Latest / The Human Factor: Exploring the Intersection of Humanity, Technology, and Transformation / Episode 020 | Season 2: The Broken Contract

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Episode 020 | Season 2: The Broken Contract · The Human Factor: Exploring the Intersection of Humanity, Technology, and Transformation

0:05
A senior director told me a story that I think captures
0:08
something most leaders never think about.
0:13
She had been with the organization for 14 years.
0:18
She had turned down to external offers because she believed in
0:23
the organization's culture and while she trusted the directory,
0:28
her career was on. Then a restructuring was
0:31
announced. Her role wasn't eliminated, it
0:36
was redefined. Her title changed.
0:40
Her reporting structure changed. Half the team that she had built
0:44
over a decade was reassigned to someone else.
0:48
No one asked for her input. She found out in an organization
0:54
wide e-mail. When I asked her how she felt,
0:59
she didn't say frustrated. She didn't say that she was
1:03
angry. She said I'm betrayed.
1:08
She said I gave them 14 years, I turned down other opportunities
1:16
and well, they couldn't even tell me to my face.
1:21
Here's the thing. The organization hadn't broken
1:24
any legal agreement. Her employment contract remained
1:29
intact, her compensation unchanged.
1:33
On paper, well, everything was fine.
1:36
But something far more important than paper had been devastated.
1:42
By the end of this episode, you're going to understand
1:45
exactly what that was and why it may be one of the most
1:50
overlooked reasons that your best people are quietly
1:55
disengaging right now. I'm Kevin Novak, CEO of 2040,
2:00
digital professor at the University of Maryland, and
2:04
author of the book The Truth about Transformation, Leading in
2:09
the Age of AI, Uncertainty and Human Complexity, along with the
2:13
Ideas and Innovations Weekly newsletter.
2:16
Welcome to the Human Factor Podcast, the show that explores
2:20
the intersection of humanity, technology, and transformation,
2:25
along with the psychology behind transformation success.
2:30
This is season 2 and this is the 7th episode of the season.
2:35
If you've been following the season, we've been building a
2:38
diagnostic framework for understanding why transformation
2:42
fails at the very human level. Episode 1 explored identity
2:48
crisis. Episode 2 examined emotional
2:52
contagion, Episode 3 unpacked the structural traps of middle
2:56
management. Episode 4 looked at the
3:00
algorithmic mirrors, Episode 5 with my buddy Jim Elliott
3:05
examined the organization's immune system.
3:08
And last episode, Episode 6, we explored structural silence, the
3:14
system that trains people not to speak.
3:18
Today, we're going deeper than any of those episodes went.
3:23
We're exploring the psychological contract, the
3:25
unwritten, unspoken set of mutual expectations between an
3:30
employee and their organization. This is the invisible agreement
3:36
that governs how people actually experience their working lives.
3:41
And when transformation finally set, the damage goes far beyond
3:47
resistance. It feels like betrayal.
3:52
I wrote about a related dimension of this in my Ideas
3:55
and Innovations newsletter issue on a Loyalty trap, When
3:59
Commitment Becomes a cage. I explored how organizations
4:04
often mistake loyalty driven hesitation for resistance during
4:08
transformation. So today's episode takes that
4:12
concept deeper. We're going to examine the
4:15
underlying contract that makes loyalty feel like a trap in the
4:20
first place. Think about your own career for
4:23
a moment. Think about the expectations you
4:27
carry into your job every day that no one ever wrote down.
4:33
Expectations about how decisions get made, how your contributions
4:37
are valued, what loyalty earns you, how much autonomy you have,
4:42
and what your future looks like. Now think about what happens
4:47
when an organization violates those expectations without ever
4:52
acknowledging that they even existed.
4:55
The research on this is both fascinating and very sobering.
