Kellogg Reunion and The Human Element: Overcoming the Resistance to New Ideas

Caroline and I just got back from my 25th reunion at Northwestern University - Kellogg School of Management . I left struck by the beauty of the campus, the quality of the lectures I attended, and the joy we experienced in visiting with old friends from all over the world.

The lecture component proved really enjoyable. We listened to David Besanko , a Kellogg legend, lecture on the US deficit, growth forecasts, implications for future real economic growth, and possible solutions. Harry Kraemer, Jr. lectured on is book, Your 168, Finding Purpose and Satisfaction in a Values-Based Life .

We also sat through a lecture by Professors Loran Nordgren and David Schonthal on the frictions to overcome in bringing a new product to market. The post below summarizes the book but I found it particularly helpful in thinking about the GTM challenges I observe for young start ups companies.

In "Human Element: Overcoming the Resistance That Awaits New Ideas ," Nordgren and Schonthal, meticulously dissect the multifaceted frictions that give rise to pushback against innovation. The book elucidates how deeply ingrained cognitive biases, fear of the unknown, and status quo bias act as formidable barriers to the acceptance of new ideas. Despite the common focus on the fuel of innovation—the idea itself—the authors argue that too often, innovators neglect the equally crucial aspect of understanding and addressing the friction that accompanies change. This is almost entirely my experience. Lots of positioning statements focus on the benefits to the innovation but do far too little time spent on the incredible road blocks and frictions startups face in selling to the enterprise - master service agreements, cybersecurity reviews, getting resources funded and allocated for POCs...the inertia of the enterprise makes innovation adoption much more a function of internal frictions versus product benefits and value propositions.

One of the primary sources of resistance highlighted by the author is the cognitive dissonance that arises when new ideas challenge existing beliefs or norms. Humans have a natural inclination to seek consistency in their beliefs and behaviors, leading them to reject ideas that disrupt their established worldview. This phenomenon is exacerbated by confirmation bias, where individuals selectively interpret information to confirm preexisting beliefs, thereby reinforcing resistance to change.

Moreover, "Human Element" explores the role of fear in amplifying resistance to new ideas. Change inherently entails uncertainty and risk, triggering a primal fear response in individuals. Whether it's fear of failure, loss of control, or fear of the unfamiliar, these emotional barriers can impede rational decision-making and stifle innovation.

The book also delves into the powerful influence of social dynamics in shaping resistance to new ideas. Groupthink, conformity, and social identity theory all contribute to the formation of collective resistance within organizations and communities. The fear of social ostracism or ridicule can deter individuals from expressing support for innovative concepts, perpetuating the status quo.

Furthermore, "Human Element" examines the structural frictions within organizations that hinder the adoption of new ideas. Bureaucratic inertia, rigid hierarchies, and vested interests often act as formidable barriers to change, thwarting even the most well-intentioned efforts at innovation.

By illuminating these various sources of resistance in vivid detail, "Human Element" equips readers with a comprehensive understanding of the challenges they may encounter on the path to innovation. Armed with this knowledge, individuals can develop strategies to navigate through resistance effectively, fostering an environment where new ideas can flourish and drive meaningful change.

In the context of startups, the insights from "Human Element" are particularly salient, as these fledgling ventures often face intense scrutiny and skepticism from potential customers and investors alike. Understanding the nuances of resistance becomes paramount for startups seeking to disrupt established industries and carve out a niche in the market. I am going to be more mindful of the frictions going forward in diligence and GTM design.

By integrating an awareness of friction into their sales processes, startups can tailor their messaging and approach to preemptively address common objections and concerns. This might involve leveraging social proof, providing robust data-backed evidence of value, or offering trial periods to mitigate risk aversion, focus on how to transition from the incumbent platforms to new platforms can be done without tremendous disruption or risk. Additionally, cultivating a culture of transparency and receptiveness to feedback can help startups build trust and credibility with their target audience, easing the friction associated with adopting a new solution.

In essence, startups that embrace the principles outlined in "Human Element" can position themselves as agile and empathetic partners, capable of navigating the turbulent waters of resistance with finesse. By reframing resistance as an opportunity for dialogue and co-creation rather than a roadblock, startups can forge stronger relationships with customers and stakeholders, driving sustainable growth and differentiation in the competitive landscape.