{"id":22064,"date":"2026-09-24T09:05:40","date_gmt":"2026-09-24T07:05:40","guid":{"rendered":"https:\/\/www.bitou.de\/en\/?p=22064"},"modified":"2026-09-24T12:07:05","modified_gmt":"2026-09-24T10:07:05","slug":"team-restructuring","status":"publish","type":"post","link":"https:\/\/www.bitou.de\/en\/team-development\/team-restructuring\/","title":{"rendered":"Team restructuring: How to address fears about AI, job cuts and increasing pressure to improve efficiency"},"content":{"rendered":"\n<section class=\"block-contents  pb10 pb12@sm pb16@md pb20@lg pb24@xl\" id=\"block_6724bc9c3098ee5b4210e2c0c27eccfd\">\n\t<div class=\"container\">\n\t\t<nav aria-label=\"Contents on this site\">\n\t\t\t\n\t\t<div class=\"like-h2\">table of contents<\/div>\n\t\t<ul class=\"clean-list list-disc list-inside bt bc-contour\">\n\t\t\t\n\t\t\t<li class=\"bb bc-contour w-100 py2 py3@xl\">\n\t\t\t\t<a href=\"#Anker1\" class=\"c-text h:c-primary\">\t\t\t\t\t\n\t\t\t\t\t<span>Why changes within a team trigger anxiety<\/span>\n\t\t\t\t<\/a>\n\t\t\t<\/li>\n\t\t\t<li class=\"bb bc-contour w-100 py2 py3@xl\">\n\t\t\t\t<a href=\"#Anker2\" class=\"c-text h:c-primary\">\t\t\t\t\t\n\t\t\t\t\t<span>What employers and managers can do in practice<\/span>\n\t\t\t\t<\/a>\n\t\t\t<\/li>\n\t\t\t<li class=\"bb bc-contour w-100 py2 py3@xl\">\n\t\t\t\t<a href=\"#Anker3\" class=\"c-text h:c-primary\">\t\t\t\t\t\n\t\t\t\t\t<span>What employees can do themselves<\/span>\n\t\t\t\t<\/a>\n\t\t\t<\/li>\n\t\t\t<li class=\"bb bc-contour w-100 py2 py3@xl\">\n\t\t\t\t<a href=\"#Anker4\" class=\"c-text h:c-primary\">\t\t\t\t\t\n\t\t\t\t\t<span>A short team meeting that can help provide direction<\/span>\n\t\t\t\t<\/a>\n\t\t\t<\/li>\n\t\t\t<li class=\"bb bc-contour w-100 py2 py3@xl\">\n\t\t\t\t<a href=\"#Anker5\" class=\"c-text h:c-primary\">\t\t\t\t\t\n\t\t\t\t\t<span>Shaping change together<\/span>\n\t\t\t\t<\/a>\n\t\t\t<\/li>\n\t\t<\/ul>\n\t\n\t\t<\/nav>\n\t<\/div>\n<\/section>\n\n\n<section class=\"block-text  pb10 pb12@sm pb16@md pb20@lg pb24@xl\" id=\"block_986e2e2ede8f2168b1b95c061f4488be\">\n\t<div class=\"container\">\n\t\t<div class=\"f6@xl mx-auto\"><p>New responsibilities, the use of AI or an announced reorganisation can trigger a wide range of reactions within a team. Some see opportunities, whilst others ask themselves: Will my work still be needed in future? What is expected of me? And what happens if I can\u2019t keep up with the pace?<\/p>\n<p>These questions are rarely resolved by a motivational talk. A sense of security arises when companies communicate honestly, employees have a say in the changes and receive tangible support in their day-to-day work. This is also relevant to health: the World Health Organisation cites, amongst other things, job insecurity, unclear roles and high workloads as risks to mental health at work.<\/p>\n<h2>Why changes within a team trigger anxiety<\/h2>\n<p><a name=\"Anker1\"><\/a><\/p>\n<p>During a reorganisation, several things often change at once: responsibilities are redistributed, familiar points of contact change, and previous procedures no longer apply. When AI is introduced, concerns can quickly arise that one\u2019s own experience is losing value. A new efficiency target, in turn, may be perceived as meaning the team has to achieve more with fewer resources.<\/p>\n<p>Not every concern can be allayed immediately. Particularly when decisions regarding roles or tasks are still pending, a promise of complete certainty would lack credibility. However, managers can provide guidance on how to deal with the uncertainty: What has already been decided? What is still under review? Who is involved? And when will staff find out more?<\/p>\n<p>This level of detail is also worthwhile when it comes to AI. A study by the International Labour Organisation suggests that generative AI will transform many roles. However, the consequences for individual jobs depend on how companies deploy the technology and involve employees in the change process.