
Even if you do your best and spend a lot of hours working, it won ’ t work. ”
Another boasted of working from home during his COVID-19 illness, but “played video games most of the time.
The manager earns a dollar, and I make a dime.
That's why I play video games during work time, my friend. "
But the most well-known publications are screenshots of resignation letters and text messages.
The movement proved so popular that moderators restricted publication to be on Sundays.
Historian Benjamin Honecott, a professor at the University of Iowa, whose books on labor history appear in the Reddit Anti-Labor Forum Library, said, "Perhaps we should consider that there may be an alternative to spending our lives in bondage to the wealthy among us, and profiting for them.
Maybe there are other things we do in our lives than accumulate profits for those rich, take that time, and get it back. ”
Economists say it is almost impossible to measure how changing attitudes about work influence labor market trends, but cultural shifts can help explain some of the characteristics of the market.
Employers from Tyson Food to FedEx complain that they are unable to find enough workers despite high wages.
At the same time, a wave of strikes last fall led many workers to put pressure on employers for better benefits after years of stagnant wages and fear of health risks added to their jobs during the pandemic.
Idlers have even taken part in some of these labor movements, making thousands of fake applications to a job site set up by Kellogg ’ s to replace striking workers in its grain mills.
Thanks to its activity, the anti-action platform has been compared to another prominent subsidiary on Reddit, WallStreetBets.
Last year, retail traders raised the prices of meme stocks such as doomed video game retailer GameStop and movie chain AMC in a concerted effort to penalize hedge funds that short-sell those stocks.
Ford said, “Most of us are just ordinary people. ”
“We have jobs that we don ’ t like, and that ’ s why we ’ re in the movement in the first place. ”
Publish it.
MORE FROM FINANCIAL TIMES

The movement seeks a more equitable society where technology benefits all, influenced by Marxist texts.

Understanding 21st century Luddite motivations and ideologies can help identify the root causes of workplace resistance to new technology.

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Content: BETA
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The Right Way To Evaluate A Technology Solution For Your Organization

Founder and CEO at Ludi, Inc., a healthcare technology company making it easy for hospitals to pay physicians.

Selecting a new technology for your company can be daunting. Organizations usually begin this process with a desire to either streamline or solve specific pain points. Regardless of your specific needs, implementing new technology will involve change. For your organization as an entity, change can be great. Change can reduce inefficiencies and errors, as well as usher in new opportunities. But for the people who work for your organization, change can trigger anxiety and ultimately resistance to the new technology. Here are six things to keep in mind when evaluating new technology:

1. Identify your problem. It sounds simple, but many organizations jump straight to the solutions they find appealing. If you focus on the true problem you’re trying to solve, you will stay goal-oriented while searching for a vendor.

2. Keep an open mind. You may have seen a solution you find appealing, but remember that you don’t know what you don’t know. The technology partner you choose should be an expert in the field and may offer you products that you didn’t even know existed. Stay open to new ideas and solutions. One of the things I’ve noticed is prospective clients saying, “We can’t buy this product unless it handles this exact case we’re trying to solve for.” That’s not always the most effective approach because it doesn’t take all the variables into consideration. For example, my company works with hospitals to streamline complex physician payment structures. The hospital may have had the doctor recording their time one way because they were using a paper system and approvals needed to be checked in a certain manner for that doctor to get paid. Once you eliminate paper, though, in that particular scenario, everything is up for discussion – not just the way doctors record their time, but the entire physician payment process at the hospital. Rigidity will not benefit you when evaluating new technology.

3. Get your people on the same page. Meet with department heads to pull together all the pain points that need to be solved. You must be comprehensive during your internal review because needs come out differently across different departments. You may not be able to solve everyone’s problem with the new technology, but it’s important to align your team before you bring in a vendor. Then prioritize your needs. Once your departments agree on the priorities, be clear with your team on who is making the final decision. Departmental input is important, but knowing who the purchaser is within your organization is equally important. Remember: Don’t lose sight of why you're buying this technology. Keep the ultimate purpose in mind.

4. Consider internal change management. Change is difficult for many of us, so it’s important to stop and consider the people who will be affected by this change. Resistance to change can originate from any of the following: loss of control, insecurities about competence, feeling defensive about past work, concern about more work and general uncertainty. Be proactive in preparing your staff for a change, because all of these responses tend to have a ripple effect in corporate cultures.

5. Focus on the future. If you’ve ever bought a house, you know that there are things you didn’t know you needed until you lived with your investment for a few years. Technology is no different. You may have a list of goals for your business, but there is no telling what you’ll need 10 years from now. The best technology partner will be flexible enough to support your organization as it grows. How can you find a partner with this type of future-focused outlook? See point number two.

6. Listen and be patient. The people delivering technology solutions in the market are experts and can offer you insights into the industry. I suggest finding a solution that can handle 90% of what you need out of the box. Work with your solution provider and try their out-of-the-box solutions for 90 days before you decide what you need next. Make sure the product you choose is flexible enough to grow with your business, but resist over-customizing the product because that can back you into a corner.

Technology solutions truly can help you streamline and standardize your business. Time spent organizing what problem you are trying to solve will make the search much more efficient. While there may not be a solution out there that does everything you hope to accomplish, keep an open mind and you'll find a solution that's right for your specific needs.

Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?

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Change can trigger anxiety and resistance to new technology among employees, but internal change management can help by addressing the root causes.

Resistance to change can be mitigated through proactive preparation and clear communication that addresses concerns and explains the benefits and expectations of new technology adoption.

To build rapport with resistant supervisors, understand their concerns, adapt to their style, and focus on learning from them.

Title:

Content: Where was the teacher defeated by the apprentice?
The former boss was so good that he ended up in the gutter.
Author: Management Thinking
Published: Updated:
Recently, the company is competing for a large project, Xiaoyu is the technical core of the project team, and the project leader, Lao Yang, is tracking this project and aiming to win.
In order to win the project, visit customers, move more, dredge the relationship, find ways to get more information, to ensure their competitiveness is inevitable.
It is this purpose, Xiao Yu and Lao Yang recently ran to the customer every day, asking customers to drink tea and chat.
Today, when Xiao Yu and Lao Yang went to the customer ’ s side, they met the people of H company, which made Xiao Yu think of a lot of things.
Xiaoyu also came to the current company two years ago, before coming to the current company, Xiaoyu is working in the H company.
In other words, company H is now a competitor of its own.
Originally there was nothing, after all, he later jumped to the same company, so now the competition between each other is very normal, Xiao Yu's emotion today is that today saw two people of H company, one is the former boss, one is his own master Zhao.
Related articles: Aging fine ｜ More than half of people quit because they hate their superiors, have strong control, do not see 8 things the most abhorrent
+ 22
Thinking back to that time, Xiao Yu had just graduated, and after joining H Company, he was arranged to study under the hands of old Zhao, that is, Xiao Yu called old Zhao a master.
Xiao Yu could be said to be a small white in the workplace at that time, so he worked very hard, carefully recording every word that the master said, and seriously doing everything that the master said.
In learning, in addition to the things taught by the master, you also find tutorials online and learn skills.
In just one year, Xiaoyu ’ s technology has been very proficient, and even some of the new technologies that he learned through the Internet, the old Zhao as a master will not.
In accordance with the company's procedures, the apprentice must be approved by the master and signed on the examination form.
But here in Xiaoyu, old Zhao died and did not sign.
At that time, Old Zhao's mind was very simple, that is, pressing Xiao Yu and helping him do more work for a period of time.
However, Xiao Yu is a person with a personality, and since his own technology has come up, he does not want to be pressed.
In addition, the trainees are not apprentices, and the salary is 20% off, thousands less than the regular employees.
The end result is that Xiao Yu has switched jobs, to the current company.
Later, the current situation emerged, in the competition for this project, Xiao Yu met his master and former boss head-on.
Related article: Employment | Is it not good for old and young people to talk about human feelings?
God ’ s power is greater than that …
+ 23
Of course, when Xiao Yu noticed the old Zhao and his former boss, they also noticed Xiao Yu.
After that, the boss expressed concern, but old Zhao and the boss beat the ticket: "Where the master was defeated by the apprentice, you can rest assured, this project is definitely our bag!" 」
Soon, the bidding results were released, and the project was taken down by Xiaoyu ’ s company.
The explanation from the customer side is very simple, Xiaoyu has both the traditional technology in technology and the innovation of new technology, which is the best choice.
And old Zhao's self-righteousness, but became self-defeating, immersed in their previous experience, a lot of new technology did not understand, carelessly said, has completely failed to keep up with the times.
Just do not know after this matter, Lao Zhao will not think, can not wake up.
[Read more about getting along with your boss]
High school doesn ’ t believe in education?
Who's in charge of the mule?
The Four Secrets That Top Officials Won't Tell You
+ 14
Are there other people besides the boss who are afraid?
Four types of employees are most afraid to meet such people.
+ 13
Senile _ Character is almost not a good person suddenly reveals the meanness of the middle 4 tricks of management
+ 11
【 This article is authorized by "Management Thinking", WeChat public number: guanlixue2016 】
You may be interested

Effective communication is key to building a positive working relationship and fostering creativity.

