# Luddites of the 21st Century: Understanding Resistance to Technological Change

## Introduction

The term "Luddite" historically referred to English workers who destroyed machinery they believed threatened their jobs.

In the 21st century, modern "Luddites" are individuals who resist or oppose new technologies and ways of working.

Understanding the reasons behind this resistance is crucial for building effective workplace relationships, especially when navigating differences in technological adoption between colleagues.

## Reasons for Resistance to New Technologies in the 21st Century

### 1.

Comfort with the Status Quo

People who are content with existing systems and processes often see little reason to change.

As noted in one document, "those who are content with the situation they are in can bask in the comfort of it," while those experiencing discomfort are more likely to question and seek improvement.

Your supervisor may have found effective workflows with current technologies and may not perceive the added value that new tools might bring.

### 2.

Anxiety and Identity Concerns

Resistance to technology often stems from psychological factors rather than purely rational objections.

Dr.

Paul P.

Baard, an organizational psychologist, explains that "more fully defining who you are can lead to growth and reduce automated responding by moderating the anxiety within.

" When professional identity becomes closely tied to specific ways of working, technological change can feel like a personal threat rather than an organizational improvement.

### 3.

Fear of the Unknown and Change

The document about transitioning legacy applications explicitly mentions "overcoming the fear of change" as a key challenge.

This fear is natural and understandable, as new technologies bring uncertainty about performance expectations, learning curves, and potential impacts on job security.

### 4.

Human Experience Not Being Prioritized

Many technological implementations fail because they don't adequately consi

# Luddites of the 21st Century: Understanding Resistance to Technological Change

## Introduction

The term "Luddite" historically referred to English workers who destroyed machinery they believed threatened their jobs.

Title:

Content: The New Generation of Contemporary...
The logical analysis of any reality gives a clear indication of the assets of reality, and the sound inputs in the science of management leads you to the sound outputs, and this necessarily means that one has the real ability to conclude the sound results if he can access the real data and the real data, and can stand them without modification and falsification, and without excessive and without negligence, to be the basic premise of sound and productive analysis.
Today we are facing a generation that is totally different from the previous generation, and even within the contemporary generation today – I mean the youth generation – there are currents of knowledge, thought and culture that differ from one segment to another, and this reality, which is completely different from the previous and general scientific readings that we used to read and know before; makes us obliged to renew detailed knowledge of the nature of the generation, orientations, tendencies and cultures....
Yes, it is a strange silence indeed; behind the calm of this generation is a volcano of aversion to reality, and a flood of questioning all the assumptions that existed in previous generations, it is a generation already strange in its silence and thinking, it has a dynamic understanding of life and dealing with it, it is the generation of contemporary technology, mastering most of the arts of the Internet and social media, but is absent from the full facts due to the dispersion of the cumulative information. Political, economic and crises, he has power in some aspects; and some power in other aspects, and he is absent from the truth in some files that young people find far from his tendencies and orientations.
We have done some studies and researches over the past few years, through some consulting institutions that we dealt with, and we were stunned by the readings and figures obtained from the analysis of these questionnaires and studies that included more than one country. Convergent readings of the attitudes of young people and their individual tendencies lead us directly to the fact that we are facing a generation of a special kind. The generation already has a special view of all the values that we thought were fixed, almost entirely at odds with what we know and expect.
Perhaps one of the most important outputs of the readings of reality today is that Arab societies cannot and will not be able to achieve any kind of renaissance and advancement without the element of youth, and this youth today erects a large wall between him and the community silently and quietly, drowning in the world of the Internet away from reality and away from the cultural and societal heritage. O butter, water, good and evil combined, whoever can reach the youth today has reached the common good, and whoever forgets about it, preoccupied with the distractions of life and created priorities far from the youth will find himself holding the air in his hand, and will find the harvest of his effort up to the great zero.
This is a special generation, with special characteristics, with a completely special mentality, understands what it wants, and the magnitude of the domination of its mind and behavior is eroding as a result of living in its own world, detached from the society in which it lived, a generation that has not found the answers to its questions until it determines its course, it goes without a compass, and its future direction cannot be determined. Only those who have a mature and rational discourse, not through ignorance, randomness and public discourse, but through speeches directly addressed to young people in the style of youth, the language of youth and the methodology of the contemporary generation.
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In the 21st century, modern "Luddites" are individuals who resist or oppose new technologies and ways of working.

Title:

Content: Questions have a hot new role in the age of AI: Stirring human minds | Mint

Questions have a hot new role in the age of AI: Stirring human minds

Summary

  • Curiosity is what sets humans apart from machines, as only we know what to ask that really matters. And the questions we ask will determine our future.

AI-powered ‘answer engines’ have arrived. A few days ago, The Wall Street Journal reported how new companies like ArcSearch and Consensus are changing the rules of web search as we knew it. As compared to search engines that at best threw up a few links to relevant articles, these new AI-run search engines not only provide the most relevant information on a topic, but also intelligent summaries of various articles. So the collation of knowledge is no longer a difficult task.

