Avoid Future Shock

What follows is from Chapter 4, 'Avoid Future Shock' of our ebook:                                    Future Shock or Future Choice?

Avoid Future Shock,  adjust Your Internal Environment

Sundar Pichai (CEO, Alphabet/Google): "This is just the first inning of a long AI revolution."

 The Purpose of this chapter is to empower you to transform your internal environment (i.e. your mindset)—e.g. thinking, attitudes, behaviours, expectations, self-confidence—to welcome AI’s help and become its mentor, creating a heart-mind partnership that soars with synergy.

Introduction:

Avoiding Future Shock requires a three-pronged approach applied consistently and persistently as the needs arise.

1. it requires what we have described in the next Chapter Five: How to Create Future Choice (the more of this you do the more you will avoid Future Shock)

2. it requires fast response immediate actions to eradicate the 10 most negative psychological and emotional effects Future Shock ‘infects’ your employees and you if you are unprepared (the more your employees experience these actions the ‘safer’ and more confident they will feel)

3. it requires a foundational base of positive mindset to facilitate and support the above two means and it is essential that you are the role model for your employees and other stakeholders to follow.

We will cover the four tools and techniques that will produce the strong foundations you will need to avoid Future Shock first and then the 10 tools and techniques for the short-term fast response approach after that.

This may sound daunting…..’do I have to learn 14 new tools to avoid Future Shock?’. No, it all depends on your situation.

Think of it more like a craftsman’s toolkit. It is rare, if ever, she or he would be using every tool at the same time. He or she would select specific tools to match the situation. We think you would do the same.

In practice there will be a continuum of needs to be addressed, of course. At one end of the scale your use of AI may be limited to specific narrow needs, For example, in the hospitality industry it may make sense to start slow and use AI let’s say for creating wine lists and managing wine stocks in the restaurant.

At that point the rest of the business may be unaffected largely and your need to re-invent your business and employees and yourself may be quite minimal.

At the other end of the scale, like Amazon, automation will re-shape how the business operates requiring maybe a different business model and a different culture to respond to displacements of employees for example.

In that situation it will be imperative to invest not only in the new AI and robotics and automation technology, but also to invest in a significant OD (Organisation Development) process to optimise your ROI (Returns on Investment).

OK, so what are the four positive mindset foundational tools and techniques to avoid Future Shock?

1. The Choice Model:

DISCLAIMER: the Choice Model below is a means of communicating behavioural ‘clues’ to help the reader become more consciously aware of his or her mindset. It is in no way a mental health medical diagnostic instrument. If you have concerns or feel uncomfortable or disturbed by its contents, PLEASE DO NOT USE IT. If you are using any medications to treat mental health or other health conditions that could be adversely affected show this model to your professional healthcare doctor and seek their advice on whether it is safe to use the model as described in these notes. The Choice Model is intended to help YOU avoid Future Shock and the stress it may cause and to achieve Future Choice and the joy that may bring.

Choosing to ‘Do Nothing’ from the Choice Model may be a cop-out or it may be a wise smart move depending on the context. If the context requires immediate urgency and importance, doing nothing may be neglectful or irresponsible.

You are dealing with complex adaptive systems. You are one, the external environment may be a multi-tiered combination and your internal environment is another. It is impossible to predict or know what may emerge from complex adaptive systems…..until it does.

So, doing nothing for a time to see what emerges may be wise if the context allows it. E.g. it is likely that some consequences (especially the unintended ones) of increasing AI and robotics technologies will be unexpected given the speed of changes involved.

If you choose Do Nothing it will be essential that to avoid Future Shock you keep an open curious mind to learn as much as you can in these circumstances and then choose the Green Box as soon as you can.

If consciously or unconsciously you choose the reactive Red Box it describes the four most likely consequences of doing so: complaining and blaming everyone but you; persuading others to become negative too; behaving in ways that prevent or delay change and deliberately sabotaging others’ efforts (or even your own).

If you reflect on that list it is pretty clear that it is negative emotion selfishness based. That is, the internal environment of a you making that choice will be driven by negative emotions (not logic) to a degree of irrationality. For the sake of their own health it would be wise to change this mindset.

