---
id: "action-co-create-transition-plans"
type: "action-item"
source_timestamps: ["§ The Four Types of Employees", "¶25"]
tags: ["change-management", "reskilling"]
related: ["framework-four-employee-types", "prereq-psychological-safety"]
action: "Co-create reskilling and transition plans with high-belief, high-risk employees rather than imposing top-down mandates."
outcome: "Reduces employee anxiety and leverages their understanding of AI to drive genuine, rather than performative, adoption."
speakers: ["Erin Eatough", "Keith Ferrazzi", "Wendy Smith", "Shonna Waters"]
sources: ["tail2"]
sourceVaultSlug: "hbr-seg-tail2"
originDay: 2
articleStem: "hbr-tail-127-ai-adoption-stalls"
sourceUrl: "https://hbr.org/2026/02/why-ai-adoption-stalls-according-to-industry-data"
sourceTitle: "Why AI Adoption Stalls, According to Industry Data"
---
# Co-Create Transition Plans With 'Disruptor' Employees

**Action.** For employees who understand AI's value but fear for their own relevance — the **Disruptor** profile in [[framework-four-employee-types]] — do **not** impose top-down transition plans. Instead, provide **radical transparency** about role implications and **co-create** their reskilling and transition pathways. Giving them ownership over the change reduces anxiety while leveraging their strong cognitive grasp of the technology.

**Why it works.** Disruptors carry the [[concept-belief-anxiety-paradox]] most acutely; ownership converts fear-driven [[concept-performative-ai-usage]] into genuine engagement. Executing it depends on [[prereq-psychological-safety]].

**Outcome.** Reduces employee anxiety and leverages their understanding of AI to drive genuine, rather than performative, adoption.