The term "Luddite" has been revived in the 21st century to describe individuals who are opposed to new technology or ways of working, often due to concerns about job security, lack of understanding, or fear of change.

The Luddite movement of the 19th century was a labor struggle, not an anti-technology movement, and was focused on the loss of rights and poverty, rather than a rejection of progress.

The biggest mistake about the Luddites is to say that they were against technology and progress, when in fact they were against certain technologies that they recognized would be used against them as workers.

In the 21st century, the Luddite movement is motivated by a desire to resist the exploitation of workers and the concentration of wealth and power in the hands of a few corporations, and to promote a more equitable and just society.

The philosophies of the 21st century Luddite movement are rooted in a critique of the way in which technology is developed and used, and a recognition of the need for workers to have a greater say in the direction of technological progress.

The movement is not anti-technology, but rather pro-worker, and seeks to promote a more democratic and participatory approach to technological development.

Psychological factors, such as fear of change, anxiety, and stress, can contribute to an individual's resistance to new technologies, as they may feel overwhelmed by the rapid pace of technological advancements.

Sociological factors, including social identity, cultural values, and group norms, can also influence technology resistance, as individuals may be hesitant to adopt new technologies that challenge their existing beliefs and practices.

The perceived usefulness and ease of use of a new technology can also impact an individual's willingness to adopt it, with those who perceive the technology as difficult to use or not useful being more likely to resist it.

To address these psychological and sociological factors, strategies such as providing clear and transparent communication, offering training and support, and involving employees in the decision-making process can be employed.

Supervisors can use specific communication strategies to address the concerns and fears of employees who are resistant to new technologies, such as active listening, empathy, and open communication.

Creating a positive and supportive work environment is crucial in addressing employee concerns and fears, and supervisors can achieve this by fostering open dialogue, encouraging feedback, and recognizing employee contributions.

By taking a proactive and inclusive approach to introducing new technologies, supervisors can create a positive and supportive work environment that encourages employee engagement and minimizes resistance to change.

Empathy and active listening can play a crucial role in building trust and rapport with employees who are resistant to new technologies, as it allows supervisors to understand and address their concerns.

Best practices for supervisors to demonstrate empathy and active listening include maintaining eye contact, asking open-ended questions, and paraphrasing employees' concerns to ensure understanding.

Providing regular feedback and updates on the implementation of new technologies can also help to build trust and reduce resistance.

Ultimately, finding a balance between adopting new technologies and addressing employee concerns requires a nuanced understanding of the complex interplay between technological, social, and organizational factors.

The term "Luddite" has been revived in the 21st century to describe individuals who are opposed to new technology or ways of working, often due to concerns about job security, lack of understanding, or fear of change.

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.”

See also  Just the mystery

The Luddite movement of the 19th century was a labor struggle, not an anti-technology movement, and was focused on the loss of rights and poverty, rather than a rejection of progress.

The biggest mistake about the Luddites is to say that they were against technology and progress, when in fact they were against certain technologies that they recognized would be used against them as workers.

In the 21st century, the Luddite movement is motivated by a desire to resist the exploitation of workers and the concentration of wealth and power in the hands of a few corporations, and to promote a more equitable and just society.

The philosophies of the 21st century Luddite movement are rooted in a critique of the way in which technology is developed and used, and a recognition of the need for workers to have a greater say in the direction of technological progress.

The movement is not anti-technology, but rather pro-worker, and seeks to promote a more democratic and participatory approach to technological development.

Psychological factors, such as fear of change, anxiety, and stress, can contribute to an individual's resistance to new technologies, as they may feel overwhelmed by the rapid pace of technological advancements.

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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.

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6 Strategies To Alleviate Employees’ Fears Of AI In 2024

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The rise in AI has caused a mixture of excitement and fear as it becomes a standard part of our lives. Some say it’s a risk to civilization as we know it, while others insist it will transform the way we work, live and interact with one another. The part that is not debatable is that not only is AI not going away, it’s on the upswing. You can get that tattooed. So it’s important to develop a reasonable comfort around its use.

Is AI Coming For You Or To You?

One way to do that is to consider that AI is coming to you, not for you. The stigma and fear around the technology has caused some employees to shy away from a tool that can enhance productivity and certain mental health benefits like cognitive re-framing for anxiety. On the flip side, studies also show that workers who frequently use AI are at higher risk for burnout.

However, the opposite findings are reported in a new global survey from Sage. Out of over 1,000 HR leaders, 95% have experienced a workload increase over the last year, and 91% noted an increase in their responsibilities. Yet, instead of fearing AI usage, 77% of the respondents cite AI as having the potential to revolutionize their work processes by reducing time-consuming tasks and ultimately easing burnout.

