#AI adoption#team culture#psychological safety#leadership#productivity#Lithuania
Frequently asked questions
- Why is a colleague who doesn't use AI a problem if they still get their own work done?
- Because real work in a company moves through a chain. Even if you speed up 2-3x, your output still lands with a colleague who reviews or continues it the old way. Team capacity equals the weakest link, so the non-user isn't just working slowly - they slow the whole system down.
- Is it worth forcing the team to use AI through an official mandate?
- No. Self-determination theory and field experience both show external motivation ("you must use it") works 3-4x worse than internal motivation ("I see this is useful for me"). It's better to offer several use cases, let people pick one, and share results after a week.
- Where should a mid-sized company start adoption?
- With 2-3 early adopters who already use AI for personal work, plus an "AI office hours" format - informal sessions where they show concrete workflows to colleagues. This works substantially better than one large training for the whole team.
- What if the leader doesn't publicly demonstrate their own experiments?
- Then there is no psychological safety in the team and adoption will stall, no matter how many licenses are bought. The leader has to be the first to publicly show failed prompts and how they fixed them - without that signal the team will use AI in secret or not at all.
- Will AI replace my job?
- No. AI takes only the part of your work you don't enjoy anyway - filling out forms, writing reports, retyping. Relationship management, decision-making, accountability, and reading context stay with you, and that is what actually creates value.
