We are living in an extraordinary time when artificial intelligence (AI), specifically generative AI, is transforming every aspect of our lives and work. AI is no longer futuristic; it is here, reshaping industries, communities and daily life. This transformation is thrilling but also provokes profound uncertainty.

AI can enhance our lives, allowing us to focus more on what gives us purpose and meaning. Yet, many perceive it as threatening what we hold dear: our sense of connection and shared humanity, as well as the meaningfulness of our work and lives. The rise of the internet and social media has already shown how technology can amplify anxiety, depression and disconnection. Will AI follow this path, or can we harness it to foster growth, improve relationships and create a more connected and meaningful world?

This article explores the challenges workers face and offers tips for navigating these challenges and opportunities at three levels: individuals, teams and organizations. By approaching AI with intention, empathy and care, it can serve as a tool to improve our lives rather than being a source of anxiety.

Change and Uncertainty

The human brain is naturally wired to detect and respond to potential threats — an instinct shaped over millennia for survival. Change, with its inherent uncertainty, can trigger this threat response. Today, even when change doesn’t pose mortal danger, our brain still perceives it as a threat.

In the context of AI, we might not face physical danger — no Terminator-esque robots (yet?) — but AI fundamentally disrupts familiar patterns in work and life, sparking concerns that strike at the heart of our identity and stability.

Much of AI’s threat stems from uncertainty: Will it replace jobs? Reshape roles? Create ethical dilemmas? Even small changes at work, like a new co-worker, can cause a flood of emotions. “Natalie seems great, but what’s she going to be like to work with? Will we be friends? Will she one-up me?” AI will likely change the way you and your team work far more radically than any new team member. At a minimum, using AI at work is like having a new assistant and may mean changes to your team structure and the very nature of your job. Feeling trepidation is natural — our brains are hardwired for it.

AI can drastically alter work and societal norms. Many fear their hard-earned skills will become obsolete, while others are uncertain about what AI’s rise means for their career and the value they bring. This uncertainty is worsened by a lack of clear guidance on how to prepare for and adapt to these changes. We’re all facing a deluge of AI-related information, including tools, training and media, which can lead to cognitive overload, making it difficult to act with confidence.

To make matters worse, the adoption strategy of AI is often unclear and highly inconsistent across an organization. This leaves employees struggling with mixed messages, unclear expectations and insufficient role-specific training. This misalignment increases stress and highlights the need for clearer guidance and support. Additionally, AI introduces governance and ethics challenges. Many companies lack clear policies on AI use, intellectual property and data privacy, leading to inconsistent messaging about acceptable AI applications and ethical uncertainty.

Team leaders face additional challenges guiding their teams amid uncertainties. Leaders may experience cognitive dissonance when enforcing outdated or unclear policies while trying to help their teams be more productive and engaged. This challenge is compounded when teams collaborating with one another have very different approaches to using AI.

How Threat Affects Us

To understand how change and uncertainty affect us, we must understand our brain’s wiring. When faced with ambiguity or threats, the amygdala, which processes emotions, becomes more active. This triggers physiological changes, including hormone release, leading to high arousal and a “fight or flight” response.

Some arousal, like facing a deadline, can improve our performance. However, when perceived threats trigger the fight or flight response it impairs executive functions like planning, reasoning and decision-making. Thinking becomes less flexible, causing us to rely on habits, which diminishes innovation.

The prefrontal cortex, responsible for these executive functions, plays a crucial role in regulating the amygdala’s response to stress. Chronic stress from ongoing threats can impair the prefrontal cortex’s ability to regulate the amygdala, leading to prolonged stress responses and further impairing cognitive functions. Additionally, prolonged exposure to stress hormones due to chronic stress decreases emotional regulation and increases fear and anxiety. It also causes cognitive fatigue, which further impairs adaptation and innovation. This means that knowledge workers, who rely on cognitive flexibility and creativity, may struggle most during AI-driven change.

