The Silent Crisis of Gen AI Anxiety in Associations
Generative AI (Gen AI) is transforming the way organizations operate, offering unprecedented opportunities to enhance services, streamline operations, and deliver value. For associations, the implications are profound—improving member experiences, automating routine tasks, and advancing the professions they represent. Yet alongside this promise lies a challenge: the anxiety and uncertainty Gen AI introduces among staff, volunteers, and even members.
How associations address this anxiety can determine whether they thrive in the Gen AI era or face resistance and disengagement. Courageous leadership that embraces open dialogue—structured, intentional, and empathetic—is essential to navigating this transformation.
Why Gen AI Anxiety Matters for Associations
In associations, anxiety about Gen AI often extends beyond the internal staff. Volunteers, chapter leaders, and members may worry about how these technologies will impact their roles or reshape their expectations. Staff might question whether their expertise is still valued, while members could fear that AI-driven changes signal a shift away from the personal connections they rely on from their association.
For example, introducing AI-powered tools to automate membership renewals, streamline certification processes, or analyze event data can provoke concerns about job redundancies or impersonal member interactions. These concerns, left unaddressed, can manifest as resistance, disengagement, or a decline in trust.
Ignoring these emotions risks undermining the very transformations associations seek. Conversely, associations that proactively address Gen AI anxiety can build a culture of trust and collaboration, positioning themselves as leaders in human connection, innovation, ethics, and risk management.
The Role of Open Forums in Addressing Gen AI Anxiety
Open forums create a structured space for staff, volunteers, and members to voice their questions and concerns about Gen AI. These forums are not a one-time exercise but an integral component of change management—a way to align stakeholders with the association’s vision for the future.
When a national society for financial professionals introduced AI tools to automate parts of its certification program, resistance arose. Volunteers who reviewed certifications worried their expertise was being devalued, while staff feared job redundancies. Members expressed skepticism about the reliability of AI assessments compared to human judgment.
Leadership organized an open forum as part of a broader engagement strategy. They invited staff, volunteer leaders, and member representatives to discuss the changes. Participants shared anonymous questions, which were addressed in real time. By transparently explaining how AI would enhance, not replace, the certification process and outlining a comprehensive support plan—including retraining for staff and quality assurance safeguards—the society shifted perceptions. Volunteers suggested innovative ways to leverage AI, and members expressed increased confidence in the process.
Best Practices for Constructive Open Forums
Creating meaningful forums requires more than setting up a meeting. Associations must approach these discussions with deliberate strategies that foster trust, inclusivity, and transparency. Here’s how:
1. Active Listening and Empathy
Participants need to feel heard and understood. Leadership and facilitators must approach these forums with empathy, validating concerns rather than dismissing them. For example, if a staff member expresses fear about AI replacing their role in member onboarding, respond by explaining how AI might handle administrative tasks, freeing up time for personal engagement. Highlight retraining or new opportunities to reinforce their value.
2. Encouraging Inclusive Participation
Not everyone feels comfortable speaking up, especially on sensitive topics. Associations should offer multiple avenues for input:
- Anonymous submissions via digital tools.
- Breakout discussions during larger forums to encourage quieter voices.
- Asynchronous forums where participants can share thoughts at their convenience.
A regional healthcare association used these techniques when rolling out AI-powered event planning tools. By combining live Q&A with anonymous feedback channels, they ensured that all voices—including those of volunteers with limited tech expertise—were heard.
3. Skilled Moderation
A strong moderator ensures that discussions remain productive. They can balance divergent views, address misinformation, and guide conversations toward actionable outcomes. For instance, moderators might ask: “What excites you about this technology?” and “What support do you need to feel confident using it?” Such prompts surface both enthusiasm and areas for improvement.
4. Transparency and Follow-Through
The forum’s value diminishes if participants don’t see action afterward. Summarize key takeaways, acknowledge unresolved concerns, and outline next steps. For example, if participants request more training, commit to providing resources and set a timeline for delivery.
Building a Culture of Trust
Open forums are just the beginning. Associations must cultivate a culture of ongoing engagement, where dialogue around Gen AI becomes part of regular operations. This ensures that staff, volunteers, and members remain aligned with the organization’s evolving goals.
Sustained Engagement Strategies
- Regular Check-Ins: Host quarterly town halls or chapter-based discussions to revisit AI initiatives and gather feedback.
- Education Initiatives: Provide training programs for staff and volunteers to upskill them for AI-enhanced roles.
- Feedback Mechanisms: Use surveys or suggestion boxes to monitor the pulse of stakeholders and address emerging concerns.
A state-level engineering association illustrates this approach. After an initial open forum on AI-driven member services, they launched a series of small-group workshops, bringing together chapter leaders and members to co-create AI use cases. Over time, these workshops transitioned from addressing fears to exploring opportunities, such as using AI to enhance mentorship matching.
Client Case Study: Easing AI Anxiety in a Medical Association
A medical association faced significant anxiety among staff and members when introducing AI for streamlining continuing education credits. Members feared the technology would compromise personalized learning, while staff questioned its impact on their workflows.
As a consultant, I recommended a phased approach starting with an open forum. Staff and members submitted anonymous questions, which were answered by both leadership and external AI experts. The forum included live demonstrations to show how the technology maintained personalized learning pathways while reducing administrative burdens.
Post-forum initiatives included training programs for staff and feedback surveys from members. Within six months, the association saw a 25% increase in member satisfaction with its education programs, while reducing the administrative time by over 30%, demonstrating the power of open dialogue and collaborative problem-solving.
Conclusion: Turning Anxiety into Alignment
Gen AI represents a transformative opportunity for associations, but its successful implementation depends on addressing the anxieties it brings. Open forums offer a pathway to build trust, foster collaboration, and align stakeholders around a shared vision for the future.
Associations that prioritize transparency, inclusivity, and continued engagement will find that their members, staff, and volunteers are not only ready for change but eager to lead it. By embracing open dialogue, they can turn apprehension into action, ensuring that innovation serves both their mission and their community.
Key Take-Away
Gen AI anxiety is real, but associations that address it through open dialogue, empathy, and transparency can transform fear into trust—and position themselves as leaders in innovation and human connection. Share on XImage credit: Yan Krukau/pexels
Dr. Gleb Tsipursky was named “Office Whisperer” by The New York Times for helping leaders overcome frustrations with hybrid work and Generative AI. He serves as the CEO of the future-of-work consultancy Disaster Avoidance Experts. Dr. Gleb wrote seven best-selling books, and his two most recent ones are Returning to the Office and Leading Hybrid and Remote Teams and ChatGPT for Thought Leaders and Content Creators: Unlocking the Potential of Generative AI for Innovative and Effective Content Creation. His cutting-edge thought leadership was featured in over 650 articles and 550 interviews in Harvard Business Review, Inc. Magazine, USA Today, CBS News, Fox News, Time, Business Insider, Fortune, The New York Times, and elsewhere. His writing was translated into Chinese, Spanish, Russian, Polish, Korean, French, Vietnamese, German, and other languages. His expertise comes from over 20 years of consulting, coaching, and speaking and training for Fortune 500 companies from Aflac to Xerox. It also comes from over 15 years in academia as a behavioral scientist, with 8 years as a lecturer at UNC-Chapel Hill and 7 years as a professor at Ohio State. A proud Ukrainian American, Dr. Gleb lives in Columbus, Ohio.