Digital Innovation & Entrepreneurship
N obody wants to work with a colleague they cannot trust. Why should technology be any different? Yet many organisations fail to build the necessary level of trust and ensure that staff are comfortable with new technology they have to work with. The impact can be disastrous.
the technology’s capability, transparency, and reliability. While we may assume that we view technology through a utilitarian lens, the researchers found the way that technology was represented was crucial in underpinning – or undermining – our trust in it. The process of establishing trust in robotic AI shares key similarities with our mechanisms for building trust with fellow humans. At first, we tend to approach these relationships with a lower level of trust and
develop it gradually over time. The noteworthy exception to this rule is virtual and embedded AI. Here the pattern is reversed and trust levels are high at the outset, before declining as an individual’s experience of the technology grows. This gradual development of trust was something I found in my research with Francesca Cabiddu and Ludovica Moi, from the University of Cagliari, and Gerardo Patriotta, from the University of Bath. However, we discovered it can depend heavily on how the technology is
reservations and address them proactively to build trust. By assuming a level of distrust, managers can take steps to mitigate these concerns. “The ability to maintain trust in AI and robotics will be crucial” Open communication is key, as managers should provide a platform for employees to express their apprehensions and voice their opinions. Actively listening to their concerns demonstrates empathy and helps to alleviate fears. At the same time, managers should provide reassurances about the impact the technology will have, highlighting the potential benefits and explaining how it can enhance employees’ productivity or simplify their tasks. Through consistent engagement, managers can gradually build trust and create an environment where employees feel comfortable embracing new technologies. 2 Be as transparent as possible Transparency is essential in building trust when implementing new technologies. Employees need to have a clear understanding of how the technology works, its purpose, and how it will affect them. Managers should strive to provide comprehensive explanations, ensuring that employees are well-informed about the system’s
the decision-making process of the technology. This can help alleviate concerns about job security or the loss of human judgement in critical situations. To achieve transparency, managers should facilitate open discussions where employees can ask questions and seek clarification. Conducting training sessions to familiarise employees with the technology and its functionalities can also contribute to transparency. Additionally, providing written documents or manuals that outline how the technology functions can serve as a useful reference for employees. Furthermore, involving employees in the co-creation process, or allowing them to review the system after deployment, can enhance transparency and trust, as it demonstrates a commitment by including them and their feedback. 3 Tap into social influence Leveraging social influence is a powerful strategy for building trust in new technologies. People are influenced by the attitudes and behaviours of those around them, and managers can capitalise on this phenomenon to foster acceptance and adoption. By enlisting key members of a team as allies and advocates for the technology, managers create positive role models within the organisation. These champions can share their positive experiences with the technology, highlight its benefits, and address concerns raised by other team members. When employees see their peers embracing the technology and reaping its advantages, they are more likely to trust and adopt it themselves. These
through the change process. Managers can facilitate this process by organising knowledge- sharing sessions or workshops where champions can showcase how they effectively use the technology in their work. By actively involving employees in the promotion and advocacy of the technology, managers can tap into social influence to foster trust and create a positive environment for technological change. Our findings highlight how familiarity and social influence play a critical role in determining how people decide to adopt and use AI-based algorithms. What’s more, the trust people have in technology can change over time. To build initial trust, managers can either explain the technology in a way that makes it less mysterious and easier to understand, or they can present the technology as a social entity with its own goals and values. This can create a perception of fairness, transparency, and accountability. As adoption progresses, managers can work on integrating new technology into the organisation’s culture so it becomes a natural part of the way things are done. By doing this, they can help to create a sense of trust and comfort with the technology among employees and stakeholders. With a growing number of companies adopting AI, it is vital that managers heed these lessons to ensure their investment delivers the results they expect.
represented, especially whether AI takes a human-like or more system-like form. If managers want their employees to trust the technology they are introducing into the workplace, it is vital they introduce it in the right way. As such, there are three rules managers should follow to ensure that employees can trust, and therefore engage, with any new AI-based systems they’re working alongside or even under. 1 Assume a level of distrust When implementing
A good example of this is the introduction of performance management technology at Amazon. The AI-powered system created a lack of transparency and trust among employees, leading to diminished morale, greater resistance, and a negative impact on collaboration. Consequently, staff was lost as employees felt undervalued and unfairly evaluated by Amazon’s performance management system. The ability to turnover increased and valuable talent maintain trust in AI and robotics will be crucial in underpinning the role technologies play in the workplace. Research from Carnegie Mellon University explored the matter of trust from three different perspectives:
new technologies, managers should recognise that employees may approach these changes with scepticism and uncertainty. It is crucial to acknowledge their
Learn more about WBS research on Digital Innovation and Entrepreneurship.
capabilities and limitations. It is particularly important to clarify the extent to which humans can intervene in
Sustainable Development Goals (SDGs)
internal champions can act as influencers who motivate and guide their colleagues
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