<\/p>\n<\/div>\n\t<\/div>\n<\/section>\n\n\n<section class=\"block-text  pb10 pb12@sm pb16@md pb20@lg pb24@xl\" id=\"block_c60c3c0b62bd6aec27e61f929025d727\">\n\t<div class=\"container\">\n\t\t<div class=\"f6@xl mx-auto\"><h2>What employers and managers can do in practice<\/h2>\n<p><a name=\"Anker2\"><\/a><br \/>\n1. Provide information early on \u2013 even if not all the answers are clear yet<\/p>\n<p>Do not wait until every stage of the reorganisation has been completed. Explain the reason, the objective and the planned process. Make a clear distinction between measures that have been decided upon and outstanding issues.<\/p>\n<p>A helpful way to phrase this might be: \u201cWe are currently assessing which tasks could be supported by AI in future. No decisions have yet been made regarding changes to roles. By the end of the month, we will have gathered feedback from the teams affected and will then inform you of the next steps.\u201d<\/p>\n<p>It is important to stick to the announced deadline \u2013 even if the response is that a decision will take some time.<\/p>\n<p><strong>2. Listen to people\u2019s concerns without trivialising them<\/strong><\/p>\n<p>Saying \u201cYou don\u2019t need to worry\u201d is of little help when staff are seeing concrete signs of change. Instead, ask them in one-to-one meetings and team discussions: \u201cWhich change is currently causing you the most concern?\u201d or \u201cWhat information would help you plan your work for the coming weeks?\u201d<\/p>\n<p>Not everyone wants to voice their concerns in front of the whole group. You should therefore also offer confidential discussions and explain how feedback will be handled.<\/p>\n<p><strong>3. Highlighting the impact on day-to-day work<\/strong><\/p>\n<p>A new organisational chart does not yet answer the question of who will make decisions in future or which roles will be phased out. Go through the work in detail with the team:<\/p>\n<ul>\n<li>Which tasks will remain?<\/li>\n<li>What new tasks will be added, or which ones will change?<\/li>\n<li>Where are responsibilities still unclear?<\/li>\n<li>Which of the current tasks are not a priority during the transition?<\/li>\n<\/ul>\n<p>That last point in particular is important. Anyone who is given additional tasks needs time, or a clear decision on what will be put on hold to make way for them.<\/p>\n<p><strong>4. Testing AI collaboratively on specific tasks<\/strong><\/p>\n<p>Don\u2019t introduce AI simply as a general promise of greater efficiency. Work with the team to select a manageable use case, such as organising internal information or producing an initial draft of a text. Set out which results will be reviewed by people, what data may be entered, and how the team will be able to tell whether the application is actually helping.<\/p>\n<p>Set aside time for learning. Staff need the opportunity to ask questions and openly discuss any mistakes they make in the test without fear of being penalised.<\/p>\n<p><strong>5. Encourage participation and take feedback on board<\/strong><\/p>\n<p>Employees often have a better understanding of the difficulties involved in a process than those who are redesigning it. Before making a decision, therefore, ask which interfaces are working well, where work is getting held up, and what support is needed. Then explain which suggestions will be adopted and why others cannot be implemented.<\/p>\n<p>The WHO recommends addressing mental health risks through working conditions as well, and involving employees meaningfully in changes. Listening is a start; what follows is what matters.