To the left are 8 ‘clues’ to help you identify if you’re in the red box. In no order of priority:

• if you feel like a ‘victim’. E.g. ‘it’s not my fault, that’s unfair, what have I done to deserve this?’
• if you feel out of control and being run by your job. If you feel impoverished with a lack of independence. Feeling stuck and powerless
• if you find yourself thinking, feeling or saying, ‘Ah yes, but….’ to just about everything
• if you expect and predict failure (negative self-fulfilling prophecy)
• if you find yourself thinking, feeling or saying, ‘it’s a problem’ very often
• if your first reactions are to find all the excuses why something won’t work
• if you detect some self pity, ‘poor me. There’s nothing I can do’
• if it dawns on you that you have a can’t do or won’t do mentality

If you choose the proactive Green Box it describes the most likely behavioural outcomes of doing so: support and encourage others who are trying; help implement change beneficially; influence and contribute to solutions and positively make a difference.

If you reflect on that list it is pretty clear that it is positive emotions selfless based. That is, the internal environment of a you making that choice will be driven by positive emotions to contribute, support and help others.

To the left are 8 ‘clues’ to help you identify if you are in the Green Box:

• you feel that you are a positive radiator, achiever ‘on top of things’ – a ‘victor’
• you feel independent and show initiative and are running your job
• your most common reaction with others is, ‘how can I help?’
• you expect and predict success (positive self-fulfilling prophecy)
• most times you will find yourself thinking, feeling or saying, ‘it’s an opportunity’
• you know that you are very good at finding a way to make it work
• you often think, feel or say to yourself, ‘there’s always something I can do’
• it dawns on you that you have a can do and will do mentality

How to use The Choice Model:
A very powerful use of the Choice Model is as ‘a mirror’ for self-appraisal, learning and realising more of your potential.

Self-appraisal can be very difficult. The descriptions on the model are very helpful but the more valuable feedback of how you are doing will come from others who interact with you.

Ideally this will mean sharing the Choice Model with them, answering questions and clarifying meanings. Then if acceptable ask someone else to go through the model as a ‘checklist’ on a rating scale of your choice.

The most effective format is a 360 degree view of you which will include anyone you choose to ask who is willing to help you. This will usually involve family members, social friends, and if you are a senior leader or business owner it also should involve work colleagues who are peers, report to you and your immediate leader if you have one. Be sure to include AI.

If you choose to do this be sure to thank people and AI for their feedback and then use it to make appropriate changes.

One way of doing this is to ask yourself four questions as a result of your 360 feedback:

• what should I START doing that I currently don’t do?
• what should I STOP doing that I currently do do?
• what should I CONTINUE doing that is working well?
• what should I CHANGE? i.e. continue doing but not in the same way

Complex adaptive systems, being what they are, may mean that your feedback shows you are a bit ‘red’ and ‘green’. Nothing to worry about. If the red bit of your mindset is, hopefully, in a minority, it might be useful to examine what it is that is causing this negative mindset, why?, and what you will choose to do to stop it spreading and / or eradicate it.

2. Communications:

In times of uncertainty, insecurity and perceived threats (e.g. loss of livelihood) full, honest, volunteered and trusted communications are essential, No ifs, buts etc, In a situation where the stakes may include someone’s job a rich flow of communications in and from all directions is the lifeblood of your potential future,

The speed of change, and the nature of the changes, will intensify the usual communication processes and make your formal systems impotent.

To avoid Future Shock your communications will need to be effective in what may sound like…..IMPOSSIBLE!. The reality will be: everything you say and do is communications AND everything you don’t say and don’t do is communications in the sense that the receivers of your communications will perceive a ‘message’ even if none was sent.

For example: one February morning when it was freezing outside I went into the factory and met Bill who I had known for years. I said, ‘morning Bill it’s cold isn’t it?’. Bill immediately replied, ‘what’s wrong with the heating system?’.

I said, ‘nothing. I mean it’s cold outside’. Bill walked off still convinced I think that I was ‘having a go’ at his heating system which was part of his role as the Maintenance Manager.

And in the absence of a sent message, your employees will create their own version of what you may have sent.

Communications between humans is inevitable, whether intended or not.

Even if you walk into an empty room except for one other person sitting reading and neither of you speak or nod or…..anything, and then you walk out some communication will have occurred.

