Is the space between those who eagerly embrace artificial intelligence (AI) and those who shy away from it widening? What are the implications? Do we risk creating an imbalance in skills, understanding and impact?
A powerful new narrative about shared prosperity is required, by leaders as decision makers, story tellers and guides.
Understanding the Chasm
As Geoffrey Moore described in his groundbreaking work Crossing the Chasm there is often a gap that separates early adopters of disruptive technology from the majority. In the context of AI, this gap is widening.
On one side are those who see AI as a springboard for innovation, efficiency, and growth. They experiment, integrate AI tools, and push boundaries. On the other, individuals and teams feel overwhelmed, skeptical or fearful of AI. They see risks rather than opportunities—risks to their roles, their expertise, and even their sense of identity within the workplace. Of course this is a continuum and not binary, but the middle ground might be widening more quickly than we think. And the danger lies in letting this divide widen without paying too much heed to it. The result could be stagnation, misalignment and friction between AI advocates and those who resist its influence. AI’s potential is not optimally harnessed and some employees are left behind.
Work is changing and evolving, as it always does, and AI is likely to be required in most roles in some form or another. Acemoglu and Johnson in their book Power and Progress highlight a tendency for artificial intelligence and other digital technologies to ‘mesmerise the business elite’, while ‘threatening to undermine jobs and democracy’. The problem is an unbalanced portfolio of innovations that excessively prioritize automation and surveillance, failing to create new tasks and opportunities for workers. They call for the development of a new narrative about shared prosperity. Because this divergence isn’t just about technology. It’s about mindset, readiness, and inclusion.
Strategic Patience and Long Term Thinking: AI as Equaliser, not Divider
Employees who shy away from AI often focus on the discomfort of learning something new or fear potential job displacement. Long-term thinking, by contrast, views AI as an opportunity to future-proof skills and better position in field. AI can be seen as a long-term investment, rather than a short-term threat, that with time and practice can enhance productivity, creativity and career.
Employers tend to agree that we are in it for the long haul. AI is part of the broader picture of workplace transformation and success, but perhaps where the vision needs extension is around how it bridges divides rather than exacerbates them. Employers and leaders need to engage with this long term goal -framing AI adoption as a collective journey. This will require patience.
Creating a bridge across the chasm doesn’t just involve technology training—it requires fostering trust, curiosity and psychological safety. Creating environments where individuals feel supported, educated, and empowered does not happen over-night. Cultivating a mindset of openness, fostering readiness for change and promoting inclusion requires persistence. But a lack of social capital investment always delivers returns, and not the kind we hope for.
The mesmerisations of an elite group of forerunners may chart the organisation forward, but anchoring and scaling small successes needs the creative engagement of wider systems.
Practical Advice for Employers
Bridging the AI chasm is not just a technological challenge but a human one. Organisations that succeed will be those that play the long-term game by bringing their entire workforce along for the ride. They will recognise that different perspectives and contributions confer competitive advantage.
Here are a few ideas:
- Practice Vision Casting: Paint a compelling long-term picture of how AI will transform and benefit teams, align with the bigger picture or direction of travel. Make links between roles and long term impact. Use and build the power of narrative to increase understanding, spark empathy and empower individuals to connect and thrive together.
- Provide Pathways: Offer accessible learning opportunities that balance long-term skill acquisition with short-term achievements. Encourage reluctant employees to take small, consistent steps to engage with AI. Include learning sessions, experimenting with tools, and collaborating with AI-enthusiastic colleagues to learn informally.
- Model Long-Term Thinking: Highlight examples of how early adoption of AI tools has created long-term success stories within the organisation.
- Use new tools available: One example is The GC Index – used to map innovation potential and foster inclusion. Unlike many profiling tools that focus on personality, it measures how individuals want to contribute to innovation and growth. With a language to talk to AI adoption, we can value diverse contribution and reveal untapped potential among those who may be resistant to AI. Teams with enhanced understanding and respect are better positioned to tackle complex challenges—like crossing the AI chasm. They are more supportive, stronger, more resilient and adapt more quickly.
Building the Bridge Together
“Play long-term games with long-term people.” – Naval Ravikant
The problem with an unbalanced portfolio of innovations is that they excessively prioritise automation and surveillance, while failing to create new tasks and opportunities for workers. Preparing employees to play the long game with AI involves vision, strategic patience and intentional action. AI is not just about tools but about mindset and inclusion.
The divide is not insurmountable. Leaders can be decision makers and guides, creating powerful narratives and using new frameworks to make sure that we are mesmerised and not left behind.
Gaylin Jee, Founder of 33 Emeralds: Building creative human advantage
Also by the author:
Thriving in digital workspaces: From compete to create: exploring new tools https://link.springer.com/chapter/10.1007/978-3-030-24463-7_4