Title:

Content: "I think it should be done", "Is that really useful?" In the workplace, there are always people who speak very directly, without modification, and even want to control the rhythm of things.
When faced with such a subordinate, some supervisors may not know how to give advice, especially when the supervisor's personality is more easygoing, it is easy to lose control of the project.
When you encounter a subordinate who is very controlling and even likes to lead the development of things, how should you deal with it and how to cooperate?
As sociologist Tracy Brower points out in Fast Company, there are three ways managers can create positive working relationships:
Do not label each other.
When the subordinate's attitude is tough, you may think that he does not want to listen to you.
But the truth is, people are often wrong about other people ’ s assumptions.
When the supervisor feels that the subordinate's response is impolite, it is easy to directly decide and classify him into the category of bad relations.
Once you put them on a label that is difficult to get along with, you have set up a barrier between each other.
Instead of labeling someone else, you should focus on what to do and how to do it to get the job done.
You can remind yourself that the focus is on the overall goal and achieving the end result.
2) Use his strengths.
Think about it. What value does this subordinate have, and in what ways can he be able to perform?
Dominant subordinates may have ideas and leadership.
You can empower him to lead some of his team members on a mission to help him put his energy in the right place.
It is important to note that you should focus on the actual performance of your subordinates, not the way they do things.
If a subordinate and team work very efficiently, even if he is more opinionated at work, there is no need to pay too much attention; on the contrary, if he is too insistent on his views and delays the work, you should intervene in time to give feedback.
3. Stay confident.
In addition to labeling others, people sometimes label themselves.
Remind yourself that you don ’ t need to worry too much about how others define your style.
Take a closer look at your talents and abilities, and think about what you ’ re doing well and how you can get the most out of your team and the company.
In addition, leaders must ensure communication with team members and regularly inform their subordinates about the effectiveness and impact of their efforts.
Everyone has a blind spot, you can ask the subordinate what his target is, his current behavior is close to the target, or off track.
Maintaining empathy and taking the time to get to know your team members can help the company build a better working environment and a culture of teamwork.
(This article is excerpted from EMBA World Manager Digest No. 427.)
# Workplace # Supervisor # Labeling # Team Members # Control

Identifying common goals and recognizing a supervisor's abilities can help build a connection and gain trust.

Title:

Content: How can you say "two" when your boss says "one"? 3 If you don't hurt him, he will listen to you.
Author: Half-House Potato
Published: Updated:
It has always been an art. If you hold it well, you can make him like you even more. If you hold it badly, then life will be very sad.
Today, we will share with you some of the language skills of rejecting old children.
Identity.
Everyone will have an identity, from the more real "company elder" to the more ethereal "entrepreneur", "thinker", "dreamer"... and so on.
And the first step in rejecting the old child is to identify with the old child first.
For example, you could say:
“If you are in charge, the company will do better. ”
． “If the company wants to survive, it must continue to open innovative projects, and the entrepreneurial spirit is absolutely indispensable! ”
"If a man has no dream, then he is no different from a salty fish!"
It is much easier for the old to accept the identity of the old and the young before they come up with a solution different from the old and the young.
Related: FBI Taught You 4 Ways to Improve Your Workplace Feelings
+ 10
Identity Belief
Everyone always has some beliefs, the old and young beliefs may be: customer first, clear records are essential, internal communication is the cornerstone of unity... and so on.
Belief in the Old Testament is the same as believing in the Old Testament.
For example, you could say:
“Of course, the customer is first! ”
"The company on the track must have a clear record!"
“Effective communication is the foundation of creativity! ”
And then you say, “We have a lot of options to do these things, for example … ”
Identifying ability
Successful seniors must have considerable personal skills, including experience and insight.
Although the plan proposed by the old son is based on his experience and insight, there are always other different plans for the old son to play a role.
For example, you could say:
“Your plan is good, but I think of another plan that can make the most of your experience! ”
“This is an ideal solution, but if you make some changes, it will be easier to implement your insights! ”
“This program is a waste of your valuable experience, why don ’ t we think about other options? ”
Then you come up with your ideas.
Ending language
These tips, in fact, revolve around a central idea: “You buy others, others will buy you. ”
When we are satisfied that the deep things that support the old and the old are: identity, belief and ability, then the shallow things, that is, the plan, have a great deal of room for discussion.
(Extended reading, more workplace survival tips)
You don't understand the three reasons why you should complain.
+ 11
"One reason" is that the boss is so mean.
+ 4

Showing respect for supervisors' opinions and highlighting technology's benefits can be effective, while being proactive helps build a good working rapport.

Regular communication and understanding the supervisor's personality and needs can help build trust and a positive working relationship.

Title:

Content: He's bossy and difficult.
Steps to learn the art of managing a manager
Who said that the management is limited to the management of the manager employees lower than him?
Employees may play a role in the management of their managers as well, as researchers tried to plan principles and techniques for managing employees, they also developed techniques for “manager management. ”
Managing up here is not the same as managing down, it is basically a way to build a healthy and positive relationship from the employee with his boss to ensure that he achieves some of his career and professional goals.
The idea may seem easy, but reality doesn ’ t say so, especially when an employee is confronted with a bossy, incompetent manager or other qualities that we might encounter in the workplace.
Art of "Managing Director"
To be able to “manage your manager ” or maintain an effective and productive relationship with him, it is important to know the“ type of manager ” or his key qualities to be able to deal with them.
You may be dealing with a manager who thinks he knows everything, or a manager who is hesitant to make decisions, or very strict in dealing with his decisions, or someone who sends conflicting messages, or a manager who is limited in intelligence, or super smart, also you may be dealing with a new manager you do not know much about, or a manager who does not like you for personal reasons or even no reason, and of course dealing with each personality needs different methods.
But no matter what type of manager you are, there are some basic skills that you must train yourself to gain his satisfaction and gain from him what pleases you as well.
For example, you ’ ll need to know how to anticipate your boss ’ needs, how they think, the ways they support or reject their ideas, and how they deal with difficult problems and situations.
Of course, there will be times when you disagree with your boss, and that ’ s fine as long as you deal with those differences in a respectful and productive way, but other spaces where you want to have a consensus may require effort.
Even those who consider their managers to be the greatest or have strong friendships with them, it may be important for them to learn skills to manage their dealings with them, as well as with their bosses, because it is not smart to make one lawyer in a work environment.
It ’ s also important to understand that managing a manager doesn ’ t in any way mean shirking the job, “fixing a bad manager, ” or manipulating the manager, but it does mean that you ’ ll be a more effective employee and value your boss and your company as well, as Harvard Business Review noted.
So, how do you manage your boss?
Dealing with the manager positively and effectively requires some skills which are represented in the following steps:
Take your time to analyze: As managers take their time to identify the characteristics of their employees, perhaps you should do the same and take your time to understand the personality of your boss, his way of managing, achieving goals and dealing with difficulties, and also know his professional background, and the space he leaves between personal and professional, and sometimes follow his successes to use in times that is important to celebrate with him.
Choose the best way to communicate: Management in general, whether for employees or managers, need to understand the appropriate way of communication for each person. For some managers, effective listening may be the appropriate way to communicate, while others prefer to provide continuous feedback, and also know how to communicate is important.
Develop your manager: This may not be in the literal sense of development, but you can do this by supporting him to achieve his goals, for example, your manager may be a head of department and wants to become a vice president of the company, you can support him to achieve this goal, and benefit on the other hand by developing yourself, while improving the relationship between you and your manager to be supportive.
Show him that you are fit to be his right arm: Can you remain calm and productive under pressure and adapt well to change?
Can you help your boss when he ’ s under pressure and facing change?
It means you have a great way to manage your relationship with him.
If you notice that your manager is dealing with certain pressures that you can offer to help him professionally by showing this in managing a team meeting, or taking on an extra task to reduce the workload, try to be the one taking the lead on a new project or dealing with a problem or difficulty, and show your ability to be the right hand of your manager.
Be prepared for solutions: When the company or your manager deals with a problem brainstorm possible solutions, and suggest taking responsibility for them to solve it, and work to give them a starting point to build on, this shows them your ability to think carefully and look at the problem from a critical point of view as pointed out by Forbes magazine.
Do not go into all the details: No matter how much your manager helps him in some aspects, he likes to continue to feel the independence of his decision, and his ability to manage the work and performance in a certain amount, so avoid going into all the details so as not to look like you are looking for his place or appear as if you are bossy.
Make him feel appreciated, and preferably in front of his managers, as long as your manager has made an achievement worthy of appreciation do so and do not hesitate to tell him, he will be happy to feel appreciated, especially in the presence of his superiors at work, but be smart enough not to appear flattered, show that the way of managing your boss was fruitful in the joint success achieved by the team effort as well.
Keep your manager informed: No one wants to deal with surprises, and this includes your manager, so try to convey changes that may have a significant impact, and work to share information related to your department or business proactively, and also it will be good to share good reports as well, because for him this is his trump card.
Be clear: state your needs and ideas in a concise and clear way, get to the point and explain if necessary, but it is important to avoid drama, especially with managers with limited energy or strict, also if a manager asks you about training programs you need or suggestions to facilitate your performance development do so clearly and intelligently.
Source: Websites

Developing a manager and combining traditional and new technologies can help build a good working rapport, even with resistant supervisors.

