This Week in Culture

AI-Powered Empathy: It’s like Auto-Tune for Management 

As we head into the final weeks of the year, this newsletter kicks off a special series: 2025 Workplace Trends. These are the ideas shaping how we’ll work next year and beyond—starting with something that’s equal parts fascinating and terrifying: AI-powered empathy. 

Picture this: You’re crafting an email to a colleague, and before you hit send, your AI tool chimes in. It knows the recipient’s personality assessment, understands their preferred communication style, and suggests tweaks—maybe softening your tone or framing the message differently. You send it off, and the recipient feels like you get them. But it’s not you—it’s the bot. 

Then, when they reply, their AI assistant does the same thing for them. Both of you feel like you’ve cracked the code for effective communication. In reality? Neither of you are talking to each other. It’s virtual harmony—an illusion of connection powered by machines. And while it might smooth over the bumps in workplace communication, it doesn’t make it real. 

This isn’t just hypothetical. Big organizations are buying into it, embedding AI-driven communication assistants into daily workflows. On the surface, it looks like a win: better communication equals better productivity, right? But beneath the polished emails and harmonious Slack messages lies a more uncomfortable reality. If every interaction is mediated by algorithms, when does real communication happen? 

Is this just auto-tune for managers? It’s not their voice, it’s a cleaned up voice that sounds much better. And what are the consequences of covering up bad communication? 

Think about your next all-hands meeting. After months of AI-refined conversations, people finally come together in person. The tone is…off. Relationships feel shallow. There’s a disconnect because no one has been practicing the messy, human work of understanding one another. 

As leaders, it’s tempting to embrace tools that promise efficiency, especially in a results-driven world. But when AI gets too involved in communication, it threatens the very fabric of workplace culture: relationships. The irony is that while AI-powered empathy might enhance short-term productivity, it risks creating long-term isolation. 

This is the first of the workplace trends we’re seeing for 2025.  The challenge for CEOs in 2025 isn’t deciding if AI should be used—it’s deciding how far it should go.  

As we navigate these innovations, let’s not lose sight of the fact that people don’t work for machines—they work for each other. Empathy isn’t something you outsource. It’s something you foster. AI can help, but it can’t replace the moments of real connection that make a workplace thrive. 

Next week is Thanksgiving so our newsletter will be dark. But the week after we’ll dive into another 2025 workplace trend: Full Time Return to Office Mandates.  And if you’re interested in hearing all the trends at once, join us for the webinar https://www.bigmarker.com/culture-partners/2025-Workplace-Culture-Trends-Driving-Results-in-a-Changing-World?utm_bmcr_source=Website 

Elsewhere In Culture

Elon Musk and Vivek Ramaswamy: The DOGE Plan to Reform Government

Elon Musk and Vivek Ramaswamy’s article announcing the Department of Government Efficiency (DOGE) reads like an unprecedented “email to staff” signaling massive layoffs. For the first time, a leader has openly admitted that a return-to-office policy isn’t about productivity—it’s a deliberate strategy to encourage voluntary departures and reduce headcount. This level of transparency is wildly unconventional and represents a complete departure from how government agencies have traditionally thought and acted. DOGE’s goal of slashing regulations, headcounts, and expenditures signals a seismic shift in the culture of federal bureaucracy. It challenges the deeply ingrained norms of how government operates, and whether one agrees with the approach or not, it’s undeniable that this is poised to reshape the way we think about public service and governance on a national scale. 

But culture doesn’t go down without a fight. Federal workers are likely to resist this transformation, and the tension between entrenched bureaucratic systems and this entrepreneurial approach will create significant conflict. Culture is how people think and act to get results, and DOGE’s initiative is fundamentally altering the culture of federal agencies—potentially for the first time in generations. These changes will bring both disruption and opportunity, sparking debates that will ripple beyond Washington. Will these reforms galvanize new efficiencies, or will the resistance prove too strong to overcome? One thing is clear: this experiment in cultural overhaul will set the stage for national conversations about the role and size of government for years to come. 

Boeing layoffs so far total nearly 2,200 workers in Washington state

The wave of layoffs at Boeing isn’t just a financial event; it’s a cultural one. Workplace culture is tested most profoundly during times of crisis, and Boeing’s decision to cut nearly 17,000 jobs sends a powerful message to its workforce about priorities and values. Layoffs, particularly on this scale, ripple through an organization, eroding trust, dampening morale, and challenging the sense of psychological safety employees need to innovate and perform. How Boeing navigates these layoffs will leave a lasting impression—not just on those who remain but also on the broader industry. When layoffs are seen as the default response to financial strain, it begs the question: Is this a failure of foresight, creativity, or leadership? 

This moment highlights the importance of cultivating a culture of accountability and transparency. Employees want to know: How did we get here, and how are we moving forward? Clear communication, acknowledgment of missteps, and a demonstrated commitment to learning from the past are critical in maintaining trust. At its core, workplace culture is about what people believe to be true about the organization they work for. If Boeing’s employees believe the company values cost-cutting over its people, the long-term consequences could extend far beyond financial recovery. Organizations like Boeing must recognize that rebuilding culture is just as important as rebuilding production lines. After all, a company’s most valuable asset isn’t just its products—it’s the people who make them. 

The Culture Leaders Podcast

What happens when one of the world’s largest brands takes the lead in sustainable business?

Over the summer, I had the chance to interview IKEA CEO Jesper Brodin, a leader redefining what it means to do good business.

With Jesper and IKEA back in the news for their latest green initiative, it’s the perfect time to revisit his insights on balancing profitability with a commitment to people and the planet.

Jesper’s vision is bold: He believes that “better is better than best,” and authentic leadership is about building a sustainable, long-term legacy.

Whether transforming IKEA’s business model or facilitating a global culture of accountability, his approach is refreshing and essential in today’s climate.

Ready to hear what’s driving one of the most impactful brands in the world? Don’t miss this episode of Culture Leaders

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