5:00
Dennis Rousseau at Carnegie Mellon University, who's widely
5:03
considered the foundational scholar on psychological
5:06
contracts, demonstrated that these unwritten agreements are
5:10
more powerful predictors of employee behavior than formal
5:14
employment terms. When the psychological contract
5:18
is honored, people go above and beyond.
5:22
When it's violated, they don't just disengage, they recalibrate
5:29
every assumption that they hold about the organization.
5:34
And, well, they do it quietly, which is why most leaders never
5:39
see it coming. That quiet recalibration is what
5:44
we're unpacking today. And I want you to hold on to
5:48
something as we go through this. Every person on your team right
5:52
now is operating under a contract that nobody signed,
5:56
nobody negotiated, and nobody can point to on paper.
6:01
The question is then whether your transformation is standard
6:05
or completely destroy it. Let me ground this in some
6:08
research, because psychological contracts are not just a
6:12
metaphor. They are one of the most
6:15
extensively studied concepts in organizational psychology, and
6:20
the implications for transformation are profound.
6:24
Dennis Rousseau's foundational work, beginning in the late
6:27
1980s and continuing to her most recent publications, established
6:33
that every employment relationship contains an
6:36
implicit set of mutual obligations that exist alongside
6:41
the formal employment agreement. The employee develops beliefs
6:45
about what the organization owes them, fair treatment,
6:49
opportunities for growth, job security, recognition and
6:54
autonomy, and the organization well.
6:58
It develops expectations about what the employee owes in
7:02
return, effort, loyalty, flexibility, and commitment.
7:09
What makes psychological contracts uniquely powerful is
7:14
that they are individually constructed. 2 people in the
7:18
same role with the same manager can hold very different
7:22
psychological contracts based on their experiences, their
7:25
conversations with leadership, the promises that they believed
7:30
were made during hiring, and the pattern that they observe over
7:34
time. This means that a single
7:37
organizational action, like a restructuring that I mentioned
7:40
earlier or a new technology deployment, can simultaneously
7:45
honor one person psychological contract and completely violate
7:49
another's. Rousseau identified 2 primary
7:53
types of psychological contracts.
7:56
Transactional contracts are those that are very
7:58
straightforward. I provide my time and skills,
8:02
you provide compensation, and you define working conditions.
8:07
These contracts are very narrow, they're very specific, and while
8:12
they're relatively easy to manage because both sides
8:15
understand the terms, relational contracts are where
8:19
transformation gets really dangerous.
8:23
These are the broader, more emotionally grounded
8:26
expectations about belonging, loyalty, career progression,
8:31
identity, and mutual investment. A relational contract might
8:36
include beliefs like if I give this organization my best years,
8:41
they'll invest in my development.
8:44
If I'm loyal during difficult times, that loyalty will be
8:49
recognized and reciprocated. If I've built something valuable
8:53
here, I will have a voice in decisions about its future.
8:59
Well, none of these expectations are written in any offer letter,
9:04
but they are as real to the person holding them as any legal
9:09
document. Here's the critical insight from
9:12
Rousseau's research that connects directly to our Season
9:16
2 framework so far. When a transactional contract is
9:19
violated, people feel shortchanged.
9:23
When a relational contract is violated, people feel betrayed.
9:28
And betrayal, well, it triggers A fundamentally different
9:32
psychological response than disappointment.
9:36
Betrayal activates the identity protection mechanism that we
9:40
discussed in Episode 1. It spreads through emotional
9:43
contagion that we explored in Episode 2.
9:47
It's amplified by the structural dynamics of Episode 3.
9:51
And, well, it feeds directly into the organizational immune
9:55
system of Episode 5. Well, because perceived betrayal
10:00
becomes one of the most powerful cultural antibodies an
10:04
organization can produce. Sandra Robinson and Elizabeth
10:10
Morrison's research extended Rousseau's work by examining
10:14
what happens after a perceived contract is violated.