Taylor Blake, senior vice president of new initiatives at Degreed, told me by email that there’s a lot of fear about AI, but avoiding the technology won’t make the risks go away. He explains that employees need to know what the AI tools are capable of, and they need to be experimenting. He also said that many companies want their employees to adopt this technology, adding that many workers are left wondering if AI will take their jobs in the next two years and what this means for their careers.

How Companies Can Help Assuage AI Fears

Mismanaged fear is responsible for most poor communication in organizations. It’s important that business leaders consider the psychological safety of their employees and how their mental health impacts the company’s bottom line.

The human mind is like Velcro for negativity and Teflon for positivity. Work-life’s inevitable uncertainties instantly arouse our fight-or-flight reaction. Our survival brain is constantly updating our world, making judgments about what's safe and what isn't. It will do almost anything for the sake of certainty because we’re hardwired to overestimate threats and underestimate your ability to handle them. Here is where business leaders can step in and offer a helping hand, according to the experts.

“Some companies are going all in on AI, wanting their employees to start adopting this technology, leaving employees wondering if AI will take their jobs in two years and what this means for their careers,” Blake says, adding that in this new reality, companies should be helping their employees navigate where they can best apply their skills and develop new ones simultaneously. “Many of us have the mindset that learning is something we do early in our careers, but we need to shift that to a mindset of being lifelong learners. Learning is the new competitive advantage in today’s AI-powered job market.”

According to Rick Hammell, founder and CEO of Helios, leaders play a crucial role in alleviating employees' fears of AI. He shared with me six strategies companies can implement to mitigate fear and misunderstanding

  1. Providing comprehensive education and training programs. By offering employees a deeper understanding of AI technologies, their benefits and limitations, Hammell suggests that leaders can demystify AI and address misconceptions that often fuel fear and uncertainty.
  2. Fostering open communication within the organization. Hammell believes that creating a culture where employees feel comfortable expressing their concerns about AI allows leaders to actively listen to these fears and address them with empathy and clarity.
  3. Emphasizing the concept of human-machine collaboration. Hammell advocates highlighting how AI can complement and enhance employees' skills and productivity rather than replace them. He insists that this will enable leaders to help employees see AI as a tool that can improve their work experiences.
  4. Establishing clear ethical guidelines and policies for the use of AI in the workplace. Hammell sees this as crucial in addressing common fears related to AI. He acknowledges that employees often worry about job loss, privacy concerns, skill obsolescence, bias and discrimination and a lack of control when it comes to AI. To assuage these fears, he advises that leaders reassure employees about job security by emphasizing that AI is meant to augment their work, not replace it entirely.
  5. Implementing robust data protection measures and transparent data handling practices can help address privacy concerns. Hammell recommends offering upskilling and reskilling programs to help employees adapt to the changing skill requirements in the age of AI to alleviate fears related to skill obsolescence.
  6. Promoting diversity and inclusion in AI development and deployment. Hammell argues that it is essential to address concerns about bias and discrimination. “By involving employees in the design and implementation of AI systems and providing opportunities for feedback, leaders can empower employees and help them feel more in control of AI processes,” he concludes.

A Final Wrap-Up

Companies are developing technology to help people feel more confident with the inevitable technology. A study by Genesys, for example, finds a consensus among most employees who say they don’t fear AI replacing their jobs. Only 10% of GenZ/millennials and seven percent of GenX/boomers worry about this in the long run. Instead, 23% of GenZ/millennials and 19% of GenX/boomers see its potential to make their jobs better. The study concluded that organizations should seize this opportunity to educate and train their employees on AI’s benefits.

Bill Salak, the CTO and COO of Brainly, is on a mission to ensure the country’s future workforce is well-educated and ready to wield AI properly. His company has validated its commitment to the future workforce with the launch of Test Prep, an AI-driven tool that builds good time management skills and bolsters their overall understanding of AI use. The new Brainly feature uses AI to generate personalized study experiences—boosting confidence and reducing anxiety.

The conflicting findings that are emerging around AI reflects our human inability to accept uncertainty. It shows that some workers have fear; others have appreciation, which raises the question, “Is AI a sword or a shield?” Too much or too little of anything can be harmful. In the final analysis, it’s how corporate America uses the technology to improve humanity that ultimately matters.

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Sociological factors, including social identity, cultural values, and group norms, can also influence technology resistance, as individuals may be hesitant to adopt new technologies that challenge their existing beliefs and practices.

The perceived usefulness and ease of use of a new technology can also impact an individual's willingness to adopt it, with those who perceive the technology as difficult to use or not useful being more likely to resist it.

Title:

Content: Striking the right balance: How to integrate generative AI into your business like a boss

Nam Truong, human-centred technologist at Law Squared. Source: Supplied.