Staying open to new technologies and learning from others is crucial for success and building a good working rapport.

Involving business users in decision-making helps uncover needs and improve outdated workflows, reducing resistance to new technology among supervisors.

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5 Mistakes To Avoid When Replacing Your Communications Technology

After working on projects replacing hundreds of phone systems over my years as a consultant, I have noticed some common trends in the projects that are the most challenging.

Here are the top 5 most common mistakes we see when replacing a telephony system:

  1. Skipping the needs assessment. Often a move to a new telephony solution occurs when the existing system reaches end of life. In these cases, it’s easy to think that your goal in replacing your existing solution is to simply duplicate what you have. But you are missing a big opportunity for improvement.

Communication technology has changed considerably in the last few years. New solutions go beyond telephony to include collaboration tools and support multiple forms of communication. Users can move seamlessly between devices and incorporate SMS text messaging and IM in addition to voice. There are usually opportunities to improve outdated workflows caused by limitations of the old technology.

If you are looking at a replacement due to inadequacies of the existing technology, a thorough needs assessment is still a good idea. Most organizations have some percentage of power users who will benefit from higher-level “tools,” and the most successful implementations recognize these users and provide the tools to make them more effective. Standard users can benefit from enhancements such as voice mail messages in their email, and the ability to work remotely, if they don’t already have these capabilities.

It's useful to document your common user requirements in addition to the more complex special requirements. When you understand the workflows of your users and how they utilize the features in your current telephone system, it will help you select a better replacement technology.

  1. Not involving business users in the decision. When a system is selected only by the IT team, it often does not fully meet the needs of the wider group of end users. We once saw a solution selected based primarily on what would be best for enhancing the IT team’s resumes.

Including end users in your needs assessment will help to uncover both business and technical requirements. This has multiple benefits:

  1. Reveals productivity enhancements offered by mobility and collaboration capabilities not available in the current system.
  2. Uncovers communications issues. Often, we find that many user complaints can be resolved through changes in business processes.
  3. Improves system acceptance. When business users have had input into the process, they are less likely to resist adoption of the new system.

Involving business users in the selection process results in a better decision in the end, although a larger group can slow the process. Business users often help to clarify what is truly needed versus what is nice to have. They typically aren’t swayed by the coolest new toys, and offer insight into areas where true productivity gains can be achieved.

  1. No end-user communications plan. End users are much more likely to accept and adopt a new technology tool when they understand how it can benefit them. A good communication plan can go a long way in reducing resistance to the change. The best communications plans take a custom approach and target messages to specific groups of users, explaining the benefits of the new tool that are most relevant to each group.

You can download an eBook that explains the adoption and change management process in greater detail

  1. Skimping on user training. UCaaS providers typically don’t offer “classroom” training on live phones. They offer virtual classes with live instructors, recorded sessions, and train-the-trainer options. While these methods save a lot of labor for the vendors, they can be insufficient for the users. On the surface it seems OK. After all, how hard can it be to use a new phone?

But new telephony solutions bring many new capabilities that users may have never been exposed to previously. They may not know how to manage calls and features using a computer instead of the hard phone.

And there are cell phone apps, collaboration tools, and presence and status information. There may be multiple tools that offer the same capabilities. Your new tool may offer chat, or video conferencing. Which tool should they be using?

All of this complexity creates confusion for your users. If your new solution has any feature depth, then there will be complexity. In order to get full use of the new capabilities, users must be trained on them, and given guidelines on which tools are to be used.

  1. Underestimating the difficulty of porting numbers. This process can be quite dysfunctional, especially if you have been with your carrier for several years. Records can be inaccurate, and the entire process is based on this information. At times, this can be a headache (or worse). For a breakdown of common problems, check out this article

Often the process takes longer than expected, so build extra time into your process to allow for that.

For more tips and advice from people who have gone through this process, check out these sessions at Enterprise Connect:

Tuesday, March 26 | 2:00pm - 2:45pm

UCAAS CASE STUDIES: HOW YOUR PEERS MADE THE MIGRATION

Moderator: Melissa Swartz(Swartz Consulting)

Panelists: Steve Panton (Gannett Fleming), Brian Harrison (Broward College), Karen Gordon (King & Spalding)

Wednesday, March 27 | 2:00pm - 2:45pm

ENTERPRISE LEADERS SPEAK OUT: VOICE MIGRATION--CRITICAL ISSUES FOR A (STILL) CRITICAL CAPABILITY

Moderator: Melissa Swartz (Swartz Consulting)

Panelists: Scott Johnson (Cargill), Georges Habalian (HCA Healthcare), Eric Zweigbaum (Conair)

Custom communication plans can reduce resistance to change by tailoring messages to supervisors' individual needs and preferences.

Emulating the boss' communication style and understanding their leadership style can help build trust and address concerns, including those about new technology.

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HOMEPAGE

Managing up can protect your career in a recession. Here's a guide to managing your boss, according to organizational behavior experts.

This story is available exclusively to Insider subscribers. Become an Insider and start reading now.

  • Managing up is a strategy that can help employees supercharge their career progression.
  • Definitions vary, but behavioral experts say it's about managing your relationship with your boss.
  • Insider spoke to two behavioral experts who explained how it can protect your career in a recession.

The thought of "managing" your boss might sound like a daunting task, but behavioral experts suggest that managing up can protect your career in a recession.

Definitions of the phrase vary, but it's really about "managing the relationship that you have with your boss," according to Andy Molinsky, professor of organizational behavior at Brandeis International Business School.

"I think the idea of managing your boss almost feels shocking," Molinsky said in an interview. "A definition of it is having a successful relationship with your boss, in the sense that you are able to get along with your boss, but also that your boss respects your skills and the value that you can add to the organization. That's what managing up means. It's doing your best to cultivate that relationship and the impression that your boss has of you."

Managing up is also a form of ''informal leadership," according to an associate professor of organizational behavior at Trinity Business School, Wladislaw Rivkin. He said that it's a sign of "emergent leadership" in an employee.

This might not always mean being a yes-man, added Molinsky, but instead being a devil's advocate and giving honest, constructive feedback that enables your boss to be successful.

Successfully managing up can help your boss perceive you as mission-critical, adding a layer of protection as firms undergo job cuts or hiring freezes.

Here's what to know about managing your boss.

Emulate your boss' preferred communication style

Study your boss' leadership style and understand and then imitate how they like to communicate because they will rely on you more, Molinsky said.

He said: "You want to understand your boss's preferred style. You want to be able to adapt and adjust to the extent that it's still authentic enough for you. You want to be able to adapt and adjust to that boss's style, how your boss likes to be communicated with, how often, what style, what format, what form, and so on and so forth. Make your boss's life as easy as possible.

"Try to put your boss in the best light and your hope is that that will be reciprocal and that your boss will do the same for you."

Figuring out what's important to your boss will position you better for success, Dave Kerpen, CEO of software company Likeable Local, previously told Insider.

"It's not just about doing your job," Kerpen said. "It's about doing your job in a way that'll help your manager feel really good about his or her job and that he or she is doing really well."

Molinsky added: "You want to show that you provide value especially in key meetings and in high stakes situations for your boss, you want to be someone who really is indispensable. Then you'll start to get invited to more of those opportunities, and that will build your career"

Task-oriented communication is key

Supporting your manager and taking on responsibilities is one way to establish your presence and value in an organization.

This can look like helping your boss delegate tasks. Rivkin called this "task-oriented communication" which contributes to emerging leadership.

