of roles for existing workers. Both at the societal level and within individual organizations, the adoption of automation technologies such as generative AI can transform established ways of working and create conditions that enable downsizing and austerity-driven management practices. A key question, then, is how to ensure that technological transitions do not undermine labor rights or allow the gains from increased productivity to be captured by only a few. Issues such as reskilling and fair distribution should therefore be prioritized. In addition, as organizations introduce generative AI, there is a need for participatory governance that enables all relevant stakeholders to be involved in decision-making processes. The adoption of generative AI within an organization can also have effects beyond the organization itself. During the workshops conducted as part of the preparation of this guide, one participant shared an example in which their organization used generative AI to produce music for a public demonstration. While using AI-generated music can reduce financial and time costs, it can also be interpreted as replacing work that might otherwise have been commissioned from cultural or artistic workers. Similarly, tasks such as poster design or illustration—work that in the past would likely have been outsourced to designers and illustrators—are now increasingly being carried out in-house by staff using generative AI tools. This illustrates a tension in which efforts to improve productivity at the organizational level may have negative impacts on the broader labor ecosystem and surrounding professional networks. At the same time, it is necessary to critically examine whether 32 33