GenKI at work: What daily use does to people

The IAP Institute of Applied Psychology at the ZHAW is continuing its study series «People in the world of work 4.0». The current qualitative interview study deepens the findings of a previous quantitative survey and asks specifically about the effects of daily GenKI use on individuals, teams and organizations. Thirty specialists and managers who already use generative AI in their day-to-day work were interviewed - 26 of them in small and medium-sized companies.

Efficiency and relief - but also increasing pressure

The majority of respondents use GenKI for up to 60 minutes a day, with twelve people even using it for more than an hour. It is primarily used as an assistant and tool: creating or revising texts, structuring information and developing ideas are the main focus. Intensive users go further and use GenKI as a sparring or discussion partner - or as a kind of expert for more complex questions.

The psychological effects are complex. On the one hand, GenKI is experienced as supportive and relieving. On the other hand, some interviewees report growing pressure: as tasks can be completed more quickly, productivity expectations are rising. There is also concern about being able to keep up with the rapid pace of technological development. However, most people's confidence in their own abilities remains stable or has even increased as a result of their use. It is also interesting to note that users feel proud of good GenKI-generated results - especially if they themselves have made a significant contribution to the result.

Roles remain stable, working methods change

The impact on professional tasks and roles has so far been gradual. GenKI primarily changes the way we work and gradually expands tasks, while the actual roles remain largely stable. Time savings are being used to complete more similar or different tasks. More than half of those surveyed perceive their work as more valuable as a result of using GenKI.

GenKI is not actually used for all potential areas of application. Uncertainties regarding the reliability of the results, data protection and security concerns as well as the importance of peer-to-peer exchange - particularly in the case of complex or context-dependent issues - are the most frequently cited reasons for this.

Teams in the field of tension: man and machine

Within teams, GenKI is used with varying degrees of intensity and only selectively. The exchange about the use of AI is mostly informal. Assessments of whether GenKI changes team communication are divided: Where changes are perceived, these are predominantly positive - in the form of increased quality and efficiency. At the same time, GenKI is classified as low-threshold and available at all times compared to peer-to-peer communication, but is often attributed with a lack of contextual knowledge and a less critical perspective.

More than half of those surveyed stated that discussions are taking place in the team about the possible loss of tasks and functions due to GenKI - a sign that the technology is also emotionally preoccupying the future of work.

Complementary cooperation as a guiding principle

Overall, the ideal scenario is one of complementary collaboration: GenKI takes on supporting functions, while humans retain the controlling and responsible role. The key success factors at team and organizational level cited by those surveyed are the development of skills, clear framework conditions and a coherent attitude and strategy for the use of GenKI. Most plan personal development through self-directed learning, learning-by-doing and sharing experiences.

Source: https://www.zhaw.ch/iap.