10:19
Once the psychological contract was perceived as broken,
10:22
employees began viewing routine decisions through a lens of
10:26
suspicion. A restructuring that might have
10:29
been seen as strategic became evidence of bad faith.
10:34
A new initiative that might have generated enthusiasm became
10:39
another potential betrayal. I'm going to pause on that for a
10:43
moment because it's important. Psychological contract violation
10:48
doesn't just damage the present, it contaminates the future.
10:54
Every organizational action that follows gets filtered through
10:59
the experience of betrayal. This is why some organizations
11:05
find that resistance seems to compound over time rather than
11:10
diminish. It's not that people are
11:13
becoming more resistant, it's that each success of change is
11:17
being evaluated against an increasingly damaged
11:21
psychological contract. Now let me connect this directly
11:25
to what happens during organizational transformation,
11:29
because most leaders have no idea how many psychological
11:33
contracts that they're violating simultaneously.
11:36
The first and the most common violation is the autonomy
11:40
bridge. It's when organizations
11:42
implement new systems, new workflows, or new decision
11:45
making structures, they often reduce the autonomy that
11:49
employees have accumulated over years.
11:53
Senior manager who used to make budget decisions now needs to
11:57
route everything through a new approval system.
12:01
A-Team lead who had flexibility in how they organized their work
12:05
is now required to follow a standardized process.
12:09
The formal rationale is consistent and and and
12:12
efficient. The psychological experience
12:15
well is that the organization just told you it doesn't trust
12:19
your judgement anymore. Exploder related dynamic and my
12:24
newsletter is she wants survival mode leadership, the hidden cost
12:28
of managing by fear. When leaders create environments
12:31
where autonomy is stripped away, even with what are seemingly
12:36
good intentions, the psychological message that
12:39
people receive is that they aren't trusted and and trust,
12:43
once damaged, becomes the lens through which everything else is
12:48
interpreted. The second violation is the
12:51
career trajectory bridge. When transformation restructures
12:55
roles, flattens hierarchies, or introduces new skill
12:59
requirements, it can destroy the career path that someone
13:03
believed they were on. Here's what leaders miss.
13:08
The person doesn't just lose a future role, they lose the
13:12
narrative that they've been telling themselves about why
13:15
their investment in this organization was worthwhile.
13:20
I wrote about this in my newsletter on the human factor
13:23
behind employee retention. I explored how job embeddedness,
13:28
the links, the fit, and the sacrifice the key people
13:32
committed and how that can unravel when the organization
13:37
changes the terms that made those sacrifices feel
13:40
worthwhile. The third violation is the
13:44
recognition breach. This is 1 subtle but incredibly
13:48
devastating 1 Organizations in the middle of transformation
13:53
often shift their attention, the resources and the recognition
13:57
towards new capabilities, new hires, and new ways of working.
14:01
The people who built the organization to its current
14:04
state, the ones whose institutional knowledge may
14:08
transformation even possible, can suddenly feel invisible.
14:13
Their expertise is reframed as legacy thinking.
14:17
Their experience becomes a liability rather than an asset
14:21
to the organization. The psychological contract that
14:25
said your contributions matter and will be recognized gets
14:30
replaced with an unspoken message that says what God is
14:34
here won't get us there, and that includes you.
14:38
This connects directly to the identity crisis we explored in
14:41
Episode 1. When recognition shifts away
14:45
from what you've contributed to you, what you need to become.
14:50
It doesn't just change your job, it threatens your professional
14:55
identity. And as we discussed in that
14:57
episode, identity protection is one of the most powerful drivers
15:02
of human behavior. The 4th violation is the voice
15:07
bridge, and this connects directly to Episode 6 on
15:11
structural silence. When transformation decisions
15:14
are made without input from the people most affected, the
15:19
psychological contract around having a voice in decisions that
15:22
affects your work gets violated. People don't expect to make
15:27
every decision, but they do expect to be consulted on
15:31
decisions that fundamentally change how they work, who they
15:35
work with, and what their future looks like.