"By engaging in a lot of task-oriented communication with the leader, with team members, and so on, can contribute to one's emergence as a leader, which may lead to a situation where they become co-team manager or deputy team manager."

Rivkin outlined that this should lead to relationship-oriented communication which means building relationships on behalf of your boss because "a leader may not be able, especially with a large team, to build equally good relationships with every team member."

He said: "So with that in mind, one may assist the leader by having good relationships to certain employees or certain team members or certain members of the team, which sort of cover the leader's blind spots because a lot of good collaborations are obviously built on relationships."

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Effective communication and managing up can help establish value, build relationships, and protect one's career.

Effective communication is a two-way interaction where equal positions and avoiding one-sided conversations, such as commands or interrogations, are key to success.

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"Anyone can convince, want to support your DISC personality communication": using the "ping pong rules" to communicate the most effective, along with the character and everyone can talk non-stop
Photo Credit: Shutterstock
What we want you to know is
The author of this book, Wu Xiuxiang, is one of Korea ’ s leading psychological dialogue experts. He holds more than 300 lectures every year in major enterprises, public institutions and schools. He is dedicated to the research of educational psychology and counseling psychology, and is especially good at teaching dialogue methods to resolve conflicts and restore relationships.
Whether it is in the face of workplace supervisors, subordinates, colleagues, or internal and external negotiations, he has a way to communicate smoothly, how to do it? As long as the dialogue is based on the "personality type" of each other, and learn to formulate different dialogue strategies, you can improve interpersonal trust and goodwill!
Text: Wu Xiuxiang
The most effective "ping pong rules" of communication
People are very interested in the speech.
Many people sign up for a speech course before they go to work, conduct a complete set of oral training, and then show their skills in the interview and workplace life.
However, some office workers have mixed "good conversation and good speech" into one.
Dialogue refers to the interaction between the speaker and the listener. Its success or failure depends on whether the interaction between the two parties is good.
Unlike this, being good at speaking is one-sided self-talk. A typical example is the kind of person who turns on the microphone exclusive mode and talks on his own.
Because conversations are important in workplace life, not one-sided speaking, it is important to avoid doing so to allow the conversation to proceed smoothly.
Common examples in the workplace: For example, this type of speech often interrupts the conversation, resulting in poor communication:
• Command type: “Do it quickly, don ’ t talk nonsense. ”
• Instructions: “How many times have I told you about this?
Listen carefully to people, it is not a child. How to make things like this? You know, the basic principle of our department is...... "
• Subjective stereotypes: “Don ’ t say more, XXX agents do this every time! ”
• Interrogation type: "Because of the XX crew, this time there is a loss."
Why on earth is this happening? Do you want to show it?
Or are you going to drag the whole team down? "
Just avoiding these words can make communication smoother.
Again, it is important to keep in mind that the conversation is not a one-sided individual act, but an interaction between the two parties.
Most people think that the main reason for the difficulty of communication and the inability to communicate is the lack of interaction, and the neglect of dialogue is like "passing on ping-pong."
So, what do we do?
The most important thing is to maintain the equal position of both sides.
Once the other person feels that there is a vertical relationship between them, the dialogue will be interrupted.
Therefore, when talking to others, it is important to highlight the horizontal relationship between the two sides.
Remember the following four methods:
1.
Abandon each other ’ s prejudices.
It can be difficult to communicate well when you default on the other side ’ s position.
Before the conversation, everyone was a “nameless flower. ”
When you completely drop stereotypes and prejudices, the other person will naturally reveal their name in the conversation.
2.
Don't worry about talking.
It is better to talk to each other than to talk to each other.
Adjust the proportion to their own 40%, the other party 60%, so that the other party is interested in continuing to chat with you.
3.
Find common topics.
When having a daily conversation, it is best to start the conversation with interesting current events.
When conducting workplace dialogue, you must first consider the other party's preferences, opinions, and views, and further find out the common points between the two sides, so as to guide the dialogue or meeting.
4.
Pay attention to the listener ’ s reaction.
Observe if the other person is focused on the conversation without distractions.
In addition to that, find out the other person ’ s preferences and use it as the main conversation content.
If you are like a cheerleader, using words to cheer each other up, the communication between the two sides will be more pleasant, right?
IMPORTANT: Conversation is not a one-sided act, but an interaction between the two sides, so be sure to keep this in mind.
Talk to each other, talk to each other.
If there are colleagues and supervisors who have a relationship with themselves, there must be colleagues and supervisors who are always in conflict. Some people have a smooth communication process, and some people have difficulty understanding each other.
Therefore, you blame each other in the company and create contradictions.
But it ’ s not really anyone ’ s fault, it ’ s just that each person has a different personality.
Introverts can maintain good communication with each other, and extroverts can easily get along with each other.
Otherwise, they won ’ t deal with each other.
Introverts speak cautiously and do not easily reveal their hearts. Extroverts often feel bored and find it difficult to communicate.
And the people who speak out are not afraid of what they say, and the people who speak out are not afraid of what they say.
Due to personality differences, it can be seen that you can ’ t have a good conversation with others.
Dialogue should cooperate with each other's personality, rather than their own, for this reason, it is recommended to learn "with each other's personality dialogue skills".
Only in this way can you communicate with all types of people smoothly and honestly.
The personality of the worker can be divided into four types.
In 1928, William Moulton Marston, professor of psychology at Columbia University in the United States, established the human behavior pattern DISC, which divides human personality into dominant, interpersonal, stable, cautious, detailed as follows:
1.
Dominance: Has a strong sense of self, driven by challenges, and belongs to the goal-oriented type.
Do not like to lose control or be used by others.
I like to talk, and the conversation is usually about getting results.
They focus their speech on something (What), characterized by saying a lot of things, and focusing on the theme.
In addition, their personality is impatient, often interrupting others to speak, like to express their opinions, words occasionally make people feel stressed.
2.
Influence: Personal optimism, the affirmation of others is their motivation, people-oriented.
Hate to be crowded, the high-pressure work atmosphere will affect their ability to work.
Like to talk, conversation is usually to get affirmation.
They focus their speech on who, characterized by speaking with a smile, and are good at talking about personal matters.
In addition, when they speak, they often exaggerate gestures and movements, and attach importance to the communication between the two sides.
3.
Steadiness: Work in a given way, driven by the constant maintenance of the status quo, which is a team-oriented type.
They don ’ t like to lose stability, hate change, and give way to others when they are in a stressful environment.
I like to listen to people, listening is to understand others.
They focus their speech on the method (How), which is characterized by small voice, generally listening to people, and not using gestures or movements.
There is almost no emotion in the words.
4.
Conscientiousness: Attention to detail, analysis results, accuracy and good quality are the driving force, and belong to the task-oriented type.
Do not like others to criticize what they do and condemn the high-pressure work atmosphere.
I like to listen to people for analysis.
They focus their speech on the reason (why), characterized by likes to ask questions more than speak, and speak in a business-as-usual manner.
At the same time, when they discuss something, they always analyze it accurately, compare it, and don ’ t take it lightly.
Workplace colleagues, supervisors and subordinates can be distinguished by these four types.
With the above content, master the type of the other party, and guide the conversation according to the other party's personality, so that you don't have to worry about unnecessary misunderstandings during the conversation, or morale struggles, communication problems.
No matter what kind of topic you want to talk about, you can start a conversation without hindrance.
The next chapter will introduce the speaking skills of dealing with different people such as colleagues, supervisors, employees, and so on.
Emphasis: Dialogue should cooperate with the other person's personality, not their own, for this reason, it is recommended to learn "to cooperate with the other person's personality dialogue skills".
Book Introduction
This excerpt is from "Anyone Convinced, Want to Support Your DISC Character Communication: Please Trust, Negotiate, Chat, Proposal, 55 Tips to Capture the People's Efficient Speech", Dialect Culture Publishing
Author: Wu Xiuxiang
Translated by: Loui
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How do you change someone ’ s mind? what can you say?
A leading interpersonal psychologist who teaches you how to use DISC.
Type 4 Personality Analysis × Real Situational Exercises
You can get whatever you want!
The author of this book, Wu Xiuxiang, is one of Korea ’ s leading psychological dialogue experts. He holds more than 300 lectures every year in major enterprises, public institutions and schools. He is dedicated to the research of educational psychology and counseling psychology, and is especially good at teaching dialogue methods to resolve conflicts and restore relationships.
Whether it is in the face of workplace supervisors, subordinates, colleagues, or internal and external negotiations, he has a way to communicate smoothly all the way, how to do it? He believes: "Communication is a two-way communication, like playing ping-pong, it requires the participation of both sides to carry out smoothly!" Good feeling!

