What if the biggest obstacle to successful AI adoption in your company is not the technology?
It may be the psychology of the people being asked to use it.
In this episode of The Mason Duchatschek Show, Mason sits down with Dr. Gleb Tsipursky, a behavioral scientist, CEO of the future-of-work consultancy Disaster Avoidance Experts, and author of seven books, including the forthcoming The Psychology of AI Adoption at Work: From Resistance to Results, published by Georgetown University Press.
Dr. Tsipursky brings an unusually deep combination of academic research, executive consulting, and media experience to the conversation. He spent more than 15 years in academia as a behavioral scientist with faculty appointments at The Ohio State University and UNC-Chapel Hill.
His ideas and analysis have appeared in Harvard Business Review, Fortune, and Forbes, and The New York Times. His work focuses on the human side of major workplace transitions, including artificial intelligence, employee behavior, decision-making, leadership, and the future of work.
That background becomes especially important in this conversation because Dr. Tsipursky argues that businesses can spend heavily on artificial intelligence and still fail to capture its value when leaders misunderstand how employees actually respond to AI.
Employees may fear that AI is being introduced to eliminate their jobs. Others may believe it threatens skills that are central to their professional identity. Some employees are already using AI effectively but hide that usage from coworkers and managers because of embarrassment, uncertainty, or social stigma
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Those reactions can create resistance, shadow AI usage, poor implementation, lost productivity, and even damaged customer relationships.
You'll discover:
• The three major psychological barriers that can derail AI adoption
• Why fear of job loss makes AI adoption fundamentally different from previous technology changes
• Why employees can interpret an AI initiative as an attempt to train their own replacements
• How AI can threaten an employee's professional identity even when job loss is not the primary concern
• Why \"shadow AI\" can prevent an organization from capturing the productivity gains employees are already creating
• Why leaders should begin AI adoption by identifying the tasks employees dislike doing
• How prompt libraries can help employees experiment with AI without immediately threatening work they take pride in
• How companies can encourage employees to share useful AI workflows and productivity improvements
• What AI agents are and how they may transform prospecting, meeting preparation, performance management, sales, and other business processes
One of Dr. Tsipursky's central messages is especially important for executives trying to get meaningful returns from AI:
AI adoption is not primarily a technology problem. It is a psychology and leadership problem.
Buying the software is the easy part.
Getting employees to trust it, use it intelligently, talk openly about how they are using it, improve workflows with it, and maintain appropriate human judgment requires a very different approach.
As AI agents become more capable, are you preparing your managers merely to use AI, or to lead people who manage AI?
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