The silent crisis of GenAI anxiety in the workplace

GenAI’s potential is immense, but so is the complexity of implementing it in ways that align with both business goals and workforce wellbeing, writes Dr Gleb Tsipursky.

The conversation about generative AI (GenAI) is unavoidable in today’s business landscape. It’s disruptive, transformative, and packed with potential – both thrilling and intimidating. As organisations adopt GenAI to streamline operations, develop products, or enhance customer interactions, the inevitable side effect among employees is anxiety. Will jobs vanish? Will expectations shift overnight? Can they keep up with the learning curve? These questions aren’t just whispers in the break room; they’re front and centre for many teams. To navigate these waters, businesses must create open forums where employees feel safe sharing their anxieties and seeking clarity.

Such forums aren’t a courtesy – they’re a cornerstone of successful change management. When employees feel their voices are heard, their concerns respected, and their input valued, they are more likely to become allies in the journey of organisational transformation. Trust builds loyalty, and loyalty fuels momentum. But achieving this requires intentional effort, skilled leadership, and a commitment to authenticity.

Why open forums matter in a time of GenAI anxiety

Imagine rolling out a major GenAI initiative and being met with silence. It might seem like smooth sailing, but silence can signal unspoken fears, resistance, or misunderstanding. In contrast, an open forum can serve as a sounding board where employees articulate their thoughts and where leadership gains critical insight into the pulse of the organisation.

Consider a case where a mid-sized retail company introduced AI-powered customer service tools. The company anticipated excitement but instead encountered pushback from employees worried about job security. An open forum revealed a gap: while leadership saw the tools as enhancements to efficiency, employees feared being replaced. By addressing these concerns head-on and clarifying how the AI tools would support rather than supplant their roles, the company shifted the narrative. Employees became advocates, contributing ideas for optimising the tools’ use.

When employees are invited into the conversation, they are less likely to resist changes and more likely to feel invested in the outcomes. Open forums provide a space for mutual education: employees learn how GenAI will reshape their work, and leadership learns how to make that transition smoother.

Techniques for meaningful and constructive discussions

Creating an open forum is not as simple as scheduling a meeting and calling for questions. Success hinges on intentional design and facilitation. To build a genuinely constructive environment, businesses must prioritise active listening, inclusivity, and transparency.

Leaders and facilitators must approach these forums with a genuine willingness to listen. Employees’ fears are real to them, and dismissing or minimising them only exacerbates tension. Active listening means acknowledging concerns, validating emotions, and responding thoughtfully. For example, if employees express apprehension about job redundancy, it’s not enough to say, “Don’t worry, your job is safe.” Instead, explain how GenAI will automate specific tasks, freeing employees to focus on more strategic work, and outline support plans like retraining or upskilling programs.

Inclusive participation is equally critical. Not everyone feels comfortable speaking up in a room full of colleagues, especially on sensitive topics. Offering multiple avenues for input – such as anonymous submissions, breakout discussions, or even asynchronous digital forums – can ensure that all voices are heard. A tech company I consulted with adopted this approach when rolling out AI-driven analytics. They used an internal platform where employees could anonymously post questions, which leadership addressed in live sessions. This combination of anonymity and follow-up transformed scepticism into engagement.

Skilled moderation is the linchpin of these discussions. Forums can easily derail if a few voices dominate or if the conversation becomes adversarial. Moderators must guide the dialogue, balancing structure with openness. For instance, they can use prompts like “What excites you about this technology?” alongside “What concerns do you have?” to ensure a balanced exploration of perspectives. When misinformation arises, moderators should address it factually, referencing specific, concrete examples of addressing concerns and managing risks. Providing clarity on the organisation’s plans – whether it’s the implementation timeline, the areas where AI will be deployed, or the types of support available – prevents rumours from taking root.

Transparency doesn’t end with the forum. After the discussion, leadership must communicate what they heard and what actions will follow. Summarising key takeaways, acknowledging unresolved issues, and outlining next steps shows employees that their input has value. It also signals a commitment to ongoing dialogue, rather than a one-time event designed to check a box.

Building a culture of trust through continued engagement

Open forums are not just events; they are the beginning of a culture shift. If businesses treat them as isolated occurrences, they risk doing more harm than good. Employees will quickly see through a hollow gesture. Sustained engagement, on the other hand, builds credibility and deepens trust.

A manufacturing firm I worked with exemplifies this principle. After their initial GenAI forum, they followed up with quarterly town halls, dedicated small-group discussions, and an online resource hub for AI-related queries. Over time, the forums evolved from anxiety-driven discussions to collaborative brainstorming sessions. Employees started suggesting ways to enhance AI applications in their workflows, a stark contrast to the apprehension expressed in the early days.

Leaders should also measure the impact of these forums. Are employees asking more informed questions over time? Is participation increasing? Are misconceptions about GenAI diminishing? Feedback loops – such as surveys or informal check-ins – can provide valuable insight into whether the forums are achieving their goals and where improvements might be needed.

Ultimately, the effort to create open forums sends a clear message: “We are in this together.” Change can be unsettling, but when employees feel they are part of the process, they transition from sceptics to stakeholders. They understand not just the “what” of GenAI but the “why” and the “how”, empowering them to contribute meaningfully to the organisation’s transformation.

Client case study: Addressing AI anxiety at a logistics company

A mid-sized logistics firm faced significant internal resistance when rolling out AI-powered warehouse management systems. Employees feared the automation would lead to widespread job losses, despite leadership’s assurances that it would only enhance their roles. The tension was palpable, productivity was dipping, and morale was at an all-time low.

When I was brought in, the first step was to assess the emotional landscape of the workforce. Through surveys, focus groups, and one-on-one interviews, I discovered that most employees lacked clarity about the specific impact of the AI system on their jobs. The fear wasn’t rooted but in misinformation.

We implemented a series of open forums, beginning with a well-structured session led by empathetic facilitators. Employees were invited to submit anonymous questions in advance, allowing even the most hesitant voices to be heard. During the forum, the company’s leadership shared a detailed breakdown of the AI system’s function, focusing on how it would complement employees’ roles rather than replace them.

To further humanise the process, we introduced a panel of team members who had piloted the system in a test environment. Their firsthand accounts of how AI streamlined repetitive tasks while freeing up time for strategic decision making helped dispel myths.

The result? A cultural shift. Employees who initially resisted the change began suggesting new ways to integrate AI into workflows. The forums didn’t just ease anxieties; they fostered a collaborative spirit that helped the company achieve a 15 per cent boost in operational efficiency within six months.

Conclusion: The power of open dialogue

GenAI’s potential is immense, but so is the complexity of implementing it in ways that align with both business goals and workforce wellbeing. Open forums are more than a platform for discussion; they are a bridge between leadership’s vision and employees’ lived realities. By fostering honest dialogue, listening actively, and committing to transparency, organisations can turn anxiety into alignment and uncertainty into trust.

Change isn’t easy, but it’s easier together. The companies that embrace this truth will not only navigate the complexities of GenAI – they’ll thrive. With open forums as part of an ongoing strategy, they can create an environment where innovation flourishes and employees feel supported every step of the way.

Gleb Tsipursky, PhD, is the chief executive of hybrid work consultancy Disaster Avoidance Experts.