Research, perspective, and provocation on what AI-driven change actually requires — and why most organisations are approaching it wrong.
From the forthcoming book
This book is for the HR director who was handed the AI implementation because nobody else wanted it. For the union president whose members are frightened and haven’t been asked. For the president who knows the timeline is a recipe for failure but doesn’t have the language to say so.
Nick Anderson & Dr. Ken Trzaska — Publishing Spring 2027
About the book →Latest — Not Without the People Series
The convenient diagnosis that’s kept us stuck for twenty years.
Resistance is not the cause of change failure. It is a symptom. The cause is stress — and a meaningful share of that stress is manufactured upstream by the leaders running the change. The thing we have spent two decades trying to overcome is, in significant part, a thing we are creating ourselves.
Read the article“By the time the next initiative is announced, people are not responding to the next initiative. They are responding to the running total.”
From the articles
The workforce isn’t the problem. The sequence is the problem.
Stop Calling It “Resistance”
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Trust in management is the only variable that significantly reduces change resistance. Not incentives. Not mandates. Trust.
Getting Turkeys Excited About Thanksgiving
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Training informs, but coaching transforms. Without it, people attend the workshop, nod enthusiastically, then return to doing exactly what they’ve always done.
The Hidden Cost of the Coaching Deficit
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Four questions. Four disciplines. An honest read of where you are — and what to focus on next.
Discipline 1 — Listening
Discipline 2 — Clarity
Discipline 3 — Patience
Discipline 4 — Focus
On change, trust, and what fifty Tuesdays might be for.
The failure rate has been stubbornly consistent for two decades. This is the conversation about why — and what actually works instead.
The convenient diagnosis that’s kept us stuck for twenty years.
Resistance isn’t the cause of failure. It’s a symptom. And the cause is largely upstream — manufactured by the leaders running the change.
Twenty years. Billions spent. A failure rate that refuses to move.
In 2003, 60–70% of change initiatives failed. In 2026, 60–70% still fail. The number has not moved. Here is why that matters.
When 77% of employees say AI has created more work, not less — that’s not resistance. That’s feedback.
After 30 years and 80 countries, the same pattern appears every time. The workforce isn’t the problem. The sequence is.
You’re asking people to enthusiastically embrace something they believe might eliminate their jobs. Good luck with that.
60% of change resistance originates from poor leadership — not from the people being asked to change. Here’s how to build the trust that actually moves people.
Reimagining Consulting for the AI Age
Gone are the days of static PowerPoint decks and one-size-fits-all solutions. Welcome to the era of Living Strategy, where your organisation’s future unfolds in real-time.
Why the Most Critical Success Factor Gets Only 1% of Our Attention
Coaching ranked dead last in priority surveys at just 1.0% — despite being universally acknowledged as essential to successful behaviour change. This isn’t an oversight. It’s a strategic blind spot.
Research shows the fear of job loss can be as damaging as actual job loss.
The difference between thriving and surviving organisations during disruption comes down to how leaders show up before, during and after the storm.
Making Work More Satisfying Through AI-Enabled Thinking
Trust is the only variable that significantly reduces change resistance. This finding transforms how we should approach AI adoption — from a technology rollout into an opportunity to reimagine satisfying work.
Read the full argument — and the methodology behind it.