Generative AI has rapidly entered our lives, causing anxiety and uncertainty. Many people are wary of considering or using it without understanding the legal and ethical implications. Leaders often focus on integrating technology rather than preparing themselves and their employees for the long-term changes ahead. Dorothia Sarai The introduction of AI should be managed as a cultural transition that involves changes in mindset, behavior, and norms, the authors write.
Even though 70% of global CEOs are investing heavily in generative artificial intelligence (GenAI) by 2023, most companies are hesitant to integrate new technologies into their daily operations. Our fear of the unknown and tendency to resist change may explain this. The human brain triggers a flight or fight response to even the most favorable change, so it's no wonder that when we think about AI, the vast majority of us worry about losing our jobs (77 percent) or critical skills (73 percent).
The speed with which GenAI has exploded into our lives is causing anxiety and uncertainty. Employees are being cautious in exploring GenAI tools or are using them without understanding the potential legal and ethical implications and risks. For business leaders, the idea that AI-driven solutions will soon transform the future of decision-making, skills, and accelerate operational efficiency is both exciting and daunting. As we navigate the transition to a new era where AI may surpass humans, leaders tend to focus on how to integrate the technology rather than addressing how to prepare themselves and their employees for this disruptive long-term change.
How to lead the change to enable AI
Leaders must manage AI adoption as a cultural shift. In doing so, a shift in mindset, behavior and norms will be an integral part of the strategy. Rather than integrating technology, the most pressing challenge for executives is to create a new culture where people can experiment, provide feedback, and engage in continuous learning. Companies need to view the current period as a dynamic, long-term transformation – a paradigm shift that will impact not only technology, skills and the organization of work, but also the context in which businesses operate. Organizations that address this shift by focusing on their people will outperform those that invest heavily in technology.
As technology increasingly replaces repetitive, mundane tasks, creativity, collaboration, and human-centered leadership roles will become invaluable. In the future, workers in specialized jobs will rely on skills that cannot be effectively replaced by machines. Leaders need to act decisively, but their own digital insecurities and lack of understanding may prevent them from doing so. Many organizations ban the use of GenAI tools or treat them as taboo by not discussing them internally. Regardless of whether an organization decides to integrate AI into its processes, employees will continue to use it both inside and outside of the workplace. By openly discussing which platforms employees can experiment with AI safely and ethically, leaders can create an environment of psychological safety, where sharing ideas and mistakes is valued and expected. It will be.
Professional change management can help organizations navigate this transformation more smoothly and provide efficient strategies for successful implementation.
It helps with:
- management People's Potential resistance To change.
- convey enthusiasm Support the culture change by developing tech-savvy employees into AI advocates.
- Identify and implement the most efficient methods Collaboration between humans and technology In organizational processes.
- redesign how work Organized and controlled.
Investing in a training program that develops your employees' critical thinking skills, change management expertise, creativity, emotional intelligence, political and negotiation skills has more long-term benefits than purchasing the latest version of ChatGPT. brings.
What can leaders do to address the transition to AI?
- Raise awareness and recognize that this is a transitional period and no one knows if it will ever end.. Identifying and insisting that what we are experiencing is not “business as usual” but the beginning of a long-term “transition” period will help both engaged and concerned employees. It helps to calm down and make implementation planned and measurable.
- Create a communityAcknowledging that we are all “in the same boat”, that we are all “trying to figure things out”, that no one is “left behind” or that we “know everything”, will help people will contribute to creating a culture of open communication about concerns and will pave the way for effectively managing future resistance. A supportive environment accelerates the sharing of ideas and best practices.
- Invest in secure technology solutionsIt allows you to experiment and learn without putting your data, cyber attacks or intellectual property at risk. Consider subscription-based or bespoke solutions that support business functions or make people's work lives easier.
- Prioritize staff training To facilitate understanding. Most people don't know much about artificial intelligence, so train them how to use and think about it. Move forward by embracing a culture of learning, reflecting on your weaknesses, and being open about experimentation and failure. Sharing brings you closer to those who lead change, and training creates opportunities for innovation.
- Enabling early adopters and local champions We provide resources and support without the need for complicated steps.
- Celebrate diversity of thought, share best practices and empower people to work in diverse, collaborative teams. Encourage inclusion, not competition.
- Promote women to lead AI transformation projects. The AI field is rapidly losing diversity and inclusion due to intense competition that is more suited to men than women. Women leaders are known to excel in empathy, transparency, and open communication skills, which are prerequisites for successful AI implementation. Give them strength.
Leaders who find ways to approach this transformation by focusing on their own personal development and their employees' personal change journeys will be more successful than those who invest the most in technology. Now is the time to experiment to ensure the success of his AI transformation in the future.
- This blog post first appeared on the LSE Management Department blog.
- post represents the views of the authors and does not represent the position of LSE Business Review or the London School of Economics and Political Science.
- Featured image provided by Shutterstock
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