Until now, individuals were judged by the knowledge they acquired. Our educational system gauged how much of it a student has gathered and how much a test-taker can regurgitate during exam time. Whether it was the spelling of a word or the date when a particular war started, what mattered most was whether the student had an exact memory of it to summon at a particular moment. Even at higher levels of education, what mattered most was how much one could remember of what was taught.

With the emergence of Large Language Models (LLM), storing a vast amount of information is very easy. The storage capacity of the human brain is not even a smidgen compared to that of cloud storage. For that matter, forgetting much of what one learns is an essential part of the human brain’s functioning. Today’s AI-powered answer providers have developed the intelligence to make sense of the information they have been fed or given access to. With this, data storage in human brains is becoming redundant and perhaps also the exercise of our faculties to interpret it.

So, what should humans do? Allow machines to do all the thinking and let the human brain atrophy under the dulling effects of intellectual inactivity?

No doubt, AI tools can provide answers to any question. But there is something the machine cannot do. Machines are not curious. They do not know the questions it should find answers for. Only humans know what questions they need answers for. And the starting point of all great innovations is a question. What is the sea route from Europe to India? This question not only delivered discoveries in ship-building technology, but helped expand access to other countries and continents across the high seas. From the time of Socrates, the art of asking questions has been in practice. Much like any other art, there is much to learn about the art of asking questions.

First of all, one has to develop a certain mindset to start asking useful questions. These usually emanate from those who are uncomfortable with the status quo. While those who are content with the situation they are in can bask in the comfort of it, people who experience discontent are far likelier to start asking questions on how the existing scenario could be improved.

For years, computers were seen as equipment meant only for the corporate world. Even the best of technocrats never questioned that status quo. It took Apple Inc’s co-founder Steve Jobs to ask why digital technology should not be put to personal use. The rest is history.

We have all grown up in environments where questioning elders or existing practices was considered anathema. Organized religions make sure that none of their beliefs is ever questioned. Many of the world’s powerful people do not like being questioned. Some even consider questions a jolt to their authority. All this means many existing beliefs and practices are set in stone. Given this scenario, developing a healthy disrespect for the status quo is a prerequisite for the emergence of questioning behaviour.

The questions raised should be evocative. They should provoke even the experts in a field and create a healthy tension among them. In 1900, David Hilbert, a famous mathematician, asked 23 crucial questions for mathematicians to solve by the end of the century. These questions, now known as Hilbert problems, influenced mathematical research throughout the 20th century. More than a century later, only 10 of those 23 problems have been solved. How does one develop the ability to ask such evocative questions that keep even experts awake for more than a century?

Evocative questions can come only from a mind that is willing to delve deeply into a problem at hand. Take the question of why an apple falls downwards. While various stories of it abound, it did not pop into Issac Newton’s brain in a flash, as often depicted. It was a result of a whole year’s research he was doing in a lab at Cambridge University. Because of a plague epidemic back then, he had taken a break from research and was resting at his aunt’s house. That is when all the work he was doing for years got encapsulated in a single significant question. The quality of a question is directly correlated with one’s depth of knowledge in a field.

In today’s fast changing corporate landscape, continuous learning is one habit all corporate leaders want to inculcate across their organizations. With much knowledge easily made available by AI technology, how does one create a yearning for learning? This is where the use of good questions can help. Asking questions can also create commitment. Individuals who ask questions are more motivated to take ownership of their learning. The more the questions an individual asks, the better will be that person’s eagerness to learn.

In these times of AI-powered answering machines, human expertise will be evaluated by this question: What is the most evocative question you have ever asked?

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Understanding the reasons behind this resistance is crucial for building effective workplace relationships, especially when navigating differences in technological adoption between colleagues.

## Reasons for Resistance to New Technologies in the 21st Century

### 1.

Title:

Content: Technology Executive Arsenal: Must-Have Skills for Leaders

Can today's technology leaders really handle the pressures of a fast-paced digital world? With these five skills, you can stay competitive and effectively tackle new challenges.

Sam Ferrise, CTO, Trinetix

May 29, 2024

5 Min Read
Mohd Izzuan Roslan via Alamy Stock

While successful innovation adoption is a collective effort, technology executives are managing a wide range of expectations. According to a Deloitte study, around 35% of technology leaders admit to being tasked with developing a digital strategy. In the same study, 22% of respondents are expected to accelerate innovation adoption, and 15% of them are responsible for ensuring technological agility across their organization.

Given these new responsibilities, do technology executives have the skills and knowledge to integrate them successfully across their enterprises?

To answer this question, technology executives need to self-assess their skill set, map out new priorities, and identify the blind spots on the transformation enablement journey.

Leadership Evolution: Proactive, Creative, Agile

Understanding what skills technology executives lack requires examining how digitization is transforming the role of tech leaders. The difference between then and now is significant and can be characterized by these three aspects:

  • Agility. Many business roles have transcended beyond their historically rigid constraints. The role of technology executives is no different in that regard: proactivity, quick responses to potential improvements, and adaptability to new conditions are part and parcel of what it takes to be a digital transformation leader.

