In the news. Resistance to workplace AI is more active—and more damaging—than many executives may realize. As Inc. reports, one survey finds that 29% of workers, including 44% of Gen Z workers, say they have sabotaged their company’s AI strategy through actions such as using unapproved tools or intentionally weakening output. Another survey reports that nearly half of workers who describe themselves as “anti AI” fear losing their jobs to the technology, while some admit to faking AI use. There’s a widening disconnect: Executives may see AI as a necessity for productivity and competitiveness, while many employees see its adoption as coming at their expense. [Inc.]

Trust is not simply an outcome of a successful transformation, but one of the conditions that makes transformation both possible and effective.

On McKinsey.com. A culture of trust is critical to turning AI investments into enterprise value. Research by McKinsey’s Aaron De Smet, Bonnie Dowling, Holly Price, and Ignacio Fantaguzzi finds that organizations with higher levels of trust report capturing greater value from their AI initiatives. For instance, trust makes employees more willing to experiment with AI, share what’s working—and what isn’t—and discuss mistakes, creating faster feedback loops that help organizations learn and adapt. Leaders can make four moves to build trust: communicate a clear plan, listen firsthand, invest in skills and transitions, and equip managers to lead candidly.

Build trust in AI