15:39
When that consultation doesn't happen, even when time pressures
15:44
seem to make it impractical, the message received is very clear.
15:49
Your perspective doesn't matter. The 5th violation is what I call
15:55
the loyalty reciprocity breach. This is perhaps the deepest
16:00
contract violation and the one that causes the most lasting
16:04
damage. It occurs when employees who
16:07
have demonstrated sustained loyalty, who have stayed through
16:10
difficult periods, who have sacrificed personal
16:14
opportunities for the organization's benefit, discover
16:18
that their loyalty is not reciprocated.
16:22
The restructuring that eliminates their team without
16:24
consultation. The reorganization that promotes
16:28
externally hired leaders over internal candidates who have
16:31
earned their place. The transformation initiative
16:34
that treats 15 years of institutional knowledge as an
16:38
obstacle rather than an asset. Well, I explored this directly
16:43
on my newsletter on the Loyalty Trap.
16:45
When commitment becomes a cage. Loyal employees don't resist
16:51
change because they're rigid. They resist because
16:54
transformation often violates the very contract that made them
16:58
loyal in the first place. And treating that resistance as
17:02
a problem to be overcome rather than a signal to be understood
17:06
is how organizations lose the people they can afford to lose
17:10
the least. Think here about your own
17:13
organization right now. How many of these five
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violations is your current change of transformation
17:20
trigger? Here's the harder question for
17:24
you. Would you even know?
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Here's what makes psychological contract violations still very
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dangerous for transformation. It doesn't stay contained. 1
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Perceived violation cascades through every dimension of the
17:40
employees relationships with the organization.
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Neil Conway and Rob Reiner conducted extensive meta
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analysis on psychological contract breach.
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What they found was that the consequences extend far beyond
17:55
the individual. When employees perceive that
17:58
their psychological contract has been violated, they don't just
18:02
reduce their own engagement, they communicate that violation
18:06
to their peers. They share stories.
18:09
They warn new employees. They create the cultural
18:14
narratives that become the immune system's antibodies from
18:17
episode 5 along with the structural silence of episode 6.
18:23
Remember the compliance director from last episode?
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She stayed silent about data vulnerability for four months.
18:32
Imagine that same scenario, but now add the context that she had
18:37
recently experienced A psychological contract
18:40
violation. Perhaps she had been passed over
18:44
promotion that she believed was implicitly promised.
18:49
Perhaps her team had been restructured without her input.
18:54
Suddenly, her calculation about whether to speak up isn't just
18:58
about organizational safety. It's now colored by a sense that
19:04
the organization has already broken faith with her.
19:08
So why take the personal risk of raising a concern for an
19:13
organization that doesn't honor its commitments to you?
19:18
This is how psychological contract violation feeds
19:22
directly in the structural silence.
19:25
When people feel betrayed, the threshold for speaking up rises
19:30
dramatically. The emotional energy required to
19:34
advocate for an organization that has violated your trust is
19:38
simply more than most people are willing to invest.
19:42
Daniel Kenman's loss aversion research, which I referenced in
19:46
episode 6, is particularly relevant here.
19:49
People experience the psychological pain of contract
19:52
violation approximately twice as intensely as the experience
19:57
equivalent gains. A broken promise of a career
20:00
advancement hurts more than a surprise promotion feels good.
20:06
A violation of trust damages more.
20:10
Than an act of trust building repairs.
20:13
This asymmetry means that organizations need to make
20:17
multiple positive deposits in the psychological contract for
20:21
every single withdrawal. Then, during transformation,
20:25
when withdraws are happening rapidly and often invisibly, the
20:29
account can go bankrupt before even leadership recognizes the
20:33
terms of deficit. There's also a temporal
20:36
dimension that most leaders completely underestimate.