  • Value, now. Slow and steady no longer wins the race. Technology leaders are expected to respond to opportunities right here, right now. Experimenting, evaluating results, and calculating value should be conducted at a dynamic pace to seize promising options and discard everything non-viable.

  • Creativity. Technological leadership is no longer about complying with routines. To make a difference in their company, technology executives should not only organize operations but also ideate new concepts and pave the way to their realization.

What's important to take from these observations is that the role of technology executives is no longer static. It relies on professional insight, experience, and the unique human qualities of a leader who brings innovation to drive business value.

5 Skills That Get Technology Execs Through Modern Challenges

As companies that commit to innovation have been documented to improve their performance by 20% on average, lagging behind is becoming a highly undesirable outcome for technology executives. To put their enterprise among the leaders in innovation adoption, they need to practice versatility and considerably diversify their skill arsenal.

1. Embracing operational discipline

Operational discipline is far from interesting. However, this is what enables good organizational hygiene and prevents metaphorical fires. Technology executives want more time to focus on finding alignment between business and tech, adopting new ideas, and accelerating change. To do so, they need to build a solid framework that includes a robust support system, cost-efficiency management, and technology use policies. Such a solid foundation makes it easier for technology executives to generate business value and get a clear picture of their tech health.

2. Building a culture of innovation through leadership

As leaders, technology executives should be proficient in communication, team management, and setting trajectories. However, in the context of enterprise digitization, tech executives also assume the role of innovation evangelists. Experimenting and driving innovation requires a new mindset -- and technology executives are the ones who are expected to establish it by removing organizational resistance, democratizing experimentation, and collaborating with department stakeholders. Additionally, as nearly 44% of previously full-time employees have switched to remote, tech executives are in charge of developing productive hybrid strategies.

3. Maintaining direction with strategic planning

Technology executives are tasked with making digital change happen, and their work involves ensuring synergy across the entire organization. Therefore, they need to build feedback loops, explore opportunities beyond their current technology stack capacity, and apply future vision to their enterprise journey. A successful strategy is built on merging several perspectives (human, technology, business) into a single high-precision lens (with an ever-widening aperture) to identify key opportunities.

4. Honing technology knowledge

Technology takes more than just planning. Technology executives should always understand what it takes to create a product or operate a platform and what obstacles can be encountered throughout the journey. It is an imperative for technology leaders to consistently update their knowledge and practices, from deepening their understanding of DevSecOps and Agile methodologies to keeping abreast of the latest disruptive technologies, such as generative AI.

5. Setting course toward resilience and sustainability

In a time of uncertainty and security threats, technology executives need to be a beacon of resilience and stability. They are expected to have a planned response for potential AI exploits and hacker attacks, update their security posture, and educate employees. In addition, technology executives are prompted to contribute to social responsibility, technology use regulation, and carbon footprint reduction, selecting responsible vendors and investing in sustainable technology options.

With Great Responsibility Comes Great Opportunities

While technology executives have an overwhelming amount of new duties and roles to manage, they are also presented with unique options to make a groundbreaking difference for their organizations -- and even their industry. Making the most out of these options is a matter of initiative, communication, and experimentation. New achievements are made from great discoveries, which start with informed decisions, normalizing failure through experimentation, and a desire to go beyond limits.

About the Author(s)

CTO, Trinetix

Sam Ferrise is the Chief Technology Officer at Trinetix, where he is responsible for the company’s technology strategy, accelerating value delivery for clients and ensuring alignment with the latest architecture, engineering, and security standards. Trinetix is a global technology company that provides strategy, design, and innovation services to Fortune 500 and fast-growing businesses in professional services, logistics, financial services, healthcare, and agriculture.

Sam progressed from a solution architect to a senior technology delivery leader at Deloitte US. He led the delivery and support of enterprise and client-facing products, from internet-scale mobile products to sophisticated mission-critical enterprise applications, from risk advisory services to travel and hospitality.

In 2022, Sam co-founded Emergest as Chief Digital Officer to provide unique technology globalization services to businesses across various industries.

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Title:

Content: Cybersecurity requires urgent action

Cyber vulnerability is humanity’s contemporary Achilles heel

Reading Time: 4 minutes

The Greek Scientists Society recently invited me to speak at their inaugural international virtual conference on “Cybersecurity and the New Global Economy of the 21st Century”. Cybersecurity is clearly top of mind these days for individuals, civil society, businesses, financial institutions, and governments at all levels.

The Greek Scientist Society was founded two years ago by Theo Zacharis in the United Kingdom. It serves as the intellectual hub for Greeks of the diaspora as well as their compatriots in Greece and Cyprus. The society’s current membership includes academics, intellectuals, scientists, technologists, industrialists, entrepreneurs, and a myriad of other professionals who are resident on all five continents.

