Conflicts among employees through the use of AI

Florian Sexl: The use of artificial intelligence (AI) is fundamentally changing the world of work. Automation and data-based decision-making are optimizing processes, increasing efficiency and enabling new business models. Routine tasks are increasingly being taken over by AI systems, while human work is shifting to complex, creative and social tasks. In small and medium-sized enterprises (SMEs) in particular, AI can help to make better use of scarce resources, improve customer service and increase operational efficiency. At the same time, new demands are being placed on employees, for example in dealing with AI systems or interpreting AI-generated data.

Florian Sexl: The use of AI poses various challenges for employees in SMEs. One central conflict is the fear of job loss or restructuring. Older employees in particular may find it difficult to adapt to new technologies. In addition, insufficient further training can lead to employees feeling overwhelmed or devalued. In family-run companies, there is often a closer bond between the workforce and management. This can lead to technological changes being introduced more slowly in order to maintain social responsibility. At the same time, however, family structures could also prevent AI from being integrated in a meaningful way if tradition is prioritized over innovation. Non-family-run companies, on the other hand, could adopt AI more quickly and consistently, but this can also lead to a colder, more performance-oriented corporate culture. There are particular challenges in the tourism sector. AI-supported systems such as chatbots or automated booking systems improve efficiency, but can reduce personal customer contact, which is essential in this industry. In addition, AI could be used in staff scheduling or revenue management, leading to new demands on employees.

To avoid conflicts, a proactive approach to AI integration is crucial. This includes:

• Transparent communication: companies should inform employees about planned changes at an early stage and take fears seriously.
• Further training and qualifications: Education and training help to see AI as a tool rather than a threat. This is particularly important in SMEs, which often have fewer resources for further training.
• Human-machine collaboration: AI should be introduced to support and not replace employees, for example through hybrid models in which AI takes over repetitive tasks and employees concentrate on advisory or creative activities.
• Cultural change: In family-run companies, family ties can be used to implement change processes cautiously and with a high level of acceptance. In non-family-run companies, clear ethical guidelines should help to make change socially acceptable.