The Curious Case of AI: How Leaders Can Navigate the Complexity of Resistance to Adopting New Technology

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As artificial intelligence reshapes how organizations operate, it raises urgent questions about how employees engage with change. Despite massive investment and widespread hype, AI adoption often meets resistance and stalled implementation. Leaders need to understand implementation challenges and how to navigate them.

As artificial intelligence reshapes how organizations operate, it raises urgent questions about how employees engage with change. Despite massive investment and widespread hype, AI adoption often meets resistance and stalled implementation. Leaders need to understand implementation challenges and how to navigate them.

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Dr. Shaista E. Khilji, professor of human and organizational learning and international affairs and department chair at George Washington University, explores why AI inspires both enthusiasm and apprehension, and how organizations can adopt it responsibly. She draws on the metaphor of The Curious Case of Benjamin Button to highlight the paradoxes at the heart of AI adoption.

Dr. Shaista E. Khilji, professor of human and organizational learning and international affairs and department chair at George Washington University, explores why AI inspires both enthusiasm and apprehension, and how organizations can adopt it responsibly. She draws on the metaphor of The Curious Case of Benjamin Button to highlight the paradoxes at the heart of AI adoption.

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“We know that AI use is rapidly growing, and organizations are being expected to make structural and strategic changes to generate value from AI systems and tools,” she said. However, she points to a 2024 Gallup survey showing that nearly 70 percent of employees do not prioritize using AI.

“We know that AI use is rapidly growing, and organizations are being expected to make structural and strategic changes to generate value from AI systems and tools,” she said. However, she points to a 2024 Gallup survey showing that nearly 70 percent of employees do not prioritize using AI.

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“A review of the literature highlights this disconnect, with CEOs being advised to adopt a ‘think-big’ AI approach that translates into comprehensive strategic change,” Dr. Khilji explained. “At the same time, people are experiencing fears of job loss, team conflicts, and a lack of trust. We need to understand and address this divide, or it will only grow.”

“A review of the literature highlights this disconnect, with CEOs being advised to adopt a ‘think-big’ AI approach that translates into comprehensive strategic change,” Dr. Khilji explained. “At the same time, people are experiencing fears of job loss, team conflicts, and a lack of trust. We need to understand and address this divide, or it will only grow.”

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She said there is a plurality of perspectives that complicates AI’s adoption in organizations. These perspectives range from enthusiastic optimism about AI’s potential to extreme skepticism about its impact.

She said there is a plurality of perspectives that complicates AI’s adoption in organizations. These perspectives range from enthusiastic optimism about AI’s potential to extreme skepticism about its impact.

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She cited an MIT report that showed 95 percent of generative AI pilots within companies are failing to deliver measurable impact, with many projects stalling or abandoning their initial goals. Similarly, data indicates that AI adoption rates, especially among larger firms with more than 250 employees, began to decline in mid-2025. This growing hesitation reflects that scaling AI is far more challenging than anticipated, and some sources even predict that 40 percent of agentic AI initiatives will be canceled in the near future.

She cited an MIT report that showed 95 percent of generative AI pilots within companies are failing to deliver measurable impact, with many projects stalling or abandoning their initial goals. Similarly, data indicates that AI adoption rates, especially among larger firms with more than 250 employees, began to decline in mid-2025. This growing hesitation reflects that scaling AI is far more challenging than anticipated, and some sources even predict that 40 percent of agentic AI initiatives will be canceled in the near future.

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“So, on one hand, you have massive investments, and on the other hand, we have implementation failures. Of course, the failures could be attributed to the quality of the products,” Dr. Khilji said. “I want to examine the failure and implementation challenges through the lens of resistance.”

“So, on one hand, you have massive investments, and on the other hand, we have implementation failures. Of course, the failures could be attributed to the quality of the products,” Dr. Khilji said. “I want to examine the failure and implementation challenges through the lens of resistance.”

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She presented two perspectives on resistance. The first, the instrumental rational view, urges companies to press forward with scaling AI despite challenges. This approach emphasizes turning everyone into “agent leaders” by equipping them with the skills to work effectively alongside AI agents.

She presented two perspectives on resistance. The first, the instrumental rational view, urges companies to press forward with scaling AI despite challenges. This approach emphasizes turning everyone into “agent leaders” by equipping them with the skills to work effectively alongside AI agents.

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The second perspective highlights the complexity of resistance, a dynamic interplay of visible compliance (or opposition) and hidden opposition (or compliance). She suggests that resistance manifests subtly, with employees publicly supporting AI initiatives while privately harboring doubts.

The second perspective highlights the complexity of resistance, a dynamic interplay of visible compliance (or opposition) and hidden opposition (or compliance). She suggests that resistance manifests subtly, with employees publicly supporting AI initiatives while privately harboring doubts.

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“In my research, I have found that even those tasked with enabling AI have doubts about its efficacy and usefulness. The hardest part of AI adoption so far has been convincing people and allaying their fears,” Dr. Khilji said.

“In my research, I have found that even those tasked with enabling AI have doubts about its efficacy and usefulness. The hardest part of AI adoption so far has been convincing people and allaying their fears,” Dr. Khilji said.

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Dr. Khilji advises going beyond surface-level executive and consultant-led narratives to understand the multifaceted responses within organizations. Leaders must be curious, ready to handle unexpected challenges, and encourage shared understanding across teams. Managing AI-driven change is neither straightforward nor purely logical. In fact, it demands a blend of magic and logic. Magic refers to the empathetic recognition of deep-seated fears, emotional attachments, change fatigue, and cognitive burdens that employees carry. Logic provides the framework for strategic planning, experimentation, and capability building.

Dr. Khilji advises going beyond surface-level executive and consultant-led narratives to understand the multifaceted responses within organizations. Leaders must be curious, ready to handle unexpected challenges, and encourage shared understanding across teams. Managing AI-driven change is neither straightforward nor purely logical. In fact, it demands a blend of magic and logic. Magic refers to the empathetic recognition of deep-seated fears, emotional attachments, change fatigue, and cognitive burdens that employees carry. Logic provides the framework for strategic planning, experimentation, and capability building.

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“The competing narratives of hype and fear highlight tensions within organizations,” she said. “We should start to see organizations as sites of emotional and cognitive burdens. It means that we need to understand and address people’s anxieties much more meaningfully for successful adoption and proceed with AI development and scaling efforts that match people’s expectations and address their fears.”

“The competing narratives of hype and fear highlight tensions within organizations,” she said. “We should start to see organizations as sites of emotional and cognitive burdens. It means that we need to understand and address people’s anxieties much more meaningfully for successful adoption and proceed with AI development and scaling efforts that match people’s expectations and address their fears.”

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Dr. Khilji argues that AI, like Benjamin Button’s story, challenges us to navigate the paradoxes of life and change. It’s a reminder to leaders that adoption ought not to be blind; instead, it requires both insight and care. Leaders must balance innovation with human complexity and caution as they navigate this tension to ensure AI adoption is meaningful, responsible, and effective.

Dr. Khilji argues that AI, like Benjamin Button’s story, challenges us to navigate the paradoxes of life and change. It’s a reminder to leaders that adoption ought not to be blind; instead, it requires both insight and care. Leaders must balance innovation with human complexity and caution as they navigate this tension to ensure AI adoption is meaningful, responsible, and effective.