My presentation reminded the audience of the amazing technological innovations at the disposal of civil society, businesses, and governments. Concurrently, we face huge cyber threats that are confronting us daily. In my opinion, cyber vulnerability is humanity’s contemporary Achilles heel.

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Internetization is globalization on steroids
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The ascent of the new global economy of the 21st century has spotlighted the importance of cybersecurity for social and economic institutions. It has underlined the urgency of confronting cyber threats to protect individuals, civil society, businesses, financial corporations, and governments.

The new global economy of the 21st century has precipitated transformational technological change. Never in human history has the pace of structural change been so rapid and profound. The signature mark of the new economy is new ideas, new technologies, and new directions.

At the same time, cyber insecurity offers the greatest threat to humanity reaping the rewards of the immense strides in technological progress and enjoying the economic benefits from scientific breakthroughs.

The new global economy rests on three pillars:

  1. internetization, a new word and concept that I have introduced to the economics lexicon. It describes the empowerment of the new global economy through global outreach and electronic connectivity. In effect, internetization is globalization on steroids.
  2. trade liberalization, which has enhanced global economic integration and extended the economic architecture and
  3. the Information Technology Revolution, which has made geography and time irrelevant.

All these pillars of the new economy are driven by a virtually borderless world with a tremendous capacity for electronic connectivity.

The first three decades of the 21st century have recorded a cataclysmic trifecta. It started with the global financial crisis of 2008, which adversely affected most financial institutions. That was followed by the protracted Great Recession, which led to a sharp decline in economic growth accompanied by high levels of unemployment. In the third decade, COVID-19 created a global tsunami of economic devastation.

What do all these three cataclysmic events have in common? They are global in character and are driven by digital connectivity. There is no denying that internetization has revolutionized our personal lives and the operation of contemporary businesses. It has redefined the new global ecosystem.

In effect, 95 per cent of our social and economic existence in the 21st century is spent online. As such, we are significantly exposed and vulnerable to cyber-attacks and malfeasance. These disruptive forces trigger increased costs, prevent progress, and diminish the full realization of humanity’s ambitions.

Consequently, cybersecurity has become the dominant conversation of the third decade of the 21st century because malicious cyber intrusions can prevent humanity’s progress in reaping the rewards from the current wave of technological innovations.

Increasingly, the Age of Internetization has precipitated an accelerated speed of constant change and the emergence of enhanced automation, robotics, Artificial Intelligence, and the Internet of Things. The rapid, extensive, and diverse range of electronic innovations is triggering cybersecurity alarms that reveal our high level of exposure to digital risk.

The paradigm for the wealth of nations is no longer confined to the resources under our feet but depends on the brainpower between our ears. As a result, we must embrace internetization as our ally in the progress of humanity, but we must be vigilant against cyber threats, cyber-proof our institutions, and build the appropriate firewalls.

Furthermore, we must launch a new era of collaborative multilateralism among all nations that will purposefully resolve our contemporary economic, social, digital, and environmental hot-button challenges.

Let us, therefore, resolve to embrace the need for urgent action on cybersecurity and create a safer and more resilient pathway toward humanity’s continued progress and prosperity.

Constantine Passaris is a Professor of Economics at the University of New Brunswick and an Affiliate Member of the Canadian Institute of Cybersecurity.

For interview requests, click here.

The opinions expressed by our columnists and contributors are theirs alone and do not inherently or expressly reflect the views of our publication.

© Troy Media
Troy Media is an editorial content provider to media outlets and its own hosted community news outlets across Canada.

Comfort with the Status Quo

People who are content with existing systems and processes often see little reason to change.

As noted in one document, "those who are content with the situation they are in can bask in the comfort of it," while those experiencing discomfort are more likely to question and seek improvement.

Your supervisor may have found effective workflows with current technologies and may not perceive the added value that new tools might bring.

Title:

Content: BUSINESS TECHNOLOGY MEDIA COMPANY
Companies
Sectors
TechForum

Preparing for the digitally transformed workforce in 2022

Johannesburg, 15 Dec 2021
Read time 5min 50sec

Seismic changes like the pandemic have accelerated the digital transformation of the workforce and organisations have needed to shift to being people-led and technology run. We need to have the systems, people and processes in place, ready for this change. As a key part of this change, organisations need to look at how they enable, equip and empower their workforce to overcome challenges and make the most of opportunities, both now and in the future. Danielle Barber, Senior Manager, Digital Advisory Dimension Data, shares her views of the workforce transformation we should adopt for 2022.

Defining the digital transformation of the workforce

We see digital as a state of being, but when we talk to transformation and its goal, we see it as the shift towards organisations being both adaptive and autonomous as a means of differentiation.

The digital aspect incorporates the technologies and solutions necessary for an organisation to fully realise the potential of the workforce and enhance their experience in all of this. Digital transformation also extends beyond digitisation and strong emphasis needs to be made on the transformation required.

Organisational culture can be a determining factor in the success or failure of driving change and embarking on and embedding digital transformation in the workplace. This requires a new mindset from employees and leadership alike. It calls for a change in culture and the way things are done, to continually learn, challenge the status quo, rethink the old, experiment with the new and dedicate ongoing efforts to best respond to customer needs and industry change.

