An interdisciplinary look at generative AI impacts on workplace communication, learning, and planned organizational change models

Abstract

This seminar paper investigates Generative Artificial Intelligence (GenAI) impacts on workplace communication and learning inside the field of Organizational Change Management (OCM). Getting the best out of GenAI requires a balance between human critical thinking and expertise and machine intelligence. An augmentation of human activity with humans collaborating with GenAI technology to improve ways of working. The act of re-engineering workplace processes with AI makes the current Intelligence AI Revolution an industry-wide organizational change transformation initiative, wherein the solutions to the process changes are GenAI tools. This paper examines the effects of GenAI tools on two specific OCM process elements: workplace communication and cognitive learning for skill assimilation and performance. It also investigates GenAI impacts on three specific organizational planned change models: Prosci’s ADKAR, McKinsey’s 7S, Kotter’s 8-Step. This paper examines the potential misuse and over-reliance on AI’s mile-wide, inch-deep instant results, which can undermine human thinking, creativity, innovation, and social interaction. There is a glimpse into the neuroscience behind cognitive learning aspects that AI and GenAI tools influence. While GenAI tools offer incredible efficiency, we must be wary of creating long-term 'skill atrophy.' Over-reliance on automated solutions, like instant recipes, could diminish our ability to adapt to ingredients and resources on hand and problem-solve when faced with unexpected constraints or the need for innovation around restraints. Ultimately, this paper contributes to discussions of organizational change while expanding the activities and role definition of change practitioners.