Artificial Intelligence (AI) is no longer a technology of the future, but a reality of the present. Yet, many organisations are encountering resistance and fears from staff about implementing AI. How can these barriers be overcome and AI used to increase efficiency?
An article by Boróka Erdélyi and Ádám Balog, organisational development consultants at Flow Consulting.
Resistance to AI can take many forms, from distrust of technological innovation, to fear of losing job security, to the stress of change. To identify and understand the sources of resistance, it is necessary to understand the psychological and cultural factors that influence attitudes towards AI, and then to apply specific techniques to overcome resistance.
Fears and scepticism are not new – as AI has evolved over the past decades, it has raised new ethical questions. The use of AI can have serious social and economic implications, which is why understanding the ethical aspects is essential to a responsible and considered approach to the use of the technology.
Practical applications, opportunities and benefits of AI
Artificial intelligence can be used effectively in many everyday workflows, whether it’s data management, customer service or even optimising production processes. A series of concrete examples and case studies illustrate that AI is not just an abstract concept, but a tangible tool to increase efficiency and drive innovation.
Harnessing the potential of AI can provide organisations with a fundamental competitive advantage. It can help companies to make faster and more accurate decisions, provide personalised services to their customers and penetrate new markets. By integrating AI into organisational strategy, employees can be encouraged to adopt a positive attitude towards technological innovation.
Organisational development, learning and change management
However, AI is not only a means to increase efficiency, it can also be a driver for organisational development. AI-based systems enable the continuous training and development of staff, using state-of-the-art technology. Participants will learn how AI can be used to support internal communication and teamwork, and how the technology can be used to improve organisational efficiency and innovation.
The introduction of AI can bring major changes to organisations and it is important that these changes are managed appropriately.
Here are some aspects to consider when integrating AI:
- Organisational culture and change management: the introduction of AI may create new work processes and roles, which will require changes in organisational culture. It is important that management supports these changes and helps employees adapt through appropriate communication and training programmes.
- Training and development: before and during the introduction of AI, it is important to train employees appropriately. This can include learning how to use new technologies and training employees to work with AI. Learning new skills will increase worker productivity and reduce resistance.
- Technology, infrastructure: this includes software, hardware, data management systems and security solutions. Without infrastructure development, AI cannot achieve the desired efficiency.
- Ethical and legal issues: the use of AI raises a number of ethical and legal issues, such as privacy, transparency and decision-making. Organisations need to ensure that their AI systems comply with relevant regulations and operate in an ethical manner.
- Changes in the labour market: the introduction of AI may bring changes to the labour market, for example through the automation of certain jobs. It is important that organisations pay attention to retraining the workforce and developing new roles to minimise negative social impacts.
- Strategic planning: organisations need to set long-term goals and ensure that the integration of AI fits in with their business strategy. AI offers the opportunity to innovate and gain competitive advantage if properly planned and implemented.
Implementing AI is therefore a complex process that requires thorough preparation and ongoing management. Successful integration requires the involvement and support of all levels of the organisation.
This will be discussed in more detail at the Training Roundtable Conference on 2 October:
Boróka Erdélyi and Ádám Balog will present at 9:30 am.
I’ve been working in HR field at companies for 27 years, 24 out of these as HR manager. I gained experience in companies of all types and sizes, from large American multinationals to large Hungarian companies, from FMCG to agriculture and the IT Telco sector.
Organization Development Consultant, Leadership Expert, Facilitator and Business Simulations Trainer. Partner and Consultant at Flow Group in Central Asia. Professionally helps people and organizations to reinvent and transform through changes to build lasting impact.
Co-Founder of FLOW Group International, I combine a passion for future trends and innovative approaches to life improvement, with expertise in People, Organizations and Culture Development.
Ian’s talent is translating complexity into simplicity. This applies especially well in his chosen areas of M&A, Leadership, Executive Coaching, Executive Team Alignment, Change Management & Strategy which he performs all over the world.
I am a qualified economist and have an MBA degree. After 7 years in HR consulting I spent 4 years in senior management positions working for ICT companies. I returned to consulting in the spring of 2005 as an associate managing director of Creanova; I work as a partner and senior consultant/trainer of the Flow Group.
Starting out at the University of Economics and most of all with the priceless experience AIESEC provided to me in as a student, I can now look back on a multifarious, colorful and successful career of 20 years.
Economist by education, Organization Development consultant by profession, one of the founding partners of Flow. I had my share of middle and top-level management exercise in multinational environment at the early years of my professional career. During the 35 years gained experience in the airline and courier industries, built a few successful consulting organizations, steered a school and a technology start-up. Experienced in leadership on the practical and the development sides as well. Recently I’ve enjoyed working in agile leadership and Organizational Network Analysis.
I am an organization development consultant, a senior trainer, a founding member and the managing partner of the Flow Group. I have been into organization development for 15 years and have 20 years of experience with running training courses.
Andrea Frenyo