In essence, the whole organisation needs to embrace and embody agility. It will also be integral to consider the human aspect in all of this and understand where employees are at from a skill and sentiment perspective and work towards shifting the needle in a positive direction. There is no one-size-fits-all solution and business leaders will need to drive the change by taking a holistic approach to their digital transformation.

Remote work and employee experience

Following the novel COVID-19 outbreak, most organisations had to radically change how they run their day-to-day operations.

However, the effect of remote work is not limited to digital tools, working from home has also invited a cultural shift in most organisations – it has showed us that the workforce can be effective working remotely as with working from the office, advancing efforts in decentralising authority and fostering autonomy, transparency and trust within organisations. Moving forward, organisations will have to pay special attention to developing a comprehensive, holistic employee experience strategy, incorporating things like employee well-being and integrated learning.

To further emphasise the importance of digital transformation, with remote work becoming the new norm, prospective and talented job seekers will look for flexibility when applying for career opportunities. Remote work policies are no longer a luxury but a necessity. This also means that organisations that are not digitally transformed to enable remote work from a tooling and cultural perspective, are most likely going to lose out on the talent pool’s cream of the crop.

Best practice steps that organisations should look to adopt in 2022

Digital transformations need a vision that allows your organisation to compete in both the present and the future. Having a digital vision that concurrently speaks to the present and the future is the priority and key to the success of your transformation.

A vision that is practical, all-encompassing and responds to clear signals and linear changes in your industry allows the organisation to compete in the ‘now’.

If vision is the first imperative, understanding the needs of employees and customers is the second step in your organisation’s digital transformation. Empathising with your employees’ and customers’ needs is the best route to truly grasping the context and complexities of their lives. But most importantly, it keeps the people you’re designing for squarely grounded in the centre of your vision. Getting to the truth of what your employees and customers desire will keep your organisation close to the market and the talent pool, thus creating value for your organisation.

Understanding human needs, behaviours, motivations and experiences helps your organisation frame the market opportunities and refine and improve the vision, both of which need constant focus as the path forward emerges on your digital transformation journey.

Tech + tools = people efficient processes

The digital workplace is the natural evolution of the workplace of today; comprising employees and their technology working environment. Knowing what tools and technologies to embed within your workforce will be crucial for success in the age of digital transformation.

Any workforce transformation should invariably start with a question of “why?” Every company is unique in some way, and in order to know the “why” of your own workplace, you should first intimately understand the unique needs and challenges within your organisation at all levels.

Usually when organisations think digital transformation, the focus is on customer experience. However, for a sustainable transformation journey, emphasis should be equally placed on the experience of the employees, organisation and customers.

This goes beyond acquiring and implementing the trendiest tools and processes, but also involves building an environment that prioritises employee engagement and fosters team collaboration and innovation.

The relationship between digitally transformed organisations and their workforce is symbiotic. We have tried to best describe how leadership can leverage technology to transform and maximise the potential of their workforce, enable their employees to embrace the change, as well as how they can position their organisations to compete and thrive now and in the future. There is equally a lot to be said about what the digitally transformed organisation can do to empower its employees and enhance their experience.

Organisations should focus on the people who are responsible for their success and provide them with the tools and technology to enable meaningful, productive and personal employee experiences that drive business results.

It is to place the human at the heart of the transformation. It is to first enable individuals to do their best work in the way that works for them. When experience has taken the individual and their needs into account first, it will more likely incorporate the psychological needs that must be met for someone to perform their work well.

See also

### 2.

Title:

Content:
Crown Commercial Service
Printable version

Overcoming the fear of change – transitioning your legacy applications

In this blog, Steve Hopkins explains the options to overcome the fear and challenges that come with transitioning your legacy applications.

Legacy applications are a growing issue

Digital transformation isn’t just a current ‘buzz phrase’ – it is a necessity as more and more public sector organisations realise their estate is becoming increasingly clogged due to legacy systems. As well as the mounting cost to operate and maintain these systems, usually they go hand in hand with problems such as the inability to access and use the data they hold, concerns regarding their security and vulnerability to cyber attacks.

Despite the growing amount of guidance and policy, and the huge benefits that could be realised (including data access, integration, innovation and automation), fear of change as well as cost of change and resource availability remain blockers to transformation.

The good news is that there are options to help you overcome these challenges without a significant drain on resources and budget. Many of our customers have been through this process and, as a result, we can now share best practice and helpful contacts with other organisations that want to embrace the benefits of digital transformation.

For local government specifically, there are options available for further resources and support, such as the Local Digital community, Socitm and the local CIO Council. In addition, there are various CCS groups and forums, such as the Software Buyers Group, Regional Communities of Practice, and the Digital, Data and Technology (DDaT) Buyers’ Community of Practice, which is itself supported by an online group at Government Commercial Function’s (GCF) Knowledge Hub. Although it can still seem an overwhelming undertaking, these groups, along with our procurement support and guidance mean that the journey can start without a huge commitment of resources, and a clearer picture of timelines and resource required can be built far easier than in the past.

