As artificial intelligence (AI) continues to gain traction in workplaces, it promises not only to boost efficiency but also to transform organisational culture and the way teams collaborate. My recent discussion with Mayvin’s Sarah Fraser unpacked some of the real opportunities and potential challenges of integrating AI into our organisations. Here are some reflections on the multifaceted role AI can play in organisational development (OD), and how we can harness its capabilities to create healthier, more inclusive workplaces.
AI for Efficiency and Consistency
AI is proving to be a powerful tool in reducing manual workloads, enhancing accuracy, and cutting down on human bias. One practical example is the creation of job descriptions, where AI can deliver consistency and clarity, helping teams standardise roles across an organisation. By automating these types of tasks, AI not only saves time but also eliminates some of the natural inconsistencies that come when job descriptions are written manually across various departments.
However, efficiency doesn’t have to mean the replacement of meaningful interactions. In fact, when deployed thoughtfully, AI can support these interactions. AI takes on routine tasks, allowing people to focus on what matters—such as collaborative discussions, strategic decision-making, and building rapport within their teams.
Phased Integration: Laying the Foundation for AI
A successful AI integration is best done in phases. The initial phase involves using AI as a tool for efficiency—addressing operational challenges, reducing bias in decisions, and ensuring consistency across outputs like job descriptions or project summaries. Once this foundation is established, organisations can look to embed AI more deeply into team dynamics and workflows.
In this second phase, AI becomes a participant of sorts, providing real-time insights, aiding analysis, and even supporting organisational development processes. However, while AI can act as a valuable “member” of the team, it’s crucial that we don’t allow it to replace human judgement, creativity, or empathy. AI should be a complement to, rather than a substitute for, human capabilities.
The Human Skills that Make AI Work
Successfully working with AI requires a strong set of human skills, notably in questioning and interpreting the data. This requires more than basic tech knowledge; it’s about understanding how to frame questions effectively and evaluate AI’s responses critically. Knowing how to prompt AI and review its outputs with a discerning eye is key to using AI responsibly. It’s a skillset that not everyone has yet, which is why training in these areas is essential, especially as more employees across levels, functions, and demographics use AI in their daily work.
Moreover, embracing a growth mindset in working with AI is essential. Asking AI the right questions, refining those questions, and iterating on the responses AI gives is a skill that mirrors the coaching and consulting techniques used in OD itself. It’s about being iterative and open to exploration—key traits for those in the organisational development field.
AI as a Neutral Lens for Culture Analysis
AI offers a unique value in OD practices as a neutral, unbiased observer. When analysing feedback from interviews, workshops, or surveys, AI can objectively highlight trends and themes without the personal biases that may colour human analysis. This is particularly useful for culture assessments, where feedback on the organisational environment is often influenced by power dynamics or personal experiences.
For organisations that value inclusivity, AI’s ability to process vast amounts of qualitative data and generate insights allows for a fairer understanding of team culture. AI can reveal authentic perspectives on what’s happening within teams and help identify the areas that may need attention, giving leaders a clearer, data-driven picture of the organisational culture without losing sight of diverse voices.
Making OD Tools Accessible to All Organisations
Perhaps one of the most exciting potentials of AI in OD is its ability to democratise best practices. Traditionally, high-quality OD work has been the preserve of large organisations with extensive budgets. With AI, however, smaller organisations, particularly charities and nonprofits, now have access to tools that can help them understand their organisational culture, streamline processes, and engage in meaningful OD work at a fraction of the usual cost.
By making sophisticated OD insights accessible to more organisations, AI could play a pivotal role in creating a more equitable workforce. It opens the door to healthier, more progressive workplaces across the board—not just for those with the resources to invest heavily in consultants and high-end software. Ultimately, AI’s impact could lead to more inclusive organisational practices, helping to foster work environments where all employees, regardless of the size of their organisation, feel valued and supported.
Looking Forward: AI as a Partner, Not a Panacea
While AI offers immense potential, it’s not a panacea for all organisational challenges. AI is only as good as the data and intentions behind it. It’s essential that we approach AI with caution and responsibility, ensuring that it serves as an aid to our work rather than a replacement for the human connections that drive meaningful collaboration and innovation.
At the end of the day, AI’s role in organisational development should be to enhance, not replace, the people at the heart of every organisation. By leveraging AI thoughtfully, we can create more inclusive, efficient, and supportive work cultures, making the workplace a healthier space for future generations. For those of us in OD, this is an exciting frontier—one where technology and human potential can truly align for the better.
https://mayvin.co.uk/podcasts/the-research-hub-podcast-ai-and-the-future-of-work