20:40
The relationship between psychological contract violation
20:43
and trust is not linear. It follows what I described in
20:47
my newsletter on the relationship decay rate as an
20:51
exponential pattern. Once trust begins to erode, the
20:55
decay accelerates. A small violation that may have
20:59
been absorbed in a high trust environment becomes amplified in
21:03
an environment where trust is already declining.
21:06
This creates A compounding effect where successive
21:09
transformation action causes disproportionately more damage
21:15
than the last. I see this pattern far too much
21:19
in the organization's I work with the 2040 digital By the
21:22
time leadership recognizes that something's wrong, they're not
21:26
dealing with one broken contract.
21:29
They're dealing with dozens of interconnected violations that
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have been compounding for months.
21:35
And their standard response? A town hall meeting, a
21:38
leadership message about the vision, a new engagement survey?
21:42
Well, it does nothing to address the underlying contract damage.
21:47
In many cases, it makes it worse because employees interpret
21:53
these gestures through the same lens of distrust.
21:57
So let me ask you this directly. If you're leading a
22:01
transformation right now, when was the last time you asked your
22:06
team not what they think about the changes, but what they
22:10
expected this organization to be for them?
22:13
And well, whether those expectations are still being
22:17
met? Here's the good news, and I want
22:20
to be clear that there is good news in this.
22:23
Unlike a broken legal contract, a psychological contract can be
22:28
repaired. It can even be renegotiated, but
22:31
only if leaders are willing to do something that most find very
22:36
deeply uncomfortable. They have to acknowledge that
22:40
the contract exists and that the organization may have violated
22:46
it. This is where the concept of
22:48
psychological contract breach versus violation, becomes
22:53
important. Here, Rousseau's research
22:55
distinguishes between both. A breach, well, it's the
22:59
cognitive recognition that a promise or expectation has not
23:03
been fulfilled. A violation is the emotional
23:08
response to that recognition, the feelings of betrayal, of
23:13
anger, and the resulting damage. Trust.
23:17
You can have a breach without a violation if the organization
23:21
acknowledges the breach and provides A credible explanation,
23:26
but you cannot have a violation without lasting damage to the
23:30
relationship. What this means in practice is
23:33
that the single most powerful thing a leader can do during
23:37
transformation is to name the contract before breaking it.
23:43
If a restructuring is going to eliminate rules, change the
23:46
reporting structures, or redefine career paths, the
23:51
leader who says, I know many of you came to this organization
23:54
with certain expectations about your career trajectory, and this
23:59
change may disrupt those expectations.
24:03
I want to acknowledge that directly, and I want to work
24:07
with you to build a new path. While saying that is doing
24:12
something fundamentally different from the leader who
24:14
simply announces the change and expects people to adapt.
24:20
The first approach here treats the psychological contract as
24:24
real and very much worthy of respect.
24:27
The second approach pretends it doesn't even exist, which is
24:32
experienced as double violation. First the broken promise, then
24:37
the denial that a promise was ever made.
24:41
I wrote about a similar dynamic in my newsletter on the meeting.
24:44
After the meeting, I explored how strategies and plans lose
24:48
support not because of what's said in the official meeting,
24:52
but because of the conversations that happened afterwards.
24:56
Psychological contract violations?
24:58
Won't they work the same way? The official communication
25:02
announces the change. The meeting after the meeting is
25:06
where people process what that change means for the implicit
25:10
promises they believed were actually in place.
25:15
There are several practical approaches leaders can take
25:17
here. First, conduct a contract audit
25:20
before launching transformation. This doesn't need to be formal
25:24
or named as such. It just means having honest
25:27
conversations with your teams about what they value most about
25:31
working in this organization, what they believe they were
25:34
promised implicitly and explicitly, and what would feel
25:39
to them like a betrayal. These conversations are going to
25:44
be uncomfortable. They are also going to be the
25:46
most valuable intelligence that you can gather as a leader.
25:50
Second, distinguish between contracts that must be broken
25:55
and contracts that can remain being honored.