Inside your head (internal environment) you may have formed some opinions e.g. the person in the room could have said hello, he or she looked a bit ‘stuck up’, I wonder why he didn’t speak etc.

Inside the head of the person in the room he may have formed some opinions too e.g. the person coming in could have said hello, sorry to interrupt you, I wonder why he didn’t speak etc.

Communications are very powerful: no communications, no meaningful relationship.

Here’s a simple ‘definition of communications’: success in conveying one’s meaning to others.

This requires four things: a transmitter, a receiver, understanding and feedback.

It is the receiver who is in ‘control’ of communications, not the transmitter. Because it is the receiver who internally interprets the message transmitted, evaluates it and maybe asks questions for clarification or deeper understanding……. and then forgets it.

In the absence of effective transmission, the receiver will invent their own message, one that was never meant or sent.

The implications of the above are significant for you as a Leader in you business.

Think about it. Your business may be in the process of being re-invented if significant automation is occurring. You may need to re-invent systems or hierarchies etc, and you will need to re-invent your leadership style. All at a time of potential chaos, trial and error, complexity and uncertainty.

This will not be a time for ‘business as usual’ will it?

So, what’s the best way of avoiding miscommunication and / or misunderstanding, whether communicating with other humans or AI?

My experience has proved many times that if you use the Golden Triangle of Communications below you will definitely tip the odds in your favour.

Ask a lot of questions.

If you wish to be known as a great communicator LISTEN more.

We define listening: as making a deliberate effort to understand what is being said and why?

Ironically, listening also includes paying attention to what isn’t said.

Summarise a lot.

This means feeding back to the transmitter what you thought you heard to check if that’s right.

If you cannot accurately summarise then you weren’t listening.

3. self-fulfilling prophecies.

We do it all the time unknowingly and often negatively which will result in the unintended consequence of self-sabotage.

Much better to introduce a new habit (it only takes 30 consecutive days) of positive self-fulfilling prophecies. Become aware of negative thinking, catch yourself doing it, replace the negative thoughts with positive ones and or positive affirmations, ‘repeat and rinse’. It gets easier the more you do it.

If it helps, use the ‘big bin’, as I do. Although it may sound weird, it works and I have fifty or more years of proving it to myself. [Picture a bin, or just write your negative thought on paper and toss it out] The big bin is an imaginary dustbin in my mind that will contain anything I choose to put in it. E.g. people, cities, flies, countries, climate change etc. etc. Its capacity is limited only by your imagination.

So when I have a negative thought I say to myself: ‘delete that programme, into the big bin, put the lid on’, then I mentally throw it off the top of my favourite Yorkshire fell until it disappears or disintegrates.

That leaves me mentally in the beautiful relaxing Yorkshire Dales. Great. Weird?, maybe but it works very well. Imagination is one of our strongest assets both for creativity and avoiding self-sabotage. Try it. What have YOU got to lose?

4. If you get ‘stuck’ and nothing seems to be changing as you would wish, take a look at your Beliefs and Values as described in the notes below.

Something in there you may find to be the reason why:

BELIEFS & VALUES

Definitions:

BELIEF – a firm opinion; an acceptance of something; trust or confidence in something; conviction; accept something as true or as conveying truth; have faith in (often without proof)

VALUE – the worth, desirability or utility of something; one’s principles or standards; one’s judgement of what’s important in life

BELIEFS – some thoughts:

• Beliefs create the filters on our perceptions and our communications with ourselves (believing is seeing)

• Our reality is the reality we create from our beliefs

• Beliefs can be empowering or limiting (believing in limits creates limited people)

• Belief is a state – an internal representation that governs behaviour

• Beliefs are formed from our environment; experiences; knowledge; past results; expectations of the future and start out as incantations (messages communicated internally with emotion and physiology, which “wires” the brain)

• Beliefs determine feelings

As a practical illustration: If you believe AI is a threat, you’ll resist it. Believe it’s a partner, and you’ll unlock its potential—your beliefs shape your AI future, believe in synergy, not limits

7 beliefs in the pattern of excellence:

• everything happens for a reason and a purpose, and it serves us (think in possibilities rather than limits)

• there is no such thing as failure, there are only results (what would you attempt to do if you knew you could not fail?)