Finding common topics and understanding the listener's personality type, which can be one of four - Dominance, Influence, Steadiness, or Conscientiousness, can guide effective workplace dialogue.

Cooperating with the other person's personality, identifying with their identity, recognizing their beliefs, and acknowledging their abilities can help build trust, find common ground, and establish credibility.

Showing agreement, proposing alternative plans, and emphasizing effective communication can help build trust and increase the likelihood of acceptance of new technology.

Highlighting innovative projects and entrepreneurial spirit, and using social proof, can help supervisors overcome resistance to new technology, which requires 19% higher efficacy to be accepted.

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Content:
This article has been reviewed according to Science X's editorial process and policies. Editors have highlighted the following attributes while ensuring the content's credibility:

fact-checked

peer-reviewed publication

trusted source

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How can companies address consumers who are averse to products using a novel technology?

Researchers from IE Business School and Indian Institute of Management Shillong have published a new study that examines why certain consumers are averse to products using a novel technology and what strategies marketers can use to remedy this aversion.

The study, which appears in the Journal of Marketing, is titled "Adoption of New Technology Vaccines" and is authored by Laura Zimmermann, Jeeva Somasundaram, and Barsha Saha.

In October 2023, the Food and Drug Administration (FDA) granted emergency-use authorization for the COVID-19 vaccine produced by Novavax. This was the third coronavirus vaccine available to Americans, but the only one not made with messenger RNA (mRNA) technology. The shot was marketed as an alternative for those who were skeptical of vaccines made with mRNA technology.

The COVID-19 vaccines produced by Pfizer and Moderna introduce a piece of mRNA that corresponds to a viral protein, usually one found on the outer membrane of the coronavirus. The recognizes this foreign protein and produces antibodies to fight it. These antibodies remain in the body even after the pathogen has been destroyed. If exposed to the virus after receiving an mRNA-based vaccine, antibodies can quickly recognize and fight it before it causes serious illness.

The skepticism about mRNA centers around claims that it could spread itself throughout the body and alter the basic DNA of those vaccinated. This belief persists despite several leading scientists and policymakers assuring the public that the mRNA is broken down shortly after vaccination and does not stay in the body.

This new study finds that certain consumers are surprisingly averse to products described as employing a , like vaccines based on mRNA technology. The researchers investigate how consumers react to technological innovations that have the following specific features:

  • When consumers cannot test and trial the new product to reduce uncertainty
  • When the new product might lead to a health loss
  • When other consumers' adoption of the might undermine the importance of the new technology

Examples of such innovations are mRNA vaccines and other pharmaceutical products, and also products such as nanoparticle pesticides, lithium-ion battery technology, and hydrogen energy.

Zimmermann explains, "We find that consumers demand higher vaccine efficacy to offset the higher perceived uncertainty that surrounds a new technology compared to a traditional vaccine. On average, our participants required a 19% higher vaccine efficacy to adopt a new technology vaccine."

This aversion was more pronounced among certain consumer segments, such as people who have little trust in their government. Consumers less inclined to embrace new technology in general were also more likely to avoid a vaccine employing new technology. Finally, consumers who are risk-averse, especially regarding small probabilities of losses, tended to show a stronger aversion to adopting a new technology vaccine.

Nudges to 'follow the herd'

One way to reduce this aversion is with a social proof nudge: to communicate that other consumers have adopted the new technology.

"When we communicated that a higher percentage of the population had adopted the new technology, people saw it as a proxy trial experience, which reduced their uncertainty. They were therefore more likely to 'follow the herd' and adopt the new technology," says Somasundaram.

But this strategy can be a double-edged sword: When people know that a high percentage of the population has taken up a vaccine, they might be less likely to vaccinate because they believe they are protected due to herd immunity.

Saha says, "Our research indicates, however, that a social proof nudge has an overall net positive effect in this context and reduces aversion to new technology vaccines." The same pattern applies to other domains such as novel energy-efficient technology (i.e., hydrogen energy heating, lithium-battery cars), nanoparticle pesticides, and other pharmaceutical products.

Lessons for marketers and policymakers

  • Marketers can identify consumers with low trust in government, low technology readiness, and high aversion to risk based on their willingness to pay for , past purchases of high-tech products, and their age and education level.
  • Companies can adjust their communication strategies to better connect with different groups of consumers by predicting how each would respond to the introduction of new technologies.
  • Consumers can make more informed choices about new technology by understanding how their personal beliefs and attitudes, such as trust in government and risk preferences, as well as social proof nudges influence their choices.
  • Policymakers and marketers must carefully consider the potential (long-term) risks of new technology and respect the autonomy of decision makers. This is because social proof nudges might bias information processing in ways that lead consumers to overlook uncertainty when they should not.
  • When a technology's greatest need lies in communities prone to distrust (e.g., new technology pesticides for farmers in ), marketers should understand the root causes of distrust, seek feedback, and focus on reducing the perceived uncertainty in a transparent fashion because exaggerated claims may contribute to further distrust.

More information: Laura Zimmermann et al, Adoption of New Technology Vaccines, Journal of Marketing (2023). DOI: 10.1177/00222429231220295

Journal information: Journal of Marketing

Citation: How can companies address consumers who are averse to products using a novel technology? (2024, April 16) retrieved 16 April 2024 from https://phys.org/news/2024-04-companies-consumers-averse-products-technology.html
This document is subject to copyright. Apart from any fair dealing for the purpose of private study or research, no part may be reproduced without the written permission. The content is provided for information purposes only.

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Risk-averse consumers tend to avoid new technology, and low trust in the organization can increase this aversion, allowing marketers to identify and adjust communication strategies for such groups.

Reducing uncertainty and increasing transparency and upward communication are key to increasing adoption of new technology in distrustful communities.

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Content: Don 't work hard in the workplace! Understand "upward communication", the supervisor will be impressed by you
▲ The lack of good upward communication in the workplace environment may cause poor work efficiency.
(Photo / unsplash @ Wiz)
Literature / Girls' Studies
Do you have a hard base for upward communication in the workplace? The so-called upward communication refers to information or opinions that are transmitted from the bottom to the top, or from employees to the supervisor.
If the workplace environment only communicates downward and lacks good upward management, such poor communication may lead to poor work efficiency, and worse, if there are colleagues who communicate more upward than you, the gap between the two will be high.
If you don't tell me, the supervisor can't understand what you're actually doing.
▲ Lack of upward communication, the supervisor can not know your work status.
(Photo / unsplash @ Christina @ wocintechchat.com)
One of the most reluctant situations in the workplace: In order to play the best work day and night, often stay up late to work overtime to overdraft, and finally successfully close the case, I hope to do a good project to get the appreciation of the supervisor, but in the annual conversation heard the supervisor evaluation you "work attitude can be more positive".
Why is this assessment?
Is it not enough to work overtime early every day? But in fact, the supervisor really does not know what efforts you have invested behind the success, and the reason for not knowing is that "you" did not report to him.
You may think that the supervisor ’ s job is not to lead his employees to do a good job, but can ’ t the supervisor himself appreciate how difficult this is?
This is like when a couple quarrels, one party is bored and unhappy to guess the reason for their anger, and even secretly sad the other party does not understand how much effort they have to pay for their feelings.
Instead of spending more time and cost the other party to guess, it is better to tell the other party directly after finishing, so that you can disclose the information you want to convey, but also let the supervisor know your work status.
Management is not a reward, but a step in the workplace.
It is not a prayer, it is a prayer, but a prayer.
(Photo / unsplash @ Jason Goodman)
The more people the supervisor has to manage downwards, the more employees who know how to communicate upwards can reassure the supervisor, because he can grasp your situation and give advice at the right time, and at the same time, you can also take the opportunity to put forward what difficult situations you encounter at work and put in various efforts to solve them, so as to actively strive for the appreciation or reward you deserve, rather than silently doing things and waiting for the moment to be seen.
In the workplace, everyone is working hard for the job, not to choose a good representative, do not be embarrassed and ignore the importance of upward communication.
Many times, whether the opportunity comes or not has nothing to do with how much you actually do. If the relevant person does not know, it is equivalent to not doing.
No matter who plays football dribbles again, as long as he does not shoot, he will never score.
Therefore, there is no need to feel embarrassed when communicating up, which is not a credit, but a status report.
But also do not without packaging will be fully revealed, so it is like asking for credit self-defeating, you can usually establish a considerable degree of relationship with the supervisor, usually chat or work discussions inadvertently brought, both let the supervisor leave an impression and not deliberately, is the essence of upward communication Oh.
Extended reading:
To ask or not to ask?
Do you really want to ask questions when the supervisor says you don't have to ask questions?
Do not doubt your ability! 3 steps to establish the current goal, so that the opportunity is not just a Chance Chance
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Lack of upward communication can lead to poor work efficiency, as it prevents supervisors from understanding employee work status and appreciating their efforts.

