Artificial intelligence is all the rage these days, with companies across several industries embracing the technology for its potential to streamline their operations. However, at the same time, people are expressing concerns that have come to affect their mental health.
Will AI steal jobs? Is our data safe under the control of AI and the companies that created it? People are struggling to cope with the effects of this paradigm shift. According to executive coach and business consultant Banu Kellner, one of the largest threats artificial intelligence poses to the human psyche is disturbing the benchmarks of value that dictate our understanding of worth.
"Historically, human intelligence and economic productivity have been key sources of self-worth," Kellner explains, "but as AI begins to rival human intelligence and creativity, it threatens these traditional benchmarks of value. When productivity and even innovation can be performed tirelessly by AI, it's natural for existential questions to arise - what is our new place and purpose?"
How to responsibly implement AI into the workplace
Ultimately, managing these emotions comes down to finding the right match between AI tools and applications and your business's needs, as this will ensure employees can effectively use AI. "As a leader, it's critical to pinpoint areas where these intelligent technologies can bring real value and have the most significant impact on your company," affirms author and transformational coach Trice Johnson. "Creating an AI-prepared organization is all about finding the perfect match between your business and the great potential of artificial intelligence and machine learning."
Johnson explains that after identifying the business's needs and the ways AI can be used to create solutions for them, the next step is to establish a groundwork for scaling and success. "I strongly recommend developing a secure data architecture and infrastructure blueprint that can support the needs of an AI-powered environment where intelligence is embedded in every function and system for faster decision-making," she explains. "This means ensuring your systems have the necessary scale, security, data quality, and governance to embrace the exciting possibilities of emerging Web 3.0 technologies."
The final piece of the puzzle when it comes to embracing artificial intelligence is building the perfect team. "Look for individuals with deep expertise in AI, such as data scientists, ML engineers, AI software engineers, researchers and analysts, and AI security and ethicists," Johnson suggests. "By assembling the right internal talent and collaborating with external partners, you'll create a powerful synergy that can drive your AI initiatives forward, starting with small pilots or minimum viable products (MVPs), and then scaling to broader enterprise-wide projects."
Psychological safety in the time of AI
Still, employing these high-talent individuals skilled in artificial intelligence requires a commitment to the psychological safety of the workforce. "As AI transforms how we work and live, preserving mental wellbeing requires purposeful effort by all, especially those steering change," Kellner explains. Indeed, business leaders implementing AI into their operations must emphasize their employees' well-being in this time of rapid changes.
The increased efficiency that artificial intelligence can enable can have positive impacts on workers' mental health by freeing up their time for other tasks. Johnson hails AI as a "wizard" for data processing and analysis, saying that many leaders of some of the most powerful companies in the world have already embraced the power of AI.
However, Kellner warns business leaders that they must avoid over-emphasizing productivity because that can come at a cost. "Our culture worshiping hyper-productivity and busyness is counterproductive now," she asserts. "Quality reflection and strategic thinking matter more than quantity. Self-regulation abilities are crucial, especially for those steering organizations through uncertainty."
Ultimately, Kellner suggests leaders take the time for self-regulation and reflection. In so doing, leaders will not only improve their own emotional wellbeing, but also their leadership performance - which will have a substantial positive impact on their workforce. In turn, leaders can navigate opportunities and risks with a mindset of clarity, rather than reactivity.
This approach creates what Johnson says is key to the successful integration of artificial intelligence into the workplace: a culture encouraging learning and growth. "I have seen firsthand the transformative power of creating a culture of continuous learning and growth," she adds. "As an executive for corporations and startups, my first priority is to help leaders understand their responsibility and power to foster a culture that values learning and embraces change."
Maintaining a human touch while using AI
Nevertheless, Johnson says it is crucial for businesses not to lose track of the human touch when they implement tools like artificial intelligence into their operations. She emphasizes that customer interactions must be kept "authentic, real, and empathetic." At this time, empathy - an understanding of human emotions - is a quality that artificial intelligence programs still lack. But by blending the advanced capabilities of AI with a human touch, it becomes possible to create a customer experience that appeals to their needs and values.
As far as the workplace itself is concerned, Kellner emphasizes the importance of taking time to connect with others. "Taking time to meaningfully connect with others is the key to protecting mental health," she insists. "Leaders play a key role in fostering quality human relationships and community throughout their organizations. In this time of rapid change, cultivating human connection is paramount - both for leaders' own wellbeing and to ease uncertainty among employees."
Johnson also says it's clear that some human capabilities simply cannot be replicated by artificial intelligence. She explains that many AI models will not have the sensitivity to make customers feel understood and valued. Human oversight must be incorporated - particularly in situations of crucial decision-making - because humans can validate AI output and intervene when necessary, ensuring that the AI is being used safely and responsibly.
So, what is the solution to prevent artificial intelligence from having a negative effect on the mental health of human workers and customers? According to Kellner, it boils down to one word: synergy.
"We must be wary of simplistic narratives that reduce humans to strategy and AI to execution," Kellner explains. "Instead, wise leaders should thoughtfully explore synergies between human talents and AI capabilities. There is an opportunity to elevate our workforce's potential through this integration if we approach it with care. The reality is, none of us have all the answers right now on how to integrate AI responsibly. There's no expert playbook to follow. We're in uncharted waters, and that uncertainty can feel unsettling."