Steps to a successful transition

Often the key to a successful transition of legacy systems is understanding which systems can just be migrated, and which need to be replaced or retired. A combination of pre-market engagement with suppliers and engagement with these forums can take the sting out of the work required for this discovery phase. It is important to start by asking the following questions about your legacy estate:

  • is the system part of your technology road map?
  • will it continue to be useful?
  • are there advantages to moving it to the cloud?
  • does it need to integrate with other systems?
  • what are the training repercussions?

Answering these questions will put you in a strong position to prioritise how you proceed and give a clear steer on your desired outcomes as you begin your transformation journey.

Assessing the system or application might not be as arduous as it first appears – several cloud hosting providers can provide migration tools and assessment toolkits free of charge. If you choose to migrate rather than replace, it’s important to avoid easy ‘lift and shift’ migration options that will leave you with higher operational costs and potentially unnecessary data charges. If moving to the cloud is the main focus of your transition, it’s worth checking out our recent news story on helping the public sector move to the cloud.

Replacing legacy systems can certainly be a daunting outcome , but you are not on your own. We also have a new series of articles to help you overcome common hurdles, understand key concepts, and make your life as a buyer of common goods and services easier. Take a look at our Procurement Essentials articles, particularly on pre-market engagement.

Avoiding lock-in

Supplier lock-in is regularly discussed, but it is not always easy to avoid. The golden rule is to discuss exit strategy early, and ensure the costs of exiting or changing supplier are clearly laid out in your procurement contract before finalising it. Tips on transitioning to cloud are relatively easy to find and include:

  • make sure applications are portable
  • check that you will own your data
  • discuss withdrawal and avoiding excess data charges
  • explore multi-vendor strategies

It is more difficult to avoid lock-in for software when you need to navigate the tricky road of intellectual property, end-user training, security and integration with other systems. However, similar guidance to above is relevant and can help you avoid a lot of issues. It is vital that a new system is checked in advance to ensure that data added is accessible and portable.

When considering different marketplace options, a joined up IT and procurement team can be incredibly effective. Taking this approach means that procurement evaluation can include detailed questions on the underlying software such as open source, ongoing maintenance, free added value service, and how much of the training and skills required to use and operate the software is transferable to other systems. A strong link between the 2 teams can also help build a clear technological roadmap. This enables the procurement team to evaluate for future development opportunities including integration with other systems that are being replaced or migrated, ability to run on multiple platforms or operating systems, and suitable user access using virtual desktops.

Find out more

To find out more about how we can support you with other areas of digital transformation, download our new guide. You can also visit our dedicated local government digital transformation web page

You can explore some of the funding available for organisations looking to digitally transform using specific vendors on our Technology Memorandum of Understanding webpage. We currently have opportunities across cloud, software, technology products and services and networks. If you would like to have a discussion with our team, please get in touch by completing our online form quoting ‘Technology MoU’ and we will get back to you.

Channel website: https://www.crowncommercial.gov.uk/

Original article link: https://www.crowncommercial.gov.uk/news/overcoming-the-fear-of-change-transitioning-your-legacy-applications

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Anxiety and Identity Concerns

Resistance to technology often stems from psychological factors rather than purely rational objections.

Title:

Content: EMOTIONAL OVERACTIONS, internal and interpersonal conflict, and even rage, are readily apparent in today’s society. This can be seen in many everyday aspects of life; for example, the slapping incident at the Oscars, the slamming of a door, the lack of response to an email or phone call, verbal outbursts, and other provocations.

A colleague conducted research that found 62% of a manager’s time is spent, on average, addressing interpersonal conflict in the workplace.

All this without examining the more severe and tragic events documented by 24/7 news coverage. It’s an anxious world in which we live.

I have often spoken and written about the things managers can do to reduce emotional overreactions in their work environments that put a damper on motivation and productivity. It is true that managerial and organizational behaviors and procedures can exacerbate, or moderate, anxious responding.

Yet, individuals, too, can have a positive effect in ameliorating anxiety by not bringing worrisome thoughts and negative behaviors with them into the workplace. The key is to try to identify the triggers within and stop the anger before it even begins and results in an automated behavior, that is, one that occurs before level-headed thinking has a chance to intervene.

Anger comes from pain. The source of that pain is often the misinterpretation of the thoughts criticisms, and actions of others or otherwise allowing other people, in effect, to “make us feel.”

The term I use to describe this behavior is psychological fusion, and I would submit that most, if not all, human beings have experienced this from time-to-time, while many do so with greater frequency. Psychological fusion hurts a whole lot of people starting with the person who experiences it and spreading to many of the other people in his or her vicinity.

Psychologically fused responding ranges from total passivity, i.e., not even trying to assert oneself, to the other extreme, i.e., aggressive behavior, acting out, starting an argument, or worse.