Effective upward communication and training programs can help supervisors adapt to new technologies and address employee concerns.

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Content: Saudi News
The Ministry of Environment implements a program to develop the skills of its employees and enhance the work environment
Thank you for reading the news about "Environment" is implementing a program to develop the skills of employees and enhance the work environment and now we start with the details
Dammam - Sherif Ahmed - The Assistant Agency for Human Resources at the Joint Services Agency of the Ministry of Environment, Water and Agriculture has implemented a training program entitled “Advanced Supervisory Skills and Enhancing the Work Environment ”, in cooperation with Tanmeyah Center for Human Resources, with the aim of developing the supervisory and effective leadership skills of the Ministry ’ s managers and employees, and promoting a positive work environment.
The program targeted managers, holders of supervisory positions and candidates to fill them from heads of departments and administrative units of employees of the ministry in different regions, and the training program was held in the capital Riyadh for three days.
Program Themes
The trainer of the training program, Dr. Yassin Al-Amir, explained that the program included several axes, including the foundations of advanced supervision, communication and conflict resolution, enhancing the positive work environment, guiding and motivating teams, and supervisory skills in practical challenges.
The training program included ways of forming teams and the importance of teamwork, how to develop the strategic plan, how to develop the executive plan, effective communication skills in the work environment, and the steps of performance management and the difference between them and performance evaluation.
He stressed that the training program aims at honing the skills of participants in various supervisory fields, and enhancing the positive working environment in the ministry, thus contributing to achieving its strategic objectives.
The participants in the training program expressed their thanks and appreciation for the efforts of the Ministry of Environment, Water and Agriculture in organizing this program, stressing that it contributed to providing them with many skills and tools that will help them develop their performance at work.
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Mentoring hours is a mandatory requirement for applying for any ICF credentialed program. While an ACC or PCC coach can be an effective mentor to a coach trainee, this role requires immeasurable skills and depth, then just being able to Coach. Becoming a coach is a process of self–discovery, and a mentor coach is the hand one holds on to this journey that can be enlightening. Therefore, the role of the mentor coach is crucial. Skilled & qualified mentor coaches can help potential coaches reach for the best that they can offer as coaches.

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Corporations can use modular training, distance learning, and mentoring to help employees adapt to new technologies, and online micro-courses can also effectively train supervisors and employees.

