Organizational Psychologist | Organizational Change Mgt | Workplace Redesign | Mental Health | Leadership | Leaders of Tomorrow Institute
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As in every odyssey, the story begins with a tale…
In a very hot office space, dozens of employees were suffering behind a thick glass window, and the air was so stuffy that something had to be done urgently. At that point, I simply suggested we could open some windows and let fresh air in.
But instead, HR brought in a team of experts to collect data, which prolonged the situation for weeks, just to identify the problem and verify what anyone could have felt within seconds walking through the building. Helped with measurement algorithms like KPI, HCM, AI and other gadgets, they concluded that something should be done to freshen the air at the office.
I was pleased to read we came to the same conclusion, but instead of simply opening windows, they invested in a series of air conditioners, humidification machines and air ionizers just to artificially recreate our natural atmosphere. A few weeks later, employees began to complain they were getting colder, and some were getting sick, which increased absenteeism and stance productivity.
HR thought immediately outside the box and came up with a brand-new app to download in order to monitor our atmosphere and collect daily feedback. They also partnered with a winter sports brand, and we could now invest in a series of branded outfits like fleece and gloves to help us surmount the harsh climate in our office.
Evidently, it cost the company millions to provide us with top-of-the-line solutions, and soon we felt the pressure to bring in more clients and more contracts to cover their costs. At this point, I stepped away from my cubicle to make an announcement: “Or we could have just opened the window!” I was soon shown to the door for not being a team player and bringing negative energy to an otherwise perfect harmony of mathematical precision measured by the best algorithm on the market.
I would like to mention that I’m not against technology, but I’m simply questioning the ability of a machine (and, to some extent, some of our leaders) to make adequate decisions. Do we have to digitalize every aspect of our lives to improve society? Does it mean we failed as a species, and we’re now relying on algorithms to measure and predict human behavior?
Here are a few examples of the commonly reported problems at the workplace:
• Trust: An increase in employee autonomy will require management lines to trust their employees. Trust is a mutual feeling; it’s a combination of exchange of knowledge and energy that flows between two beings. It’s like being in love — if you are, you will feel it; you won’t have to wait for the result of a gamified app to find out.
• Employee experience: I think a leader’s responsibility is to make sure that there’s a good amount of humor, blended with tolerance in a non-judgmental team that allows mistakes and gives room to learn. This is a human skill, not a measurement.
• Generation gap: Simply put, how can we learn from all generation’s skills, visions and experiences while coming out with best practices that will make anyone thrive and feel valued? I believe one of the elements for success is EI (emotional intelligence), not AI.
• Working from anywhere: To make this work, not only would you have to develop trust, but companies are going to need to recruit beyond their sandbox and thus recognize broader international competence and qualification.
As an organizational psychologist, I honestly don’t see how machines, as clever as they might appear, are going to help us better trust each other, make us accept our differences and instill respect for every species on this planet. We have had a few millennia practicing being human since we appear. I think it would be a very sad moment if we admit we can’t get any better and hand it over to the machines. And it would be equally sad to see the human resources department replaced by AI.
My professional advice to leaders is to reintroduce basic cognitive skills into their decision-making, like common sense, logic solving and reasoning, and to adopt an overall humanistic approach when dealing with problems at the workplace.
In a time where cars can almost drive themselves (or fly, for that matter), I hope reflexes, decision-making, evaluating danger, reacting in a timely manner, keeping cool in any situation and taking care of the injured in case of an accident won’t be forgotten.
That analogy can be immediately adapted to the workplace. It’s our ability to switch on the human brain, connect intrinsically with our peers and make our decisions based on what makes sense for humans. In case you are wondering what makes sense, it would be a decision where most feel comfortable.
More AI-based apps are entering the market with claims they’ll take your work off your hands by assessing your staff’s mental health for you; then, not only will they communicate the result, but they can also provide some workable actions. I hope leaders will redevelop or reintroduce the powers of observation, monitoring, caring and learning about workable solutions on their own. When you’re in the hospital in critical condition, let’s hope doctors will never say: “I have no idea what’s wrong with you, but let me bring the machine. It knows more about what humans need than I do.”
Finally, a commonly asked question I receive when I present webinars to companies around the world is how can leaders rebuild trust with their team? My answer is that trust is built with care and respect; caring is a human skill, while respect is a societal attitude, and human skill development is built with time — not by pressing a button.
I strongly believe our human skills are needed at the workplace, now more than ever. Let’s hope we will not condemn our common history to an odyssey told by machines.
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