Recommendations for Individuals

For individuals, navigating AI adoption begins with self-awareness and a growth mindset — believing that skills and abilities can be developed through effort and learning instead of a fixed mindset, which assumes talents are innate and unchangeable. From there, approaching AI with curiosity and a willingness to learn allows professionals to address fears, embrace opportunities and transform uncertainty into growth.

• Understand your organization’s AI policies and point of view: Research how AI is used in your organization and its relevance to your role. Read any published materials on AI, and ask your manager if you have questions. Stay engaged and continue learning as your organization’s approach to AI evolves.
• Upskill and experiment: Build the habit of using AI for a wide range of tasks. Experiment with small AI tasks to learn its capabilities and limitations, both personally and at work. For example, check email grammar or generate a draft response. Participate in any relevant training offered and test AI’s usefulness in different areas.
• Align with your values: Reflect on how AI aligns with your career aspirations and ethical principles. If one of your values relates to expressing your own creativity, you could experiment with ways to use AI as an assistant in your own creative process. For example, you could try creating a voice-to-text transcript of your own thoughts and then use AI to organize your thinking into a journal entry or blog post.

• Communicate concerns: Speak openly with managers about uncertainties. Advocate for resources or training that would help you and your team.

Recommendations for Teams and Managers

Effective AI adoption in organizations hinges on leadership as much as technology. Managers can guide their teams through this transition, creating an environment where employees feel supported, informed and motivated to explore AI’s potential.

• Foster psychological safety: Acknowledge fears and encourage open dialogue. Normalize the learning curve — none of us are experts, and we’ll all be learning about AI throughout our careers. Reassure your team that mistakes are part of the process. Hold space in team and one-on-one meetings to discuss AI usage, what’s working, future opportunities and team members’ feelings.
• Provide clarity and guidance: Learn about your organization’s AI strategy and its implications for your team. Communicate new insights about AI’s impact on roles and responsibilities as soon as you have them. Set clear expectations for AI use and provide context about its benefits and risks.
• Lead by example: Use AI tools yourself to model adaptability and share your learning experiences. Demonstrate AI’s value through practical applications and share your personal experiments with AI.
• Encourage collaborative learning: Set aside time in team meetings for members to explore AI together and share their individual learnings. Celebrate employees who find innovative uses for AI tools.

Recommendations for Organizational Leaders

Recognize that many employees are already using AI and, without structured guidance, they may be feeling anxiety about how to use it, its limitations and how their use aligns with your organization’s position on AI. Leaders set the tone for how AI is perceived and implemented across an organization. By prioritizing governance and communication, you can foster a culture where AI adoption feels purposeful and inclusive. You don’t need to have all the answers immediately — just be clear about your efforts.

• Develop a governance framework: Create clear policies on ethical considerations and appropriate AI use. Involve leaders across functions to craft these policies and strategies to ensure diverse perspectives and buy-in.
• Communicate your organization’s vision and strategy for AI: Share how AI supports the organization’s goals and vision. Address misconceptions about AI replacing human expertise and be transparent about how AI may evolve the way people work in your organization.
• Invest in training: Provide foundational training for all employees and advanced programs for specific roles to clarify how you would like your people to use AI in their daily roles. This training can be custom or off the shelf, internal or external, as long as it aligns with your vision and strategy.
• Identify and empower AI champions: Identify employees eager to promote AI and encourage them to mentor peers. Share success stories to inspire confidence and creativity.
• Monitor and adapt: Regularly assess AI’s cultural and operational impact. Use employee feedback to refine strategies and policies.

Moving Forward: Balancing Innovation and Empathy

Leaders, managers and individuals all have a role to play in reducing fear and uncertainty by fostering alignment, creating clear governance structures and communicating effectively. Cultivating a culture of trust and openness ensures AI serves as a tool for human benefit.

To thrive in this transformative era, organizations must balance technological innovation with human empathy. This involves deploying AI responsibly and addressing cognitive and emotional challenges. Together, we can embrace both the thrill and the fear of AI’s impact, ensuring it enhances — rather than diminishes — our shared human experience.

The views reflected in this article are the views of the authors and do not necessarily reflect the views of Ernst & Young LLP or other members of the global EY organization.