Artificial intelligence tools have moved from the margins of organizational life to the center of everyday work. Yet the speed of that move has outpaced the willingness of many employees to genuinely trust and use these tools for their official responsibilities. This paper examines the nature of that trust gap, drawing on organizational trust theory, human-automation interaction research, and publicly documented real-world cases. The analysis shows that employee skepticism about AI does not stem from ignorance or stubbornness. It comes from legitimate worries about job security, surveillance, lack of transparency, and a history of AI systems that have failed to deliver what was promised. The paper then presents seven concrete advisories for managers seeking to address these concerns, along with specific guidance on how to implement each one in day-to-day organizational practice. The goal is not to persuade employees to simply accept AI, but to create the conditions under which trust can develop honestly and on solid ground.
Oluwafemi Bello (Fri,) studied this question.