When change comes knocking, what do you do? Dig your heels in and hope it goes away or adapt and embrace it?Law and insurance are industries built on centuries of experience. We have traditions, processes, terminology that requires its own dictionary, and some of the worst claims systems ever created. But change isn’t coming. It’s here. And it isn’t waiting for anyone to feel comfortable with it. Look at Lloyd’s. An institution founded in 1688 is now having to rethink how the London market operates, modernise its infrastructure and adapt its approach to technology and data. Finally! And interestingly (ish) this year, Lloyd’s decided to move away from the original vision of Blueprint Two because the technology, market and expectations had evolved since the programme began. Which, in itself, is a pretty good lesson in change. Or really slow implementation?! So, why do we find change so difficult? Maybe it’s not change that worries us. Maybe it’s what change represents. Our brains are brilliant little threat-detection systems. Constantly trying to work out what’s safe, what’s familiar and what might require our attention. There’s a reason we gravitate towards the familiar. Predictability gives us a sense of safety and control. It’s self-preservation wearing a very sensible-looking suit. And then there’s the Law of Diffusion of Innovations: the idea that people don't all adopt something new at the same time. There are the innovators, the early adopters, the majority who would quite like to see someone else try it first, and finally, the laggards. Those who are perfectly happy with the old system until, eventually, the old system disappears and they have absolutely no choice. We need all of them. Being cautious isn't a bad thing. Experience, scrutiny and healthy scepticism are incredibly valuable, particularly in industries where decisions can have serious consequences. The problem comes when you can’t separate wisdom from habit. All high-performing professions need experience, judgement, relationships and institutional knowledge. None of that should be thrown away in the name of progress. But there should be a distinction between doing something because it works and doing it because it’s always been done that way. Are you protecting something valuable or are you protecting yourself from feeling uncomfortable? You don't have to love change. You don't have to be the first person to adopt every new idea. You don't even have to agree with every change. But you do need to be able to recognise the difference between “this isn't right” and “this isn't comfortable.” The first is judgement. The second is fear. And sometimes, the thing we're calling resistance is simply our brain doing exactly what it was designed to do; keep us safe. But, feeling safe isn’t the same as being right. In an industry that’s changing whether we like it or not, perhaps the real competitive advantage is being the person who can adapt when it arrives. Change is inevitable. Staying exactly the same is a choice. You’re doing great! Michelle
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