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