Generative AI has the game-changing potential to increase organisational efficiency, support strategy, and assist creativity.

Although most people are still in the learning and experimental phase of their generative AI journey, our experts say it will soon become a part of everyday work. Here’s their advice for how to leverage its power to grow your business and build resilience.

Use AI to enhance roles and increase engagement

Hareta McMullin, founder of Third Space People, emphasises generative AI’s ability to streamline tasks, increase productivity, and reduce the load for employees.

She advises employers to consider how automating certain aspects of people’s jobs can free them up to focus on more strategic and high-value work. The benefits of this approach include increased morale and engagement, improved retention and workplace culture, a boost to your employer brand, and greater innovation.

“If, from an employee perspective, generative AI can take away potential elements of my job that I find time-consuming or frustrating and give me the time to work on more fulfilling areas,” McMullin says, “that then leads back into your work design and organisational design.”

She suggests you start by asking your employees where they feel most bogged down by tedious tasks, and then brainstorm and experiment with ways to use generative AI to support them in these areas.

Register for our upcoming webinar AI & your business: how SMEs can get ready — a free webinar hosted by SmartCompany in partnership with Salesforce exploring what AI means for small-businesses.

Take a human-centred approach

Nam Truong, a human-centred technologist who leads the technology consulting team at Law Squared, believes that generative AI can be used to drive more efficient service delivery and a better customer experience. But he stresses that “the human touch” will be more valued now than ever.

“If technology provides too much of a personalised experience, it can become scary,” he says. “Like, if I was just speaking about something and now I’m seeing all these ads for it,” that can be eerie and uncomfortable, “But when humans provide that experience, it’s warming. It’s comforting to know that you can talk to someone, and they know your story, what you need, and can provide that.”

For Truong, the question then becomes: How can we use AI to deliver more value to customers and enhance human-facilitated experiences?

“With the advent of new technology, people always need to relearn and retrain,” he says. “But I think if we approach adopting this technology with a mindset of ‘We’re looking for it to help us be more human and deliver our services and products in a more ethical, human and sustainable way’, I think that people will be more open to changing their behaviour.”

So, what should growth-and future-focused employers do now?

1. Focus on change leadership and upskilling your workforce

McMullin underscores change leadership’s role in successfully adopting generative AI, explaining that effective communication, education, and addressing employee fears are essential to facilitating a smooth transition.

“If your people are resistant, it’s going to cause a lot of friction and make that process feel really clunky and negative, so change leadership is huge,” she says.

She also believes upskilling employees to understand and leverage generative AI is critical to ensuring they remain relevant in a changing landscape.

2. Consider risk governance and values alignment

Truong highlights the importance of mitigating risks by aligning with reputable software solutions and established frameworks. Ensuring security and corporate governance standards are in place is crucial, especially in industries where trust and confidentiality are paramount.

“One of the reasons why we selected Salesforce is because we view it as the world’s biggest and best CRM, and we have trust in the platform,” Truong says. “They are among the world’s biggest players with the most talented developers and the most secure frameworks and risk governance frameworks—and, as a law firm, that’s the security standard we need to adopt AI.”

He adds that another important factor to consider is your core values and how your use of generative AI aligns with and supports your vision, mission and goals.

Both Truong and McMullin advocate for a balanced approach to incorporating generative AI into the workplace, focusing on efficiency gains, human-AI collaboration, ethics, and values alignment.

Now that every organisation has access to this efficiency-optimising technology, Truong reminds us that doubling down on the human experience will be vital to helping your business stand out from the crowd.

Read now: Don’t risk your rep: The importance of ethics and compliance in generative AI

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To address these psychological and sociological factors, strategies such as providing clear and transparent communication, offering training and support, and involving employees in the decision-making process can be employed.

Supervisors can use specific communication strategies to address the concerns and fears of employees who are resistant to new technologies, such as active listening, empathy, and open communication.

Creating a positive and supportive work environment is crucial in addressing employee concerns and fears, and supervisors can achieve this by fostering open dialogue, encouraging feedback, and recognizing employee contributions.

By taking a proactive and inclusive approach to introducing new technologies, supervisors can create a positive and supportive work environment that encourages employee engagement and minimizes resistance to change.

Empathy and active listening can play a crucial role in building trust and rapport with employees who are resistant to new technologies, as it allows supervisors to understand and address their concerns.

Best practices for supervisors to demonstrate empathy and active listening include maintaining eye contact, asking open-ended questions, and paraphrasing employees' concerns to ensure understanding.

Providing regular feedback and updates on the implementation of new technologies can also help to build trust and reduce resistance.

Ultimately, finding a balance between adopting new technologies and addressing employee concerns requires a nuanced understanding of the complex interplay between technological, social, and organizational factors.