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Natalia Beloborodova: how Rostec forms an ecosystem for professionals
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Natalia Beloborodova.
Image source: Rostec
Rostec ’ s undisclosed need for production personnel alone in 2023 was more than 23 thousand people.
In total, over the past year, the holdings of the Corporation additionally hired more than 40 thousand employees.
Such figures were cited by the director of personnel management of the State Corporation "Rostec" Yulia Tsvetkova in her speech at the Moscow Urban Forum.
It is obvious that such an acute shortage of personnel is associated with the implementation of the state defense order.
But problems with shortage of personnel are experiencing most of the industrial enterprises of the country.
That's just hardly Rostec has a time reserve for their prompt solution, but there is its own Academy, which is designed to solve the problems of professional training of employees of the Corporation.
The Academy was established in 2017, its only customer is Rostec.
It is clear that the Corporation ’ s enterprises have a special profile and specific tasks, but despite this, each of them is a separate business unit that is obliged to increase its own efficiency, productivity and develop new markets and types of products, including civil ones.
It is one thing to work for the state defense order, and another for consumers who can choose.
Plus, the development of products capable of replacing imported analogues has been added to the priority tasks of recent years.
All of this needs to be learned.
Natalia Beloborodova, executive director of the Rostec Academy, says that the new tasks assigned to the Russian military-industrial complex have significantly influenced the approaches to the formation and conduct of training programs.
We will ask her what Russian defense workers are taught today, how Rostec forms a personnel reserve of managers and by what metrics their effectiveness is evaluated.
- The last two years have been tense for the MIC sector.
What has changed in the work of the Academy in this regard?
— Today, the most important task for defense industry enterprises is the implementation of GOZ.
To do this, they are increasing production for all types of military products, including by switching to a round-the-clock mode of operation, in three or four shifts.
Changes in their work required changes from the Academy.
First of all, our approach to building training products has changed, for example, from long-term programs to short-term ones.
If a comprehensive professional retraining is required, we use the modular principle, divide the course into separate modules, each of which is an integral block of educational material.
These modules can be independent of each other, allowing students to study the material at their own pace.
This approach allows us to receive feedback and evaluation for each module, so we monitor our progress and make adjustments to the training.
According to this principle, the programs for training the personnel reserve, the program "Marketing of high-tech products" and others are built.
In addition, we are increasingly using a distance learning format, increasing the practical orientation of training - in each of them there is necessarily an analysis of a practical case or a real project of the enterprise.
Recently, programs that include internships at manufacturing enterprises are in great demand.
For example, we supplemented our course “Improving operational efficiency ” with a visit to KAMAZ production sites, and this is very much in demand by our students.
— How has your product set changed due to the sharp increase in the capacity utilization of the military-industrial complex?
What programs and courses have been added, become a priority?
— The total number of employees in Rostec is more than 600 thousand people.
Due to the high production load, about 40 thousand people were additionally hired.
Personnel management services face a very difficult task: to hire employees, adapt and train the necessary skills.
In solving this problem, the institute of mentoring helps, so the Rostec Academy actively developed it in industries.
Together with the HR Department, we have developed a mentor profile with a description of the formal requirements for his personal and business competencies and professional skills.
On its basis, we built training programs for each of the types of mentoring: for young professionals, students, etc.
In 2023, recruitment remained a very important task for the Corporation.
It was decided not only by Rostec ’ s HR specialists, but also by managers of different levels; both came to us for competencies in this area.
Today, the issue of staffing and retention of employees is not only a function of personnel management services, but also the task of each individual manager.
The issue of improving operational efficiency remains an important one.
The Academy has a Competence Center in the field of increasing labor productivity, which conducts training in the areas of "Production systems and R & D", "Lean office", etc.
— Summing up the results of 2023, what conclusions did the Academy team draw, what trends did they note for themselves, what goals did they set for 2024?
We want to increase coverage.
Since the foundation of the Academy, more than 100 thousand employees of Rostec enterprises have been trained.
2023 was a record year for the number of students, today they perceive learning as an encouragement and are more responsible for the task of their development.
Every year we monitor the satisfaction and loyalty index of our students (NPS), today it is more than 50%, and this is a high level of loyalty, which confirms the reputation of the Academy and the quality of educational programs.
— Does the Academy develop programs exclusively by order of Rostec or does it generate ideas itself?
— The Academy, in fact, is an integrator of educational and consulting services for organizations in the perimeter of Rostec, we work only in the internal training market of the Corporation.
There are projects for external clients, but this is a very small percentage of the total.
— Does the Academy evaluate certain personalities on the instructions of the Corporation?
— Academy experts together with the Department of Personnel Management and functional customers develop profiles of key positions, they describe the goals, objectives, requirements for employees who apply for them: for example, there is a profile of the post of Deputy General Director for Production and Technological Development, Quality, Economics and Finance, etc.
We have also developed evaluation tools that allow you to determine how much a person corresponds to the profile of the position.
In Rostec, it has become a common practice when, when appointing to critical positions, candidates undergo an independent assessment for compliance with the position in the Academy.
For example, candidates for the positions of general directors of organizations receive a comprehensive assessment of personal and business competencies.
— For what programs is the maximum demand within the Corporation?
– There is a high interest in programs aimed at developing the functional competencies of employees.
At the end of 2023, the top included training programs in the areas of “Production System ”,“ Economics and Finance ”, “Personnel Management ”,“ Software Skills ”, “Digital Transformation ”,“ State Defense Order ”, “Foreign Economic Activity and Military Technical Cooperation ”
and others.
— Is training at the Academy a personal initiative of employees or are there regulations for the passage of programs?
— The Corporation has methodological recommendations for planning and organizing training.
They systematize approaches to learning, but the document is recommendatory in nature.
— What programs are sharpened specifically for top management?
— The main thing is the formation of a personnel reserve of general directors.
In 2023, the procedure was developed, the concept was approved, the selection was made - we prepared more than a hundred managers for the personnel reserve of the Corporation.
— The concept of “personnel reserve ” has long been in use.
How can it be specified in relation to Rostec: how many specialists and what profile should it have?
How is the reserve kept up to date?
— In 2023, the Rostec Academy trained the first group in the personnel reserve training program.
For four months, 88 employees have been trained, about 70% are managers from production and scientific and technical blocks.
The talent pool programme aims to develop the practical skills needed by future CEOs.
The training modules were devoted to such topics as “Digital Transformation ”,“ Marketing of technically complex products ”, “Enterprise Development Strategy ”, etc. Plus, trainings on effective communications, negotiations, change management, leadership, system thinking, decision-making.
Participants looked for solutions on specific cases, received individual consultations on public speeches.
The program also aims to develop horizontal linkages.
It is held by current managers, each of them has a wealth of professional experience that can be useful to other participants in the program.
In the coming year, the Academy plans to launch the next group under the program for the development of the Corporation ’ s personnel reserve and scale the work with the personnel reserve to the level of deputy general directors in functional areas.
— Many defense enterprises are headed by age managers.
How do they integrate into the system of training and retraining?
What are the most common barriers in this process?
In the current situation, the biggest difficulty is the lack of time.
Managers find it difficult to find an opportunity to undergo training or retraining.
It is an online format.
Last year, many evaluation events and face-to-face programs took place over the weekend.
We have increased the periods of access to materials and the deadline for passing the final tests.
In 2023, several leaders from the age group of 70 + participated in the Academy ’ s programs.
They did an excellent job with the online format and were actively involved in the process.
— Is there a basic set of requirements that the head of the enterprise included in the Rostec circuit must meet?
— The regulatory documents prescribe the requirements in terms of competencies that the head and his key deputies must have.
These criteria make it possible to make the management training program more targeted, with an emphasis on the development of those skills and competencies that are necessary in the work of a particular manager.
The main requirement of the top managers of Rostec to us: the programs must comply with the modern agenda, the acquired knowledge should be focused on practical application in the defense industry and contribute to the formation of state thinking in order to understand well the prospects for the development of the state, existing problems and ways to solve them.
Do you have blue collar programs in your portfolio?
Can the Academy course become a career elevator for a specialist?
Rostec Academy has a wide portfolio of educational programs for employees from different fields of activity and at different levels of the management structure.
We are in demand for courses where we acquaint students with modern technologies of prototyping, engineering design, teach methods of non-destructive testing or help to create high-quality engineering projects in the field of foundry.
There are examples when the personnel service of the enterprise fixes the increase in the career ladder of employees who have been trained in the courses and programs of the Academy.
For example, we have been working closely with the Stavropol Radio Plant Signal since 2019.
As a result, we saw not only an increase in production indicators, but also examples of the appointment of employees from the personnel reserve.
The company has its own training center.
On its basis, production personnel will be trained in popular working professions for the entire machine-building industry of Stavropol.
With our active participation, about 500 people per year will be able to gain knowledge and skills here.
— The Academy has a training “Tools for assessing corporate values ”.
What is its task, because usually a conversation about values takes place at the entrance of a person to the company.
They must, by definition, separate them before they are hired.
You are dealing with adults who have a value system.
Is it possible to instill new ones as part of a short-term training program?
Rostec is one of the top 5 largest companies in Russia and is the leading machine-building corporation in the country.
We unite more than 800 enterprises in 60 regions of the country.
It is impossible to manage such a large structure without a common system, so it is so important to develop a single corporate culture, use common rules of interaction that combine business processes with a value system, contribute to a common understanding of goals and effective cooperation within the entire structure.
In 2021, the Board of the Corporation approved the model of values: “We do a common cause for our country ”,“ We create an environment for the development and improvement of the new ”, “We care about the life and development of people ”.
All three are united by the common slogan “Together we create history ”.
The Rostec Academy has created an electronic course that introduces each of the values, helps to understand what meanings are embedded in them.
This is a series of short videos in which animated characters face different situations, out of which they are helped by an understanding of values.
The course is compact, simple and understandable, its viewing takes no more than 30 minutes.
Each semantic block is complemented by a short video with the participation of the Corporation ’ s leaders, who tell how they see the Corporation ’ s values and why it is important for the work.
— Several products of the Academy are focused on product marketing.
At the same time, the military-industrial complex has a task to develop military-technical cooperation with foreign customers, to promote military products.
What kind of marketing do you teach defense engineers?
This course is focused on ways to study the consumer properties of products in its development and production.
The topic of product promotion and interaction in terms of foreign trade and military-technical cooperation is discussed in detail in programs for the development of contractual capacity in domestic and foreign markets, advertising and exhibition activities, interaction on military-technical cooperation with foreign countries, etc.
We recommend this block to specialized specialists in foreign economic activity and military-technical cooperation.
Each such program has a marketing unit, and it is taught by experts working in narrow markets with foreign partners.
— Last autumn, you launched a marketing course, following which you graduate with a degree in marketing / product manager.
What are its features?
– Course “Marketing of high-tech products.
Product line management "is focused on achieving the strategic goals and solving the tasks of the Corporation.
Rostec ’ s development strategy envisages increasing the company ’ s presence in the segments already occupied and expanding into new markets for civilian products.
The sanctions have led many Western suppliers to withdraw from our market.
This opportunity should be used as quickly as possible, primarily in segments that are important from the point of view of technological sovereignty and directly affect the quality of life of people and the stability of the critical infrastructure.
These are air passenger transportation, energy, telecommunications, healthcare.
To successfully solve the tasks of creating and promoting high-tech products, defense industry enterprises need specialists who have a set of relevant competencies in the field of industrial marketing and product portfolio management at a manufacturing enterprise, tools for finding new ideas and promoting high-tech products in changing market conditions.
Until now, such specialists in our country have practically not been trained.
The program should solve the problem of shortage of specialized specialists who are able to quickly solve the problems of import substitution, increase the production of new types of high-tech products.
Our course is based on combining marketing knowledge with the existing technical competencies and experience of specialists of the Corporation ’ s enterprises.
In nine months, we must teach not only to identify market needs, to create demanded complex high-tech and knowledge-intensive products in the civilian market, but also to promote them.
The uniqueness of the course is that it was developed by expert practitioners working in leading positions of Rostec enterprises and other large Russian organizations.
The program takes into account the specifics of complex technical products produced by enterprises of the State Corporation.
— The Academy oversees the Vector project, it is a kind of ecosystem for the development of innovations.
There is also an internal business accelerator in the Rostec circuit.
How is the correlation built between them, are they part of a common whole, what tasks do they solve?
— The project was launched in 2018.
It was a great experiment for Rochester.
A comprehensive, long-term program to develop the competencies of employees in creating popular high-tech civilian products was launched in the Corporation for the first time.
The program is built not on the traditional model of searching for promising projects, but around specific high-potential employees with project ideas.
Victory in Vector is not the end point, but the beginning of a path in which winners can count on support within the framework of a business accelerator.
"Vector" is an impetus to development, we can give it immediately to a large number of people who want to, for five years, more than 16 thousand applications have been submitted for the program.
The business accelerator is aimed at working with those teams that were able to confirm the viability and potential of their projects, ready to take responsibility and lead projects to a commercial result.
This allows the best practices to be implemented and scaled up.
Both Vector and the business accelerator are aimed at changing approaches to the development of new products.
Teams are faced with the real market and its needs.
Often, the initial idea is significantly transformed in the learning process, there is an awareness of what kind of product the market needs and has a chance of commercial success.
— It is ideal when within large corporations it is possible to create not a fake, but a functioning, effective ecosystem that allows you to grow in the contour of the corporation.
How do you assess the level of development of the Rostec ecosystem, is there a task for its development?
Rostec is aimed at an integrated approach, and it is easy to demonstrate it using the example of the same business accelerator or the Vector program.
The winning teams receive funding to implement their projects.
First, the funds go to the holding company, and then to the enterprise, which will become a platform for implementation.
Thus, the holding structure demonstrates that it is ready to continue supporting the project and will share with its team the responsibility for the allocated funds and for the final result.
Participation in the business accelerator is a really working mechanism for the development and retention of high-potential personnel in the Corporation ’ s circuit.
Employees see that their professionalism and proactive position do not go unnoticed, and often become an opportunity for career development.
It is also important for them that the projects with which they came to the business accelerator can go into mass production, become part of the investment program.
Thus, an integrated system is built in which the initiative of a particular employee or team can grow into a strategic direction for the development of the entire holding.
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Mentoring hours are mandatory for some credentialed programs, requiring skilled mentor coaches to aid in coach self-discovery, and competitions like "Best Mentor" can improve the mentoring system.