Who is likely to be vulnerable to emotional overreacting? Those who are not adequately self-defined often have feelings of inadequacy, which can, in turn, lead to emotional responding. These are types of emotional responses that can lead to self-defeat or outbursts.

Some signs of a psychologically fused individual would present themselves as:

• Letting compliments or criticisms over-influence.

This is where others are allowed to “make or break” one’s day.

• Having triggers that are set off by others.

Perhaps they inadvertently — or advertently — comment on an area in which one feels vulnerable and that has not yet been personally addressed.

• Doing both sides of an exchange.

This is caused by not really listening to understand another’s perspective but having more of a “I know what he really meant by that” attitude.

• Not offering suggestions because you anticipate a negative response.

Excessively “reading between the lines,” what I often see as an attempt to “mind-read” others in an exchange, can be very detrimental.

Much conflict, both inter- and intra-personal can be successfully resolved by self-identifying triggers behind automated responding. Some solutions: Work on one’s own self-definition. Try to self-assess as to how and why certain interactions cause you to feel angry or down and come up with a strategy. (I should note here that there are situations where professional intervention would be appropriate.)

For instance, if one does not feel able to perform the duties of his or her job to a personally satisfying level, maybe it is time to find a new job or to get some training in an area in which one needs some shoring up. Or, if there is an individual who speaks to you in a provocative or aggressive way, be mindful of the choice you have of responding or ignoring the words that are spoken.

When I work with athletes or others on self-definition, one way we clarify matters is to help them see that their professional role is only one dimension of who they are.

Individuals are so much than who they are at work: spouse, parent, son/daughter, friend, person of faith, student, etc.

When this reality is understood, how one performs at work or how one is perceived by others at the workplace is not seen as a life-or-death matter, psychologically, and the anxiety goes down.

More fully defining who you are can lead to growth and reduce automated responding by moderating the anxiety within.

Dr. Paul P. Baard is an organizational psychologist, specializing in motivation. Formerly a full-time professor at Fordham University’s Graduate School of Business and a senior line executive in the television industry, he is the lead author of a book on leadership and motivation, and has been published broadly, including in Harvard Business Review. He and Veronica Baard, a former managing director responsible for HR at a major international investment banking firm, head up Baard Consulting LLC, a firm in the greater Boston area, focusing on motivation, conflict reduction, and team building. Questions are welcomed at pbaard@baardconsulting.com.

Dr.

Paul P.

Baard, an organizational psychologist, explains that "more fully defining who you are can lead to growth and reduce automated responding by moderating the anxiety within.

" When professional identity becomes closely tied to specific ways of working, technological change can feel like a personal threat rather than an organizational improvement.

Title:

Content: Digital HQs fundamental to making hybrid work successful, say UK workers

Business messaging app provider finds cost-of-living crisis is eased by hybrid work, but 66% of employees would look for a new job immediately or within three months if hybrid or remote working was not an option

Over the last two years, the case for hybrid working has almost been cemented within UK corporate bodies. Now research from business messaging app provider Slack has further revealed the need for hybrid work in today’s climate, including the cost-of-living crisis, how both virtual and in-person office etiquette has changed, with new workplace habits forming, and why businesses must operate in a digital-first way as a result.

The survey was conducted among 1,003 office workers in the UK and the interviews were conducted online by Sapio Research in July 2022 using an email invitation and an online survey.

The results revealed that almost three-quarters (73%) of office workers believe hybrid work is here to stay and 53% think businesses should operate on a digital-first approach. Spending more time at home is a must for most, with almost two-thirds (66%) likely to start looking for a new job if hybrid or remote working was not offered.

That is no surprise, with 70% believing that hybrid work has helped them with the cost-of-living crisis, with less being spent on transport and lunches. However, the report observed it was not just a case of location flexibility, but time too, with almost nine in 10 (86%) saying they would prefer to work more hours in fewer days – mirroring the growing popularity of the four-day working week in the UK.

The research found that technology plays a defining role in creating a strong hybrid work environment. Some 84% of respondents said technology is enabling hybrid work, and has provided them with more location and time flexibility. As such, Slack proposed that the importance of a digital headquarters (HQ) that connects teams, tools, customers and partners all on one platform, has been established.

Almost three-quarters (74%) said a digital HQ was fundamental to making hybrid work a success, while 73% agreed that digital HQs could give businesses a competitive advantage.

In this new world of work, the research revealed that asynchronous work – where communication doesn’t need to happen in real time – was gaining popularity. Slack stressed that the benefits of asynchronous work could not be clearer, with many (69%) office workers claiming it gives them time to perfect ideas and responses before communicating, and 64% believing it maximises their productivity thanks to not having to wait for others to complete their tasks.

Asynchronous work was also said to save office workers an average of two hours 53 minutes a week by replacing real-time meetings.

Read more about the new normal of work

The survey also suggested that the shift towards hybrid work and a digital-first approach for many businesses means the design and role of the physical office has changed. It reported that 72% had made changes to their office design and set-up to suit hybrid work.

