Marvin OnumonuA third of workers have spoken to colleagues less since using GenAI, and 26% would rather chat with an artificial intelligence (AI) chatbot than a person, research from the Adaptavist Group found.
Nearly half (48%) of those rolling out AI consulted it on legal or policy matters, and 41% used it for HR.
One in four knowledge workers would chat with AI for small talk, rising to 32% among business leaders.
Men reported a steeper drop in talking to colleagues, at 36%, compared to 28% of women.
The preference for AI small talk was stronger in those aged 25-44, at 30%, compared to 15% for over-55
A third (35%) felt ‘addicted’ to using GenAI.
Over a quarter, 26%, said they were less polite since using GenAI, and this rose to 39% among AI implementers.
At the same time, 49% said they spoke more succinctly, 55% believed colleagues were clearer, and 65% said their writing improved since using AI.
45% said AI was creating divides between leaders and teams, and more leaders preferred talking to AI than employees, at 32% versus 26%.
While 29% worried their abilities were declining, 68% believed AI was helping them develop new skills.
62% said it improved their writing, 47% credited it with better critical thinking, 41% with design skills, and 38% with coding.
Organisational culture was found to be a bigger factor than technology in successful AI use.
89% reported growing skills in AI-friendly organisations, compared to 59% where AI was just tolerated.
54% in AI-encouraging cultures reported better job satisfaction, against 8% where it was discouraged.
Team collaboration was at 68% in encouraging companies, compared to 23% where it was discouraged.
73% of organisations that promoted AI use proved ROI, compared with 36% that discouraged it.
Neal Riley, AI innovation lead at the Adaptavist Group, said: “As GenAI continues to embed itself in society, we’re seeing a shift in how work gets done and how people connect and communicate.
“Evidently, AI can make us more efficient and articulate, but it also risks eroding some soft skills and driving a wedge between human interaction.
“Finding the right balance with AI so that you see all the benefits, and reduce the drawbacks, is all about cultivating the right environment.”
Riley added: “Evidently when organisations have the right culture in place, they see stronger performance, clearer communication, and measurable business returns.
“The key to achieving a culture where AI use remains healthy and work-conducive is one which encourages responsible AI experimentation, and has a framework for measuring success.”