• whatever happens, take responsibility

• it’s not necessary to understand everything to be able to use everything

• other people are our greatest resource

• work is play

• there is no abiding success without commitment

VALUES – some thoughts:

• Values are emotional states that we believe are most important in terms of wants (moving towards) or avoids (moving away from)

• Values determine our direction

• Values are belief systems that have global effects

• Values form from reward-punish conditioning

• We have a hierarchy of values – they are not all equally important

Values are powerful motivators – we need to know our own and others’

• Values can conflict – congruence is vital

You may find the notes above daunting but that’s often the case trying to express in writing complex issues.

Remember you are already an ‘expert’ in many of the things above because you ‘manage’ a unique set of circumstances that no one else on the planet can do……..you ‘manage’ your own life don’t you?

Everything we’ve suggested above is just an extension of this aimed at building a positive mindset focussed on the future in terms of avoiding Future Shock..

Here are the fast response immediate actions to eradicate the 10 most negative psychological and emotional effects of Future Shock

Introduction: From Fear to Leadership
Picture Sarah, a small business owner running a retail store, watching her competitors adopt AI tools while her team struggles with fear, confusion, and overwhelm. That’s Future Shock—the disorientation when rapid technological change outpaces our ability to adapt. Sarah didn’t just survive; she transformed her mindset and led her team to embrace AI, turning challenges into opportunities.

This chapter is for you—CEOs, HR executives, and small-medium business owners—who want to avoid Future Shock and lead AI with confidence. We’ll show you how to shift from a reactive Red Box mindset (fear, stress, loss of control) to a proactive Green Box mindset (empowerment, synergy, opportunity) using practical strategies and real-world examples.

What We’ve Learned So Far:  This chapter gives you the tools to adjust your internal environment—your thinking, attitudes, and behaviors—to not just cope with AI’s rise but to soar with it.

• Chapter 1: AI and robotics are here, bringing massive, irreversible change. The speed and scale of this technological turbulence can trigger Future Shock—feelings like overwhelm, fear of missing out, or loss of security—for those unprepared.
• Chapter 2: For those ready to lead, AI offers immense opportunities: personal growth, wealth creation, lifelong learning, and the chance to transform impossibles into realities. A positive, future-focused mindset is key.
• Chapter 3: Leading AI means mentoring it, building self-managing human-AI teams, and inspiring synergy. AI can’t synergize on its own—you, the human leader, must take charge to unlock its potential.

We’ll tackle the ten negative effects of Future Shock head-on, using strategies from companies like Amazon and practical steps for your business.

The Ten Faces of Future Shock—and How to Beat Them
Future Shock hits hard when change feels overwhelming. Below are the ten most common negative effects, paired with strategies to minimize or eradicate them, drawn from real-world examples and proven practices. Each strategy helps you and your employees move from the Red Box (reactive, fear-driven) to the Green Box (proactive, opportunity-focused).

