This workshop focuses on communicating transformation where the desired end state is neither known nor possible to define in advance – a typical situation in the age of AI, where we cannot know exactly what AI will be capable of in a year or two or how our work will change. Participants will learn how to move from the traditional approach of “selling the vision” to “inviting people to explore the future together” – communicating transparently about what we know and what we do not know, without losing trust or a sense of direction.
The workshop is built around the principle of “direction over destination”, recognising common psychological patterns of resistance to change (based on mythical archetypes), working with concerns, stakeholder segmentation and establishing a communication rhythm that maintains team engagement throughout a long and ambiguous transformation.
- Develop the ability to communicate change with an uncertain end state without losing trust and team engagement.
- Recognise common psychological patterns of resistance to change and respond to them appropriately.
- Learn practical communication techniques and wording – what to say and what to avoid.
- Adapt the communication narrative to different stakeholder groups (management, experts, operations and support functions).
- Create a practical communication action plan for AI-driven change within your own team, including specific first steps.
The Philosophy of Communicating Change with an Uncertain End State
- The principle of “direction over destination” – a clear direction with an open-ended destination
- Moving from “selling the vision” to “inviting people to explore the future together”
- Why AI transformation does not have a predefined end state
Why Communicate Now and How to Work with Resistance
- The WHY NOW framework: acknowledge reality → explain the reason → show the direction → provide reassurance
- Five myths as a tool for recognising patterns of resistance
- Tantalus, Arachne, Damocles, Sisyphus, Baucis and Philemon
- Practising responses to typical employee concerns and objections (effective vs. ineffective management responses)
Techniques for Delivering the Message
- “What stays and what changes” – values and culture vs. roles and processes
- “What’s in it for me?” and working with FOBO (Fear of Being Obsolete)
- Ineffective vs. effective wording – practical exercises using specific phrases
- Translating corporate messages and arguments into language that resonates with a specific team
Segmentation, Communication Rhythm and Leadership
- Stakeholder mapping and adapting the narrative (supporters / neutrals / opponents)
- Communication rhythm and micro-commitments – iteratively confirming the next step
- The manager as a change leader and “translator” of strategy
- Manager’s checklist and a 90-day communication action plan