It also found that work etiquette has changed, with a number of virtual or hybrid meeting habits irritating workers. One of the top annoyances was colleagues not going on mute during meetings, especially when they have background noise (38%).

Workers themselves have even admitted they have not fully readjusted, with 34% speaking to themselves out loud while in the office and the same number forgetting how to make small talk.

“The way we work has changed, and we are never going back,” said Chris Mills, head of customer success, EMEA, at Slack. “That’s why all businesses should be introducing and prioritising a digital HQ. Companies that embrace a digital HQ and create an environment where culture can thrive for all employees are best placed to retain talent and thrive in 2022 and beyond.”

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### 3.

Fear of the Unknown and Change

The document about transitioning legacy applications explicitly mentions "overcoming the fear of change" as a key challenge.

This fear is natural and understandable, as new technologies bring uncertainty about performance expectations, learning curves, and potential impacts on job security.

Title:

Content: As organisations around the world make the definitive shift from remote to hybrid work, one thing is clear: the people who went home to work in 2020 are not the same people returning to the office in 2022.

There’s no erasing the experience of the last two years and employee expectations are higher than ever, writes Jared Spataro, corporate vice-president for modern work at Microsoft.

They want flexibility and face time, and are making career changes that prioritise personal goals and well-being.

And based on findings from our 2022 Work Trend Index, there’s no going back to the way it once was.

Understanding and keeping pace with new expectations is a challenge facing every leader today – and one that will be key to making hybrid work work.

Our second annual study outlines findings from a survey of 31 000 people in 31 countries, along with an analysis of trillions of productivity signals in Microsoft 365 and labour trends on LinkedIn. From the front lines to the C-suite, we explored leadership’s plans for the year ahead and got feedback on what employees want from their employers – what motivates them to stay or go, what they want out of an in-office experience and the role technology plays in creating a worthwhile work experience.

Five key trends emerged from our research, which serves as a road map for leaders today as they chart their course into the uncharted territory of hybrid:

Employees have a new ‘worth it’ equation

The how, where and when of work is changing, and so is the why. What people want out of work and what they’re willing to sacrifice for a job has evolved.

Our survey found 53% of people are now more likely to prioritise their health and well-being over work.

These aren’t empty words — 18% of respondents quit their jobs last year. Looking ahead, 52% of Gen Z and millennials are likely to consider a new job in the next year.

It’s clear the Great Reshuffle is far from over.

Managers feel wedged between leadership and employee expectations

Keeping pace with these new employee expectations is no mean feat. And it won’t be possible without managers.

These individuals are closest to employees and have the greatest visibility into problems and solutions.

But all that insight doesn’t add up to much if managers aren’t able to act. For instance, despite the undeniable desire for flexibility we see in our research, 50% of leaders say they have plans for a full in-person return to the office this year.

This tension is falling on managers – 54% of managers feel leadership is out of touch with employee expectations and 74%% don’t feel they have the influence or resources they need to implement change for their team.

Getting out of the way and empowering managers to lead their teams will lead to better outcomes for everyone.

Leaders need to make the office worth the commute

Today, 38% of hybrid employees say their biggest challenge is knowing when and why to come into the office, yet only 28% of leaders have created new team agreements for hybrid work.

In addition, 43% of remote workers do not feel included in meetings, but only 27% of leaders say their company has developed hybrid meeting etiquette to ensure everyone is included and engaged.

It’s time to rethink the role of the office and adopt a degree of intentionality around the who, where and why of in-person gatherings.

These new cultural norms will ensure the office is additive to the employee experience – helping all employees feel connected, engaged and able to innovate and do their best work.

Flexible work doesn’t have to mean ‘always on’

Based on productivity trends in Microsoft 365, we see meetings and chats are on the rise, frequently spilling over the traditional 9-to-5 workday.

In fact, weekly time spent in meetings for the average Teams user is up 252% since March 2020, and after-hours and weekend work has grown at 28% and 14% respectively.

It’s great to see people reshaping the day to meet their needs – for instance people are taking fewer meetings at lunchtime. But for flexible work to be sustainable, managers will need to create new norms and set boundaries to guard against a 24/7 workday.

Rebuilding social capital looks different in a hybrid world

One of the most felt aspects of remote work is the impact it’s had on our relationships.

Last year’s Work Trend Index revealed that teams became more siloed, and this year’s study shows the trend one year later.

While a majority of hybrid workers have been able to maintain their team bonds (58%), only half of remote workers say they have a thriving relationship with their direct team and even fewer (42%) have a strong relationship with those outside their team.

In a hybrid world, it’s important to prioritise time to build relationships, and give additional support for remote and newly onboarded employees, who are most at risk of being left behind.

Hybrid work requires a deliberate, thoughtful approach. While so much relies on new cultural norms, the transition will benefit from technologies designed for this hybrid world – ones that bridge the digital and physical, ensuring every employee can engage and contribute, regardless of where, when or how they’re working.

### 4.

Human Experience Not Being Prioritized

Many technological implementations fail because they don't adequately consi