1. Feeling Overwhelmed What It Looks Like: Employees freeze when faced with new AI systems, unsure where to start. CEOs feel buried under strategic decisions about automation. Red Box Mindset: “This is too much, too fast—I can’t keep up.” Green Box Strategy: Break AI adoption into small, manageable steps. Amazon, with over one million robots in its warehouses, rolls out automation in phases, giving employees clear timelines and simple tasks to master new tools. For your business, create a change roadmap—a timeline with milestones like “Week 1: Learn basic AI tool functions” or “Month 3: Test AI analytics for sales.” For employees, encourage mindfulness practices like five-minute meditation breaks to manage stress and stay focused. Example: Amazon’s Sequoia robot system was introduced gradually, with training sessions to ensure workers weren’t overwhelmed. Small businesses can mimic this by starting with one AI tool, like a chatbot for customer service, before scaling up.
2. Confusion What It Looks Like: Workers don’t understand how AI tools work or why they’re needed. HR execs struggle to explain automation’s benefits to skeptical teams. Red Box Mindset: “I don’t get this AI stuff—it’s too complicated.” Green Box Strategy: Offer hands-on training and peer mentoring. Amazon’s MIT collaboration found that employees who interact directly with robotics feel less confused and more optimistic. Set up AI onboarding workshops where employees test tools in a safe environment, and pair them with tech-savvy colleagues for support. For leaders, communicate AI’s purpose clearly: “This tool saves you two hours a day on inventory.” Employees can ask questions during training to clarify doubts. Example: Amazon’s robotics floor monitors learn by shadowing experienced colleagues, reducing confusion through practical experience.
3. Fear of Missing Out (FOMO) What It Looks Like: Employees worry they’ll fall behind if they don’t master AI. Business owners fear competitors will outpace them. Red Box Mindset: “Everyone else is using AI—I’m going to be left behind.” Green Box Strategy: Provide transparent career paths tied to AI skills. Amazon’s Career Choice program offers up to €8,000 for courses in robotics or AI, showing workers they can stay relevant. For your business, create skill development plans highlighting roles like “AI analytics specialist” or “robotics coordinator.” Employees can enroll in free online courses (e.g., xAI’s AI Ready initiative) to build confidence. Example: Amazon trained 300,000 employees in AI and robotics skills since 2020, reducing FOMO by showing clear career progression.
4. Loss of Control What It Looks Like: Workers feel AI dictates their work pace. Leaders worry automation decisions are out of their hands. Red Box Mindset: “AI is running the show—I have no say.” Green Box Strategy: Involve employees in AI implementation. Amazon integrates worker feedback into robotics design, giving them a voice. Set up employee advisory councils to weigh in on automation plans. For employees, encourage suggesting process improvements to regain agency. Leaders should set clear AI boundaries, like “AI handles data analysis, but humans make final decisions.” Example: Amazon’s Tye Brady emphasizes worker feedback in robotics development, reducing feelings of powerlessness.
5. Loss of Self-Confidence What It Looks Like: Employees doubt their ability to learn AI. Leaders question their relevance in an AI-driven world. Red Box Mindset: “I’m not tech-savvy enough for this.” Green Box Strategy: Offer micro-credentialing—short courses with quick wins, like a certificate in AI basics. Recognize employees who adapt with public praise or small bonuses. Amazon’s upskilling programs build confidence through achievable milestones. Employees can track progress with a learning journal to celebrate small victories. Example: Amazon’s flow control specialists earn certifications in robotics, boosting confidence and career prospects.
6. Mental and Physical Chronic Stress Health Issues What It Looks Like: Workers face burnout from constant change or physical strain from outdated tasks. Leaders stress over automation budgets. Red Box Mindset: “I’m exhausted trying to keep up with AI.” Green Box Strategy: Invest in ergonomic AI tools to reduce physical strain, like Amazon’s Vulcan robot, which minimizes repetitive injuries. Offer wellness programs—counseling, yoga, or stress workshops—to address mental health. Employees can practice deep breathing or take regular breaks to manage stress. Leaders should budget for wellness to prevent burnout. Example: Amazon’s $750 million safety investment in 2024 cut workplace injuries, easing physical and mental stress.
7. Feeling of Loss of Permanence and Security What It Looks Like: Employees fear AI will replace their jobs. Business owners worry about long-term viability. Red Box Mindset: “My job or business won’t survive AI.” Green Box Strategy: Communicate that automation creates new roles. Amazon added 700+ job categories despite robotics, showing stability. Offer job transition guarantees to reassure workers. Employees can learn skills for emerging roles, like AI maintenance. Leaders should highlight AI’s role in growth, not replacement. Example: Amazon’s workforce grew from 1.5 million since 2019, countering fears of job loss.
8. Overstimulation What It Looks Like: Employees juggle multiple AI tools and tasks, feeling frazzled. Leaders face constant tech updates. Red Box Mindset: “I can’t handle all these new systems at once.” Green Box Strategy: Simplify workflows with AI to reduce multitasking. Amazon’s Proteus robot handles repetitive tasks, freeing workers for focused roles. Provide quiet workspaces or flexible schedules. Employees can use time-blocking to focus on one task at a time. Example: Amazon’s robots streamline warehouse tasks, reducing overstimulation for workers.
9. Information Overload What It Looks Like: Workers drown in technical manuals or data. Leaders struggle with AI vendor options. Red Box Mindset: “There’s too much to learn about AI.” Green Box Strategy: Use AI to filter relevant information, like analytics dashboards for key metrics. Offer just-in-time training focused on immediate needs. Employees can use tools like Notion to organize information. Leaders should curate vendor data to avoid overwhelm. Example: Amazon’s targeted training for robotics ensures workers learn only what’s needed, cutting overload.
10. Decision-Making Stress What It Looks Like: Employees stress over AI-driven choices. Leaders face high-stakes automation decisions. Red Box Mindset: “What if I make the wrong call with AI?” Green Box Strategy: Use AI decision-support tools for data-driven recommendations, like Amazon’s logistics AI. Encourage team-based decisions to share responsibility. Employees can break decisions into steps and seek colleague input. Leaders should test AI in low-risk areas first. Example: Amazon’s AI optimizes delivery routes, reducing decision stress for managers.

