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We argue that five key reactions will be especially common and they vary in the extent to which they are positive or
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adaptive and the extent to which they are negative for the organization and for the employee. There's one we call
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direct resolution. You feel a threat to your competence and you decide to upskill yourself. For example, you sign
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up to a prompt engineering course to be able to be a proficient user of genai. That is tackling the threat directly to
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solve it and become a proficient user benefit from it. The second one we talk about is symbolic self-comp completion
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and that strategy is one where the employee is reminding themselves and others and underlying the role of human
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judgment. For example, you can imagine a consultant who in the course of a presentation underlines the human
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insights that are brought in. Then there is dissociation where you are trying to
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move away from geni tools or geni jobs. So for example, graphic designer might rediscover old-fashioned techniques. And
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as an element of this, there might be a component of sabotaging, trying to behave in a way that makes the AI fail.
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And so that's obviously not good for the company's effort to benefit from geni.
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Then you have escapism, which is basically disengagement. I'm can I have geni doing all this work and I'm
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spending all my time scrolling on the phone? And then you have one called flu fluid compensation which is trying to
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assess what's AI doing well and what is not doing so well and then pivot a little bit recalibrate your activity and
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your skills towards the areas where you feel AI is falling short and so that's a
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more adaptive one.