At a time when technology continues to transform working life at warp speed, it’s no surprise that new terms are continually being coined to capture the corresponding impact on employees.

In 2025, the buzz phrase that has arguably attracted the most attention is ‘quiet cracking’. In wording at least, it can be seen as an evolution of the ‘quiet quitting’ phenomenon that arose in the wake of the pandemic in 2022, when increasing numbers of workers looked to reclaim autonomy and counter the threat of burnout by only meeting the minimum levels required by their job.

Quiet cracking, meanwhile, describes a different and arguably more sobering scenario. Here, staff are struggling in silence, grappling with the persistent mental and emotional strain of working in environments where there is pressure to do more with less, while contending with an unpredictable global economy and the presence of Artificial Intelligence (AI) looms large in the background.

Unhappy at their situation, but apparently powerless to do much about it, some employees are left feeling stuck. This in turn can have negative impacts on levels of engagement, motivation and productivity as well as happiness and wellbeing.

Disruptive forces

The prevalence of the problem is illustrated by one survey which suggests that more than half (54%) of employees have experienced quiet cracking to some extent.

It is no coincidence that this trend has coincided with the growing use of AI in the workplace. While this transformational technology is undoubtedly creating new opportunities for business in terms of productivity, it is also seen as a source of disruption among workers who are aware of its potential to radically redefine roles and structures. Indeed, a study conducted by YouGov for conciliation service Acas found that just over a quarter (26%) of workers are worried that AI will be a trigger for job losses.

It is impossible to know how the continued implementation of AI will play out, and how well-founded such fears are, but studies have previously pointed to the importance of adopting new technologies in a way that complements rather than replaces human effort in order to maximise its potential. The biggest organisational gains have been found in companies where digital advances are also allied to operational changes, such as decentralised decision-making and worker upskilling.

Empowered by AI

This underlines the importance of harnessing AI as a tool to provide employees with a sense of agency in the face of concerns over disintermediation and empowering them not only to achieve more but to engage in more meaningful, rewarding work.

Renowned tech entrepreneur Reid Hoffman uses the term ‘superagency’ to describe this vision of AI as an enabler of human ingenuity. Consulting firm McKinsey has further explored this concept, expanding on the importance of human-AI collaboration in the workplace. It claims that employees are, perhaps surprisingly, more ready to embrace an AI future than leaders might think, but that they are seeking direction from their employers to achieve a balance of speed and safety.

Digital transformation must, therefore, be married to effective communication to ensure staff feel included, engaged and active in change processes. With a more transparent approach and an open company culture, staff can understand the strategic approach and voice concerns, helping avoid the atmosphere of confusion and doubt that provides a breeding ground for scepticism and fear.

A tool for engagement

As well as providing employees with a clear understanding of AI’s use within the business, employers also have the potential to use AI as a tool in the battle against quiet cracking. While structured employee reviews and questionnaires remain important mechanisms for staff feedback, there is potential to augment them with more frequent sentiment analysis tools powered by AI.

These tools pick up on subtle shifts in language that might indicate frustration among the workforce. In some cases, these ‘flags’ can be used to instigate face-to-face contact, enabling leadership to check in on the well-being of the staff member in question and confront any issues or concerns as early as possible.

Building on the adage that a problem shared is a problem halved, this approach can help alleviate the pressure and strain felt by employees. Going further, if staff are made to feel secure and empowered, there is potential for them to develop their sense of curiosity around AI and embrace its potential to enhance the organisation.

After all, technology such as AI is not going away, and neither is the impact that it will have on employees. At such a time of change, this makes it vital for companies to balance the potential of AI with the pressure on its people to avoid quiet cracking and encourage a culture of quiet thriving.

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