The Future of Workplace Fear: How Human Reflex Stands in the Way of Digital Transformation
- Length: 274 pages
- Edition: 1
- Language: English
- Publisher: Apress
- Publication Date: 2022-05-24
- ISBN-10: 1484281004
- ISBN-13: 9781484281000
- Sales Rank: #6558228 (See Top 100 Books)
click People who discuss digital transformation often focus on new technology with a presumption that the working population will embrace it enthusiastically. But human beings are still instinctively dominated by fear, a single complicating reflex which will always be the default response.
Workplace fear comes in many forms, including the fear of change, the fear of looking stupid, and the fear of working relationships, and in all cases these fears have deep roots that extend far below having to learn a new technology. It’s about the fear of losing a job, a livelihood, and an identity.
The results of such fear can have enormous repercussions on an organization, including increased vulnerability to ransomware and cyberattack, increased employee turnover, loss of competitiveness, loss of market share, resistance, sabotage, discrimination, and litigation.
Steve Prentice is an expert in the relationship between people, technology, and change. This book will demonstrate to managers and employees alike the various types of fear that can occur in the workplace in the context of digital transformation, how these fears can impact productivity, team dynamics, and corporate health, and most importantly, how to overcome them.
Using case studies of digital transformation successes and failures, Steve describes:
- How fear grows in the body and mind
- How fear radiates and spreads through groups and teams
- How fear interacts with technology, change, and digital transformation
- How ignoring or suppressing fear leads to tangible risks to an organization’s future
- How to address and manage fear individually and as a group
- How the demands of modern employees have changed
- How managers can prepare themselves for the new normal
https://www.psychiccowgirl.com/lbtn1tepe Who This Book Is For
https://faroutpodcast.com/k62posikef Managers who wish to look under the hood and understand how people respond to the changes in their immediate world, and why most of those responses are negative. It will also be an uplifting read for individual employees who seek to understand why they, or their colleagues or managers, generally respond negatively to changes, or who struggle with conflict and relationships in the workplace and how to create an action plan to improve the situation.
see Table of Contents About the Author Foreword Chapter 1: The Fear Lies Deep From a Big Fish to a Big Phish From a Big Phish to a Big Fear Emotion Always Wins Chapter 2: Digital Transformation Is Here Digital Transformation and Fear Fear Is Not Always Terror What Is Digital Transformation Anyway? Digital Transformation and Video Chat Fatigue Digital Transformation and Zoom Gloom The Personalization of Fear Chapter 3: Fear As a Life Force Fear Is Contagious Why Does Fear Seem Larger at Night? Maslow’s Hierarchy of Needs The Kubler-Ross Grief/Change Model Forming, Storming, Norming, and Performing Managing the Fear of Change Closing the Gate Bring the Facts Up to Meet the Fear Chapter 4: The Fear of Change Why Do I Have to Learn This? Dealing with the Fear of Change The Curse of Passwords The Comfort of Passwords The Fear of Effort The Fear of the Password Manager Managing the Fear of the Password Manager The Fear of the Hot Desk The Fear of Losing Identity Chapter 5: The Fear of the Unknown The Fear of Gym Class The Fear of Messages The Fear of Silence Chapter 6: The Fear of Losing Your Job The J-O-B Syndrome Blame Steve The Zoom Call Gaffe Fear of Face Time Bias Taking Your Keys Away The Distributed Team vs. the Remote Team The Great Resignation: When Work Is Not Worth It What Can Employees Do to Handle This? What Can Companies Do to Handle This? Chapter 7: The Fear of Looking Stupid The Fear of Making Mistakes The Act of Learning The Fear of Not Being Able to Keep Up The Internal Spotlight Effect The Fear of Failure Chapter 8: The Fear of Losing Control The Pressing Problem of Bicycle Face From Bicycle Face to Face Time Bias Study of Microsoft Employees Shows Bicycle Face Still Possible You Can’t Manage What You Can’t See A Matter of Trust Fear of Delegation Chapter 9: The Fear of the Known Willful Blindness and Overload Willful Blindness and MFA Willful Blindness: The Watering Hole Concept The Fear of Delay, and the Power of Defiance I Am Not in Denial Problems with Prioritization and Procrastination The Password Manager Example Revisited Chapter 10: The Fear of Communicating Message in a Bubble Leadership Needs Communication Why Not Just Pick Up the Phone? The Fear of Appearing Outside the Bubble The Fear of Saying No The Power of the Restaurant Menu The Fear of Not Knowing Where You Stand The Fear of Breaking Linear Thought Chapter 11: The Fear of Losing the Business Trying to Grasp the Infinite The Fear of Ransomware The Fear of the Cost of Prevention Pay the Ransom Already! When You Were Ten The Challenge of Agility Chapter 12: The Fear of Missing Out Gap It The Fear of Not Fitting In The Fear of Being a Nerd How Loss of Critical Thinking Leads to Hate and to the Madness of Crowds How Hate Leads to Bullying I Know What You Did Chapter 13: The Fear of Keeping Your Job What Is the Cost of Your Money? Let’s Play Around with Closure The Artisan’s Curse Let’s Not Bring Scurvy into This Boosting the Quality of Work Life Jellyvision’s Graceful Goodbye Chapter 14: Turning Things Around Fear Fatigue Imposter Syndrome and FUD Can Anything Be Done? Listen and Talk The Five-Why Analysis Make It Tangible Mountains Have More Than One Face The Job Insecurity Paradox Chapter 15: Is This the Day I Get Fired? Fear Fatigue The 80/20 Rule and Firing Your Weakest Customer You As-A-Service Networking: The Little Black Book Networking on Twitter Lifelong Learning Career Fear As the Ultimate Trap Don’t Forget Your Humanness Chapter 16: The Digital Transformation of People Digital Transformation Is Not Just Digital Suggestions Yes, But The Fear of Being Wrong Postscript: Two Apologies Index
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