Title:

Content: UEC-Saturn became the winner of the All-Russian Mentoring Competition
14.12.2021, 9: 07, News
Tags:,,
PJSC UEC-Saturn (part of the United Engine Corporation of Rostec) became the winner of the IV Mentoring Competition among Russian enterprises for the Nikita Izotov Cup in the nomination “The Best Team of Mentors – Partners of Russia ”.
This nomination in 2021 was announced for the first time, the best mentors were awarded diplomas of winners and the Cup.
To participate in the competition, a team of mentors - adjusters of machine tools and manipulators with program control of the 6th category of the building No 32 "UEC-Saturn" Dmitry Ivanov, Mikhail Blinov and Sergei Pavlov was presented.
During their mentoring, experts have trained more than 30 students.
– Winning the competition is recognition of the UEC-Saturn mentoring system.
The company is interested in ensuring that the change of generations is carried out harmoniously, therefore, we have developed and operate a program of personnel adaptation, the main component of which is the institution of mentoring.
The mentoring system is constantly being improved, its elements are included in the adaptation program of production masters, ” said Dmitry Nerubenko, Director of Production at UEC-Saturn.
Production mentors are carriers of knowledge, skills, corporate culture.
It is important for the enterprise to reduce the time of adaptation of new employees for the fastest possible inclusion in the production process and achievement of the required level of competence.
A special emphasis in this process is placed on the development of a mentoring system.
In 2019, for the first time, the training program for mentors in psychological and pedagogical skills and methodology TWI (Training Within Industry, a system for training personnel in production) was implemented at the Rybinsk enterprise of UEC, and the project “Improving the mentoring system at UEC-Saturn PJSC ” became the winner of the Second All-Russian contest“ Best HR Practices in UEC-2020 ”.
In addition, in 2020, for the first time, a competition of professional skills “The Best Mentor of PJSC UEC-Saturn ” was held, the winners of which were Dmitry Ivanov and Sergey Pavlov.
The mentoring competition is organized by the Central Institute of Labor to identify and disseminate the best experience of professional training of employees in the workplace.
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Corporations can partner with experts for instructor training, and instructional coaches can mentor teachers through observation, feedback, and technique sharing.

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    333rd TRS Mad Ducks add to the instructor flock

    Photo By Senior Airman Trenten Walters | U.S. Air Force Capt. Gregory Hutchins, 333rd Training Squadron instructor, and KC...... read more read more

    BILOXI, MS, UNITED STATES

    04.02.2024

    Story by Senior Airman Trenten Walters

    81st Training Wing Public Affairs

    The 333rd Training Squadron and instructional coaches from the Biloxi School District have partnered to broaden military instructor capabilities.

    This community partnership, aligned with the 81st Training Wing’s priority of focused training, enhances the quality of education military students receive by equipping instructors with more techniques and skills to teach in a diverse classroom.

    Instructional coaches use their extensive experience as educators to serve as mentors, helping
    teachers stay up to date on the newest teaching techniques and technologies. They also ensure
    consistency in the delivery of teaching curriculum across different teachers, striving to maintain
    uniformity.

    “As a training squadron, we’re always looking to better the students’ experience, so we’re
    starting with the ones giving the school experience,” said Lt. Col. Nicholas Kuc, 333rd TRS
    commander. “We pull our instructors internally in the Air Force, out of their operational career
    field, and into the training squadron. Most people don't have experience in teaching, so they’ll
    go through an instructor internship period within the basic instructor course. As with any job, it
    takes time to master, so we sought to see if teachers in the local community were willing to
    serve as mentors to our instructors.”

    The mentoring process begins with the instructional coaches observing instructors on podium.
    After the observation period, instructors and coaches converse, sharing feedback, tips and

    tricks or different styles of teaching or classroom management. Instructional coaches may also
    introduce a new piece of technology that might be considered for use in the classroom.

    Approximately 20 of Keesler’s instructors have experienced coaching so far. The experience
    has validated that Keesler’s recent technical training transformations and pivots to hands-on
    learning models reflect the state of education across the country.

    “It's all about trying to be hands-on and employ project-based learning. That's really what helps
    learning stick,” said KC Curtis, Biloxi School District instructional coach. “Learning and teaching
    are the same regardless of the age of the student or the content. It's about increasing the
    engagement, wanting our students to be there and for them to desire to be there.”

    This partnership underscores the dedication to education at Keesler and within the local
    community. his pilot program and discussion of future iterations are expected to leave lasting
    results.

    NEWS INFO

    Date Taken: 04.02.2024
    Date Posted: 04.02.2024 17:38
    Story ID: 467614
    Location: BILOXI, MS, US

    Web Views: 8
    Downloads: 0

    PUBLIC DOMAIN

Mentoring, coaching, and leadership training are essential for supervisors to develop necessary skills, adapt to new technologies, and improve employee performance.

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WSDA looks to improve ag industry with new training program

Columbia Basin Herald
 4 days ago

WENATCHEE — Ofelio Borges will tell you that a lot of farm work supervisors are promoted because they are good, reliable workers - not because they know very much about managing workers or complying with state law.

“Prior to me coming to work for the Washington State Department of Agriculture, I worked as a farm supervisor and management,” said Borges, now the manager of WSDA’s Technical Service and Education Program. “After coming to work for WSDA, I was inspecting different farms and found out that many supervisors, managers like me back in the day, we lacked a lot of training, especially in the leadership aspect of things.”

Fast workers tend to be promoted into supervisory or managerial roles because they excel at what they do, Borges said. However, managing personal resources and managing employees’ resources are very different, he said. Learning those aspects of a management role can be a challenge.

“Many supervisors and farm managers are being placed in those positions without the proper training,” Borges said.

Borges has long wanted to change that and create a program to develop leadership skills among farmworkers similar to that in other industries, to help leader and managers do their jobs better, he said.

“We haven’t heard of a program like that in the agriculture industry,” Borges said. “A group of us agreed that this was something that was needed.”

It took a while, working with the Washington State Tree Fruit Association, Washington State University, the Washington Farm Bureau and the Washington Department of Labor and Industries, but Borges said the WSDA had finally put together the state’s first Agricultural Leadership Program. The management training is designed to develop skilled and qualified leaders and managers to oversee and supervise work in the state’s orchards.

“The entire industry sees the need in these programs,” said Jacqui Gordon Nunez, WSTFA director of training, education and member services. “It’s an effort of the entire industry that has identified the need for a program that only gives people the tools and the skills they need to become effective leaders but also helps the industry retain their workers.”

Nunez said farmwork as a whole is plagued by a high turnover rate, largely because the work is difficult, but also because leadership is not as good as it could be.

The three-month Agricultural Leadership Program, which begins teaching its first class in May, aims to change that by assessing each trainee’s leadership skills, teaching different kinds of leadership styles and focusing on developing communication skills, conflict management, worker safety, laws and regulations. It also will be teaching students how to foster trust with workers. All of these things will be taught over the course of 40 hours, during which participants will also have actual assignments in the field and receive guidance from a mentor skilled in fair management, Nunez said.

“They identify strategies to implement a vision in their workplace, they work with their team and then they implement that strategy. And when the three months ends, they will come back to us,” Nunez said. “They will do a quick presentation about what changes they implemented in their workplace and how the program helped them become better leaders.”

Each class will be taught on Fridays, limited to 15 students in order to keep sessions as interactive as possible, and will be taught in English and Spanish, Nunez said.

“We want the instructors to teach them the (tools), but we want them to apply the tools in the classroom, to do group exercises, to do roleplay (and) to do icebreakers,” she said.

Applying management skills in the workplace will be vital to the program’s success, Borges said.

“And that’s why we want to have a mentor during a three-month period, so that they can get the guidance that they need to implement what they learn during the 40 hour workshop,” Borges said.

By implementing those skills, Borges said the WSDA believes they can help take Washington agriculture to the next level.

Right now, the leadership program is specific to the fruit tree industry, but Borges said WSDA hopes to expand this other area of agriculture where there is a need for skilled supervisors and managers.

Nunez also said the WSTFA hopes to see the program made sustainable. Currently, costs are covered by a grant, but she said the WSTFA hopes to be able to train two groups each year.

“Because we know there is a need and we know there are companies that will want to sign up,” she said.

For more information on the Agricultural Leadership Program, contact Nunez at jacqui@wstfa.org or Borges at oborges@agr.wa.gov.

Charles H. Featherstone can be reached at cfeatherstone@columbiabasinherald.com

Hybrid learning modes, like the 70-20-10 rule, can effectively train supervisors and employees to adapt to new technologies.

Hybrid learning modes, like the 70-20-10 rule, can effectively train supervisors and employees to adapt to new technologies.

Hybrid learning modes, like the 70-20-10 rule, can effectively train supervisors and employees to adapt to new technologies.