The American Trucking Associations praised the leaders and members of the House Transportation and Infrastructure Committee for their work in advancing the INVEST in America Act to the House floor. “Chairman DeFazio and the entire committee have produced a solid piece of legislation that authorizes a real and significant increase in funding for our roads and bridges, as well as a broad range of policies to improve highway safety,” said ATA President and CEO Chris Spear. “ATA supports this bill and appreciates the hard work of the committee members and staff, and we look forward to working with Congress to further improve this important bill as it continues through the process, and securing bipartisan support for an infrastructure investment package that provides real money for our roads and bridges.”

HOBOKEN, NJ—New Wiley survey results point to a growing risk of change fatigue for employees continuously navigating the impact of artificial intelligence (AI) at work. The report suggests the combination of constant change and rising stress levels threatens to create a “cascade crisis,” where employees are repeatedly battered by new disruptions before they’ve had a chance to recover from previous ones. Recent Wiley research has revealed significant and growing levels of stress in the workforce caused by recurring changes in organizations, including the rapid ascension and use of AI. In the newest Wiley Workplace Intelligence report, “Navigating the AI Era: Five Key Insights for Managing Change,” two-thirds (67%) of respondents say they expect more change in near future, with more than a third (35%) reporting severe stress levels. “When employees are perpetually in reactive mode, there’s a growing risk of change fatigue setting in, impacting their ability to adapt, innovate, and perform and hurting productivity,” said Wiley researcher Dr. Tracey Carney, who headed the study. “To address these issues, it’s important for organizations to develop clear policies around AI, offer effective training, and build a change-resilient culture, moving from reactive management to proactive change leadership.”