Avish Parashar: Saying “Yes, And” to Change

In this episode, Eric talks with speaker, author, and improviser Avish Parashar about a deceptively simple idea that shapes how people respond to uncertainty, conflict, and change: the difference between “yes, but” and “yes, and.”

Drawing from decades of improv comedy and corporate leadership work, Avish argues that most organizations misunderstand resistance to change. Leaders often assume people are stubborn or hostile, when in reality many employees are overwhelmed, uncertain, or emotionally exhausted. The real challenge is not forcing acceptance. It is transforming hesitation and apathy into genuine engagement.

The conversation explores how language quietly shapes organizational culture. “Yes, but” narrows possibilities, reinforces defensiveness, and keeps people locked into existing assumptions. “Yes, and” creates space for curiosity, collaboration, and forward movement. The shift is not about blind agreement or toxic positivity. It is about responding to ideas with openness long enough to understand what people are actually trying to protect, solve, or accomplish.

Eric and Avish also discuss psychological safety, change fatigue, creativity under constraint, and why many organizations accidentally suppress the very thinking they claim to want. They explore how uncertainty can become a source of innovation rather than fear, why resistance often hides deeper concerns, and how leaders can create environments where people feel safe enough to contribute honestly.

At its core, this is a conversation about mindset. About the stories people tell themselves when circumstances change. And about the possibility that creativity, adaptability, and resilience are often less about talent than about learning how to respond differently to uncertainty.

Topics Covered

• The difference between “yes, but” and “yes, and”
• Why organizations often misunderstand resistance to change
• The role of uncertainty and loss aversion in human behavior
• How improv comedy became a framework for leadership and communication
• Why many employees are not resistant, but apathetic or exhausted
• The psychology behind change hesitation and burnout
• How language shapes culture and collaboration
• Why psychological safety matters during organizational change
• The connection between creativity and uncertainty
• How constraints can increase innovation
• Why leaders should listen before persuading
• The dangers of shutting down ideas too early
• How to encourage more honest participation in teams
• The relationship between creativity, experimentation, and growth
• Why “yes, and” is a mindset rather than a literal phrase
• How organizations can move from change acceptance to change excitement

Episode Links

• Check out Avish’s book: Visit avishparashar.com
• Visit Avish’s website: Visit avishparashar.com

For more episodes: Browse all episodes

Questions or guest ideas: eric@inboundandagile.com

Key takeaways

• “Yes, and” is not blind agreement; it is a discipline of staying open long enough to understand an idea, concern, or possibility.
• Resistance to change often reflects fatigue, uncertainty, or something a person is trying to protect—not simple stubbornness.
• Psychological safety and well-framed constraints can turn hesitation into participation and unlock better creative work.

Questions this conversation answers

• What is the practical difference between “yes, but” and “yes, and” at work?
• How can leaders distinguish resistance from change fatigue?
• Why does psychological safety matter during uncertainty?
• How can constraints help rather than suppress creativity?

Continue listening

If this conversation was useful, continue with Lindsay McGregor: Blame the System, Not the Person.

Questions or guest ideas? Contact Eric.