25:58
Not every psychological contract is able to survive
26:02
transformation. The leaders who thoughtfully
26:05
separate the contracts that they must violate from those that
26:08
they can preserve and then communicate clearly about bulbs
26:13
dramatically reduce the collateral damage.
26:17
If the career paths are changing but the organization's
26:20
commitment to development isn't, say that explicitly and then
26:25
back it up with some action. If the reporting structures are
26:29
shifting but the value placed on institutional knowledge isn't,
26:34
demonstrate that through how decisions are made.
26:38
Third, createspace for what I call legitimate grieving.
26:42
I referenced this in the concept in my newsletter on the loyalty
26:45
Trap. I argued that loyal employees
26:49
need permission to grieve what's being lost before they can
26:52
commit to what's being built. This applies directly to the
26:56
psychological contract violation.
26:59
When a contract is broken, even necessarily, there's going to be
27:04
a loss. The person who expected a
27:06
certain career path has lost that future.
27:10
The team that operated with a certain level autonomy has lost
27:13
their freedom. Denying the laws or rushing past
27:17
it doesn't make it go away. It drives it underground, where
27:21
are compounds and becomes part of the structural silence that
27:25
we discussed last episode. Fourth, rebuild the contract
27:30
explicitly after transformation disrupts the old psychological
27:35
contract. Leadership must actively
27:38
construct a new one. This means being explicit about
27:42
what the organization commits to going forward, not in vague
27:46
aspirational terms, but in specific, observable behaviors.
27:50
We commit to consulting affected teams before making structural
27:54
changes. We commit to internal first
27:57
advancement for leadership roles.
28:00
We commit to recognizing institutional knowledge as a
28:04
strategic value. These aren't just communication
28:08
strategies, they are the terms of a new psychological contract,
28:12
and they only work if the organization honors them
28:15
consistently over time. 5th, measure contract health rather
28:20
than just engagement. Most engagement surveys measure
28:24
surface level satisfaction. They don't capture the state of
28:28
psychological contract. Ask questions then to probe the
28:32
implicit promises. Do you believe this organization
28:36
values your long term contributions?
28:38
Do you feel your career expectations are being honored?
28:42
Do you trust that your loyalty will be reciprocated?
28:46
These questions reveal contract Hells in ways that standard
28:50
engagement metrics never will. Let me now connect the
28:53
psychological contract back to our full Season 2 framework
28:57
because this concept is in many ways the invisible engine that
29:01
powers everything that we've explored.
29:04
The identity crisis from episode 1 is fundamentally A
29:07
psychological contract violation.
29:10
When transformation threatens your professional identity, it's
29:13
because the implicit contract said your expertise is valued
29:19
here, has been violated. Emotional contagion from episode
29:23
2 is the transmission mechanism for contract violation.
29:28
When one person's sense of betrayal spreads to their peers,
29:33
what's actually spreading is the recognition that the
29:35
organization's implicit promises can't be trusted.
29:40
The structural traps for an episode 3 are intensified by
29:43
contract violation because middle managers whose own
29:47
contracts have been breached are in no position to absorb the
29:50
contract violations of the people that they lead.
29:54
Algorithm mirrors from episode 4 can expose contract violations
29:58
by making visible the gaps between what organizations say
30:03
they value and how they actually allocate resources and
30:07
recognition. The organization's immune system
30:11
from episode 5 is activated by contract violation.
30:16
The cultural antibodies that attack transformation, the
30:19
narrative neutralization, the procedural adoption, the
30:22
champion isolation, all of these are intensified when people feel
30:26
the organization has broken faith and well structured
30:31
silence from episode 6 is, at its core, a response to
30:36
accumulated contract violations. People stop speaking up because
30:41
the implicit contract that said your voice matters has been
30:45
violated far too many times. The psychological contract is
30:50
the thread that runs through every episode.
