Abstract
Artificial intelligence (AI) models are increasingly adopted as tools to enhance change management processes. Although many change managers are excited about AI's potential, others worry that their contributions may become obsolete. We explore the tension between job augmentation and automation and how it affects change management professionals. We argue that change managers need to approach their profession as a context-sensitive craft. We highlight elements that are likely to become increasingly central for change managers’ success: (a) high-level skills—relational mastery and systems thinking—and (b) the continued development of specific attitudes—authentic dedication and communal co-presence. In contrast, other tasks that change managers were previously engaged with (e.g., routine communication, reporting) will play a smaller role in the future. We advocate for approaching change work as an AI-augmented craft and call for a critical reflection of the skills and attitudes necessary to effectively diagnose, envision, and mobilize change in the age of AI.
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