<\/p>\n<h2>What employees can do themselves<\/h2>\n<p><a name=\"Anker3\"><\/a><br \/>\n<strong>Formulate questions clearly: <\/strong>Rather than being left alone with the general worry that \u2018everything is changing\u2019, it can help to write down any unresolved issues: \u2018Who will decide on my duties in future?\u2019 or \u2018What knowledge do I need for the new system?\u2019 Specific questions are easier to clarify.<\/p>\n<p><strong>Distinguish between facts and fears:<\/strong> make a note of what has been officially announced and what you suspect. This does not automatically dispel your worries, but it does prevent rumours from turning into certainties without you realising it.<\/p>\n<p><strong>Ask for support:<\/strong> When new tasks arise, discuss priorities, induction and the time you have available. You don\u2019t have to cope with a reorganisation on your own by putting in extra effort.<\/p>\n<p><strong>Share your own experiences:<\/strong> Let us know as soon as possible if a new procedure isn\u2019t working in practice. Describe as precisely as possible where the problem arises and what changes might help. This allows us to take your perspective into account when making decisions.<\/p>\n<p><strong>Be aware of your limits:<\/strong> if you are feeling increasingly anxious, having trouble sleeping or feeling constantly overwhelmed, talk to someone you trust and make use of the support services available. The responsibility for ensuring healthy working conditions does not lie solely with employees.<\/p>\n<h2>A short team meeting that can help provide direction<\/h2>\n<p><a name=\"Anker4\"><\/a><br \/>\nA regular 20-minute session can make a big difference during a reorganisation. Three questions are enough to provide a fixed structure:<\/p>\n<ul>\n<li>What has been decided since the last meeting?<\/li>\n<li>Where are there any uncertainties or excessive workloads in day-to-day work?<\/li>\n<li>Who will clarify which point by when?<\/li>\n<\/ul>\n<p>Make sure the answers are recorded in a way that is accessible to everyone. That way, questions do not have to be asked over and over again, and commitments remain verifiable.<\/p>\n<h2>Shaping change together<\/h2>\n<p><a name=\"Anker5\"><\/a><br \/>\nA reorganisation may not feel positive for staff straight away. Anyone who fears for their job or needs to find their new role first and foremost needs honest answers, time and reliable points of contact. Employers can create the right framework for this. Staff can raise questions, share their experiences and express their concerns.<\/p>\n<p>Good teamwork is particularly evident when a team is able to discuss even difficult issues and remain capable of taking action together. BITOU supports teams in strengthening their communication and collaboration \u2013 especially during periods when roles and requirements are changing.<\/p>\n<\/div>\n\t<\/div>\n<\/section>\n\n\n<section class=\"block-text  pb10 pb12@sm pb16@md pb20@lg pb24@xl\" id=\"block_d3c39c86716152a4632f8e0f1ffbd431\">\n\t<div class=\"container\">\n\t\t<div class=\"f6@xl mx-auto\"><p><!-- Umschlie\u00dfende Karte (Desktop und Mobile Ansicht untereinander) --><\/p>\n<div style=\"width: 100%;max-width: 600px;margin: 0 auto;background-color: #f9f9f9;border: 1px solid #e5e5e5;border-radius: 12px;overflow: hidden;font-family: sans-serif\">\n<p>  <!-- Flex-Container f\u00fcr alles untereinander --><\/p>\n<div style=\"display: flex;flex-direction: column;align-items: center;padding: 32px 24px\">\n<p>    <!-- Bild-Container: Runde Form --><\/p>\n<div style=\"width: 250px;height: 250px;border-radius: 50% !important;overflow: hidden;border: 4px solid #fff;margin-bottom: 24px\">\n      <img decoding=\"async\" src=\"https:\/\/www.bitou.de\/wp-content\/uploads\/2026\/07\/Social-Media_Pia.jpg\" alt=\"Pia Neugebauer\" style=\"width: 100% !important;height: 100% !important;object-fit: contain !important;object-position: center center !important;display: block !important;margin: 0 !important;max-width: 100% !important;max-height: 100% !important\" \/>\n    <\/div>\n<p>    <!