One of the most frustrating experiences today is calling a company for help, only to spend 30 minutes navigating an automated system that never quite answers your question. Eventually, you find yourself repeating “representative” loudly into the phone, hoping to connect with a real person.
That tension is at the center of one of the biggest conversations facing our world: How do we embrace artificial intelligence without losing the human connection that people still desperately want?
For me, this question feels personal. Organizations like The City Mission operate within the human services space. Our mission is built on relationships, compassion and trust. AI can streamline operations, organize data and improve efficiency, but it cannot replace the comfort of a case worker sitting across from someone during a difficult moment. It cannot replicate the empathy of a team member handling intake for a family in crisis.
Like many leaders, I feel both excited and overwhelmed by the rapid rise of AI. On one hand, the possibilities seem endless. AI can help create everything from a capsule wardrobe to a bathroom renovation plan on a budget in seconds. On the other hand, I worry about what might happen if organizations rush into implementation without considering the human impact.
The reality is that many employees feel unprepared for the pace of change. Many studies continue to report a growing number of employees using AI tools regularly but receiving little or no formal training from their employers. A 2025 Pew Research study found that 52 percent of employees felt more worried than hopeful about the use of AI in the workplace. That disconnect creates risk for organizations that adopt technology too quickly without a thoughtful strategy.
Our leadership team has realized that the solution for us was not to position AI as a threat to personal connection. Instead, we hope to use this moment as an opportunity to think even more intentionally about how we care for people and steward relationships.
What has been most important for us is recognizing that we do not yet have every answer, and that is OK. We are still in the research and planning stages of understanding how AI should fit within our organization and mission. We have not fully formulated our implementation plan and we are intentionally resisting the pressure to move too quickly. Instead, we are slowing down and asking questions. Where does AI actually fit within our work? What problems are we trying to solve? Which tasks could benefit from greater efficiency, and which responsibilities should always remain deeply human?
These conversations are helping us establish the guardrails that will ultimately guide our staff in using AI responsibly and effectively. We recognize that AI may help summarize reports, assist with scheduling or improve administrative workflows, but it will never replace the people responsible for direct human care. A chatbot may answer basic questions after hours, but it cannot fully understand fear, grief or uncertainty the way a trained team member can.
Perhaps the most important lesson has been understanding that effectiveness and efficiency are not the same thing. AI can make organizations faster, but speed alone does not build trust. Especially in service-oriented organizations, relationships remain the foundation of impact. At the end of the day, no matter how advanced technology becomes, people still want to feel heard, understood and valued. That is something no algorithm can fully deliver. ●
Linda Uveges is CEO of The City Mission