30:53
It's the underlying agreement that, when honored, makes
30:56
transformation possible, and when it's violated, it generates
31:01
the identity crisis, the emotional contagion, the
31:04
structured rigidity, the algorithmic blind spots, the
31:08
immune responses and silence that collectively kills
31:13
organizational change. As I wrote about in my
31:16
newsletter on the case for Strategic Patience, leaders earn
31:20
credibility by demonstrating sound judgment through
31:24
consistent execution. Teams that have seen commitments
31:28
honored and plans delivered are capable of engaging
31:32
constructively with larger ambitions.
31:36
That's the psychological contract in action.
31:39
When it's intact, people will follow you through uncertainty.
31:43
When it's broken, no amount of vision or strategy is going to
31:47
overcome the damage. I want to leave you with
31:50
something to sit with right now. At this moment, every person in
31:54
your organization is carrying an invisible contract.
31:58
They believe they know what the organization owes them and what
32:02
they owe in return. That contract shapes every
32:05
decision that they make, from how much discretionary effort
32:08
they invest, to whether they speak up in meeting, to whether
32:12
they stay or start quietly looking elsewhere.
32:16
Your Transformation Initiative just wrote a new chapter in that
32:19
contract. The question is whether it was a
32:22
chapter about trust or a chapter about betrayal.
32:26
And the answer has nothing to do with your business case, your
32:31
technology platform, or your project plan.
32:34
It has everything to do with whether the people being asked
32:38
to change believe the organization still honors the
32:42
promises it need when it asked for their commitment.
32:46
Here's the truth most leaders don't want to hear The
32:50
psychological contract is always being written.
32:54
Every decision, every communication, every
32:58
restructuring, every moment of recognition of its absence adds
33:03
terms to the psychological agreement.
33:07
You don't get to decide whether the psychological contract
33:10
exists. You only get to decide whether
33:14
you're writing it intentionally or accidentally.
33:18
And the organizations that lose their best people are almost
33:21
always the ones writing it by accident.
33:24
Silence here is not the problem, it is the signal.
33:28
I said that last episode today I'm going to add this.
33:33
When your best people go silent, they're not disengaging from
33:36
work, they're disengaging from the contract.
33:41
And by the time you notice, well, the terms of already being
33:45
rewritten in ways that no town hall or engagement survey can
33:51
undo. If you found today's episode
33:54
valuable, subscribe to the Human Factor Podcast.
33:57
Wherever you watch or listen to podcasts, Leave a rating and a
34:02
comment. Share this episode with your
34:05
leadership team. Because understanding the
34:07
psychological contract is understanding the difference
34:11
between transformation that sticks and transformation that
34:14
silently collapses from within. For weekly insights about
34:19
transformation psychology, organizational behavior, and the
34:23
human factors that determine transformation success,
34:26
subscribe to my Ideas and Innovations newsletter on 2040
34:30
Digital's website or on substance@2040.substack.com.
34:35
Several of the newsletter issues that are referenced today go
34:38
deeper into the concepts that we cover, including the loyalty
34:42
trap, the relationship decay rate, the Meeting after the
34:46
meeting, and survival mode leadership.
34:49
Those are all available in the newsletter archive.
34:52
Connect with me on LinkedIn as well.
34:55
I post regularly about the psychology of transformation and
34:58
I would love to hear from listeners about their own
35:00
experience with psychological contract violations in their
35:04
organizations. What implicit promises has your
35:08
organization made and broken? That's a conversation worth
35:13
having. Special note here, we'll be on a
35:16
mid season break, returning the third week of April.
35:19
When we return, we have a series of great guests over 6 episodes
35:23
bringing substantive conversations with me with the
35:26
goal of bringing you field tested practical strategies and
35:30
tactics that they have used in navigating the human factor.
35:34
It's going to be an exciting six weeks.
35:37
This is the Human Factor podcast.
35:39
I'm Kevin Novak. Thanks for watching or
35:42
listening.