Strategies for managing AI agents in the workplace

As businesses increasingly integrate artificial intelligence into their daily operations, leaders are facing new challenges in maintaining team cohesion. A startup founder recently expressed concerns about managing a workforce that, by the end of 2026, will consist of seven human employees and more than 20 AI agents.

Paula Goldman, who leads ethical and humane use of AI at Salesforce and authored the book Manage the Machine, suggests that the presence of AI in team channels can profoundly influence decision-making and workplace relationships. She argues that organizations must steer these interactions wisely to ensure that AI supports human potential rather than disrupting essential human collaboration.

A central issue identified in the Fast Company article published Nov. 5, 2026, is the lack of clear accountability when AI tools are deployed. Goldman notes that companies often provide workers with tools capable of executing significant tasks without establishing who is responsible for the final results, comparing this to hiring an employee without a reporting structure.

The article emphasizes that AI agents should not be granted the status of human teammates. Instead, managers are encouraged to maintain oversight of these tools to ensure they remain subordinate to human judgment. Aarthi Belani, a partner at the law firm Baker McKenzie, is also noted for her approach to the onboarding of new AI technologies within professional environments.