TY - JOUR
T1 - “AI Can’t Steal My Soul”
T2 - In the Age of AI, the Human Touch is Paramount for the Craft of Managing Change
AU - Gonzalez, Katerina
AU - Kanitz, Rouven
AU - Briker, Roman
N1 - Publisher Copyright: © The Author(s) 2024.
PY - 2024/9/16
Y1 - 2024/9/16
N2 - Artificial intelligence (AI) models are increasingly adopted as tools to enhance change management processes. Although many change managers are excited about AI's potential, others worry that their contributions may become obsolete. We explore the tension between job augmentation and automation and how it affects change management professionals. We argue that change managers need to approach their profession as a context-sensitive craft. We highlight elements that are likely to become increasingly central for change managers’ success: (a) high-level skills—relational mastery and systems thinking—and (b) the continued development of specific attitudes—authentic dedication and communal co-presence. In contrast, other tasks that change managers were previously engaged with (e.g., routine communication, reporting) will play a smaller role in the future. We advocate for approaching change work as an AI-augmented craft and call for a critical reflection of the skills and attitudes necessary to effectively diagnose, envision, and mobilize change in the age of AI.
AB - Artificial intelligence (AI) models are increasingly adopted as tools to enhance change management processes. Although many change managers are excited about AI's potential, others worry that their contributions may become obsolete. We explore the tension between job augmentation and automation and how it affects change management professionals. We argue that change managers need to approach their profession as a context-sensitive craft. We highlight elements that are likely to become increasingly central for change managers’ success: (a) high-level skills—relational mastery and systems thinking—and (b) the continued development of specific attitudes—authentic dedication and communal co-presence. In contrast, other tasks that change managers were previously engaged with (e.g., routine communication, reporting) will play a smaller role in the future. We advocate for approaching change work as an AI-augmented craft and call for a critical reflection of the skills and attitudes necessary to effectively diagnose, envision, and mobilize change in the age of AI.
UR - http://www.scopus.com/inward/record.url?scp=85204769995&partnerID=8YFLogxK
U2 - 10.1177/00218863241279916
DO - 10.1177/00218863241279916
M3 - Article
AN - SCOPUS:85204769995
SN - 0021-8863
JO - Journal of Applied Behavioral Science
JF - Journal of Applied Behavioral Science
ER -