This concern is very real, especially after implementing a system where operation records become visible—some people directly connect it to 'the boss is watching.' Several approaches can reduce this feeling: First, before implementation, clarify that system records serve the purpose of 'being able to trace back if there's a problem, not to catch people,' so people understand this record also protects them. Second, design the process so each person knows clearly their scope of responsibility, not so everyone can see everyone else's actions. Third, managers must use the system themselves too—it can't be 'you use it, I read the report.' Once managers lead by using the tool, it's less likely to be interpreted as surveillance. Transparency and trust are not opposites; the key is explaining clearly what is transparent and why.