-- Textbereich --><\/p>\n<div style=\"text-align: left;width: 100%\">\n<p>      <!-- \u00dcberschrift in Englisch --><\/p>\n<h2 style=\"margin: 0 0 16px 0;font-size: 24px;font-weight: bold;color: #111;border: none;padding: 0\">\n        About the Author<br \/>\n      <\/h2>\n<p>      <!-- Text in Englisch --><\/p>\n<p style=\"margin: 0 0 16px 0;line-height: 1.6;color: #333;font-size: 16px\">\n        Pia Neugebauer is Managing Director and Head of HR at BITOU GmbH, bringing many years of experience in human resource management and leadership styles.<br \/>\n        With a keen sense for interpersonal dynamics and a great passion for sustainable change processes, she regularly writes about topics that truly move teams forward.\n      <\/p>\n<p>      <!-- Englischer Link --><br \/>\n      <a href=\"https:\/\/www.bitou.de\/en\/pia-neugebauer-author\/\" style=\"color: #e60000;text-decoration: none;font-weight: bold;font-size: 15px;display: inline-block\"><br \/>\n        Find out more about Pia and current projects here \u2192<br \/>\n      <\/a>\n    <\/div>\n<\/p><\/div>\n<\/div>\n<\/div>\n\t<\/div>\n<\/section>\n\n\n<section class=\"block-related-content  pb10 pb12@sm pb16@md pb20@lg pb24@xl\" id=\"block_d58ec5c7807c1430251ab5f79730acbb\">\n\t<div class=\"container\">\n\t\t<h2 class=\"like-h3\">Das k\u00f6nnte Sie auch interessieren<\/h2><div class=\"grid mt4 mt8@md mt12@xl row-gaps\">\n\t\t\t\t<div class=\"cell 12 6@sm 4@lg d-flex Xmb4 Xmb8@md Xmb0@lg\">\n\t\t\t\t\t<article class=\"shadow1 d-flex flex-col w-100 overflow-hidden\">\n\t\t\t\t\t\t<div class=\"p-relative overflow-hidden w-100\">\n\t\t\t\t\t\t\t<a href=\"https:\/\/www.bitou.de\/en\/team-development\/change-management-this-is-how-we-support-yo-in-change-processes\/\" tabindex=\"-1\"><img decoding=\"async\" src=\"https:\/\/www.bitou.de\/en\/wp-content\/uploads\/sites\/3\/2022\/11\/Change-Management-Header-640x344.jpeg\" alt=\"Change Management Header\" class=\"object-cover h48 h64@xl\"><\/a>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t<div class=\"ta-center pa8 pa10@md d-flex flex-col flex-grow-1 w-100\">\n\t\t\t\t\t\t\t<h3 class=\"like-h3 f4@lg f3@xl hyphens-auto mb2 mb3@sm mb4@lg mb5@xl\"><a href=\"https:\/\/www.bitou.de\/en\/team-development\/change-management-this-is-how-we-support-yo-in-change-processes\/\" class=\"c-text h:c-primary lh-tight\">Change Management &#8211; 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This article shows why a clear AI strategy is a matter for senior management, how companies balance tradition and innovation, and what we can learn from examples such as China and JPMorgan.<\/p><\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/article>\n\t\t\t\t<\/div>\n\t\t\t<\/div>\n\t<\/div>\n<\/section>","protected":false},"excerpt":{"rendered":"<p>When teams are reorganised, new opportunities are often accompanied by concerns: What does the use of AI mean for one\u2019s own work? Will responsibilities change or will jobs be made redundant? And how is the team supposed to cope with increasing demands? In this article, you will learn why such fears should be taken seriously and what specific steps managers and employees can take together to ensure greater clarity and reassurance.<\/p>\n","protected":false},"author":16,"featured_media":22065,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"content-type":"","_trash_the_other_posts":false,"editor_notices":[],"footnotes":""},"categories":[19],"tags":[],"class_list":["post-22064","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-team-development"],"acf":[],"aioseo_notices":[],"aioseo_head":"\n\t\t<!-- All in One SEO Pro 5.0.3 - aioseo.com -->\n\t<meta name=\"description\" content=\"Team restructuring, AI and job cuts are causing anxiety. 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