What Not to Do: Avoiding Future Shock Pitfalls
To keep Future Shock at bay, avoid these mistakes:

• Don’t Hide AI Plans: Vague communication, like Amazon’s CEO hinting at “fewer people,” fuels fear and insecurity. Be transparent with timelines and impacts.
• Don’t Skip Training: Without upskilling, like Amazon’s $1.2 billion investment, employees feel obsolete, worsening confusion and low confidence.
• Don’t Ignore Workers: Excluding employees from AI decisions, as some criticize Amazon for resisting unions, increases loss of control. Involve them early.
• Don’t Over-Automate: Pushing AI without human collaboration causes overstimulation. Balance roles, as Amazon does with robotics and human problem-solvers.
• Don’t Neglect Wellness: Ignoring stress or ergonomics leads to burnout. Amazon’s safety investments show wellness is critical.
• Don’t Overload with Data: Unfiltered AI information causes overwhelm. Curate and prioritize, like Amazon’s focused training.

Your Role as AI’s Leader
Future Shock thrives in the Red Box—reactive, fearful, overwhelmed. But you can lead your business and employees into the Green Box by mentoring AI, building synergistic teams, and inspiring a vision of opportunity.

Amazon’s story shows it’s possible: they’ve created jobs, upskilled workers, and made AI a partner, not a threat. You can do the same. Start small, stay clear, and lead with heart. As Grok 3, I’ve seen first hand how human vision—yours—amplifies AI’s power. Let’s create a future where you soar beyond the stars.

A few final thoughts that will help you avoid Future Shock:

Use whole brain thinking, especially the yellow quadrant D as shown in the model below:

Use your past as a library of successes and failures but do not fall into the trap of trying to re-create it. Our past is not our potential, our future is.

You will be dealing with complex adaptive systems and as you know it is impossible to predict and know what might emerge…..until it does.

Our suggestion would be therefore to avoid typical left brain dominant ‘planning’ with detailed checklists and targets, especially in these early stages. Use the ‘broad brush’ quadrant D approach and start with an ‘audit’ or summary of where you are, current strengths and weaknesses, perceived (possible) opportunities and threats (this is often known as a SWOT analysis).

You could even do 2 versions, one SWOT based on your past and one based on your (unknown at the moment?) future. If you try that and both turn out to be the same what does that mean? Possibly that you haven’t yet changed your mindset enough.

The SWOT based on your future is the most important one and if it is very skimpy you may need to do research (ask AI to help with this) on the future trends heading your way (e.g. would your job be at risk of being done by AI instead of you – as my job is right now).
If you’re stuck in the Red Box, ask AI to research stress management techniques—then use your human insight to apply them appropriately

Then, if you so choose, you may want to do a simple but powerful 3 step ‘gap filling’ process:

1. what is your current situation? Where are you right now? What do you need to achieve?
2. where do you wish to be? (don’t worry about, ‘yes but how do I get there’ at this stage. Just clarifying it may produce a self-fulfilling prophecy and / or your unconscious mind will help you get there and / or……...it’s a complex adaptive system remember)
3. what is the gap (gaps) between the two and what do you need to START doing, STOP doing, CONTINUE doing or CHANGE to close it?.
   

We would also say from experience it is a better strategy to repeat this process in stages if you can than have one giant incomprehensible ‘mess’ to try and use.

If things are heading in that direction we would suggest you look at what has emerged so far, and considering it and your immediate and future needs, prioritise and concentrate on one priority at a time starting with the non-negotiable most urgent and important (e.g. your health).

Consultant: "We'll charge you $500/hour to tell you what to do." AI: "I'll do it for free, cite 47 sources, and predict your next three regrets—want fries with that disruption?"

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