What values and culture are needed to successfully integrate AI into companies and organizations? We shed light on this question in our blog "AI-ready culture". Ultimately, however, it is people who determine whether or not AI can be successfully introduced. This sequel therefore focuses even more on the human component.
Everyone has different experiences throughout their lives that shape them. While one person may become curious and open to new technologies and find it easier to take on the role of early adopter or multiplier, another may feel overwhelmed by the fast pace and variety of technologies. Depending on the context, the same person can react very differently. Behavior is based on positive or negative reference experiences from the past. In addition, the current social and professional environment influences access to new topics.
When introducing AI-based technologies, it is therefore even more important to address the different emotions of the group of people in order to promote acceptance and reduce internal resistance. Positive reference experiences should be recalled, and it should be shown which technological changes employees have mastered or in which everyday situations AI or algorithms are already being used.
It is important to understand that AI is constantly evolving and the way it works needs to be accepted and understood. The future of the AI world remains uncertain, so we need to create an environment that adapts to these developments. Often, we do not know at the beginning of a change how far-reaching the impact will be. With AI, these change cycles are even shorter.
A good example is the evolution from the traditional mobile phone to the multifunctional smartphone. This change not only revolutionized the way we communicate, but also fundamentally changed our daily lives. Everyday examples show that AI is already an integral part of our lives: for example, on the way to work, when Google Maps suggests different routes based on traffic congestion, or when streaming movies on Netflix, where personalized suggestions are made based on our preferences.
Example: We deal with technological change on a daily basis.
A change of perspective is the first step in addressing stakeholders such as managers, executives and employees and their concerns. In addition, various tools and methods can be used to promote and increase the acceptance of AI technologies among employees. This includes using visual language that is understandable to the audience to make the profound changes understandable.
The goal is to enable the various stakeholders to understand and evaluate what the change means for them - answering the "what's in it for me" question. The meaning can vary from stakeholder to stakeholder. From a business perspective, for example, it may mean that AI is used to analyze and compare different data, leading to improved transparency for strategic decisions. An AI is only as powerful as its continuous maintenance, so a long-term interest in its further development is crucial.
The first steps towards AI, such as the M365 Copilot, can be illustrated by the example of Sarah (36), a marketing specialist: "After returning from parental leave, I was faced with the challenge of making up missed meetings as a part-time employee. The meetings were recorded in my absence, but it was still difficult to cope with the volume. With KI, I have the ability to have the missed meetings, and my resulting tasks summarized.
Example: Added value for Sarah through the use of AI (Copilot).
When implementing AI in organizations, it is critical to not only inform employees, but to actively involve them in the change process. It is not enough to manage change from the top down. Instead, employees must be perceived as active co-creators. This is especially important to ensure that AI evolves over the long term and does not remain stuck in the status quo after implementation, in order to maximize the long-term benefits of AI.
Initial resistance should be viewed neutrally. This can be steered in a constructive direction through joint dialogue and regular feedback. The significant potential of AI within the company can be discovered together with employees. This involves analyzing which data, information, and processes are challenging for them and where additional support could lead to more informed decisions that increase business success. For example, process design workshops can be organized around the use of AI applications, where employees can bring their specific needs and challenges to the table and co-create solutions. This not only builds understanding and acceptance, but also increases engagement and motivation.
Example: Active involvement of Emily by the Change Network.
Through thorough preparation, emotional support and active participation, companies and organizations can ensure that the introduction of AI solutions meets with broad acceptance and is successful in the long term.
Among other things, we offer:
Change-identity
Info-Center
Newsletter
Big Picture
Change Story
Hands-On session
Explanation video
Change Agents
Fear Reduction
Software Training
Transparency
…
The modules in Campana & Schott's toolbox for supporting organizational and cultural change can be individually adapted to the needs of the organization and the employees concerned. In this way, the acceptance and adoption of AI implementations can be proactively increased.
