Conquering Our Fear of AI with Curiosity and the ‘Passion of the Explorer’

In today’s fast-evolving AI landscape, it’s easy to focus on the technology itself—what it can do, how it automates tasks, and what kinds of efficiencies it promises. But the true challenge, and opportunity, lies in how we as humans engage with it. 

Recently, I had a conversation with Silicon Valley veteran John Hagel—entrepreneur, author, and founder of the Deloitte Center for the Edge—who brought this idea to life in unexpected ways. In particular, he shared his perspective on the notion of fear in our new AI-enhanced workplaces and its unconventional antidote: what he calls the “passion of the explorer.” 

With AI, the Stakes Are Higher Than Ever 

The AI revolution is in full swing, and the pressure on organizations to act is staggering. A recent white paper by Arize reveals a 473% increase in Fortune 500 companies flagging AI as a risk factor in their 2024 SEC filings. Meanwhile, Walmart’s reported hundredfold AI-driven productivity boost in Q2 2024 is ramping up the pressure on other companies to show similar results. Yet, a McKinsey Global Survey finds only 13% of companies have implemented multiple AI use cases.

The most critical question centers on whether AI can meaningfully boost productivity and how long that might take to accomplish. While recent tech advancements, from smartphones to social media, have captivated attention, they have yet to deliver large-scale economic prosperity. AI has the potential to break this cycle, but only if it’s applied broadly across essential sectors, including manufacturing and materials—not just for consumer-focused innovation.

However, there’s a darker side: fear. CEOs are at a crossroads, uncertain of AI’s true impact. In an Upwork Research Institute study, 77% of employees reported feeling their workload has increased after generative AI implementation. If AI is not harnessed properly, it could lead to further employee burnout and disillusionment, rather than the productivity and innovation it promises.

CEO Fear and the Trust Gap: Hidden Fears in the Executive Suite

Fear doesn’t just exist at the employee level. Many CEOs, as Hagel explained, are privately grappling with fear themselves. “In my experience, if I can build trust with senior leaders, they’ll tell me in the privacy of their offices how afraid they are,” he said. CEOs understand that the life span of their role is shrinking, and any misstep could mean losing their position. Yet, they feel unable to express these fears publicly, as it could be perceived as a weakness.

This hidden fear contributes to a widening trust gap between leadership and employees. A recent Accenture study highlighted that while 95% of workers see the potential of AI, they don’t trust their organizations to ensure positive outcomes from it. Similarly, while 60% of employees worry about AI eliminating jobs, less than a third of executives see job displacement as a real issue.

Trust and Collaboration: The Bedrock of AI Adoption

The presence of fear within organizations doesn’t just hinder innovation—it disrupts collaboration. Hagel underscored how fear erodes trust, even between individuals who otherwise have strong working relationships. “Fear makes us less trusting,” he noted. “I may like you, but fear prevents me from fully trusting you. That makes collaboration much harder.” 

For organizations to harness AI’s potential, building a culture of trust and transparency is essential. Only then can teams truly collaborate, share ideas, and push the boundaries of what’s possible. 

For example, a recent PwC Trust Survey revealed a stark disconnect: While 93% of executives believe trust improves the bottom line, only 60% of employees feel trusted at work. Bridging this trust gap is essential for successful AI implementation. Without trust, even the most advanced AI tools and passionate explorers will struggle to create meaningful change. Organizations not only need transparent AI strategies—they also must involve employees in the process and demonstrate a commitment to using AI for the benefit of everyone.

The Neurobiology of Fear: A Barrier to Creativity

Fear, as Hagel pointed out, has a profound impact on both individual and organizational performance. It’s not just an emotional response—it affects the brain’s ability to function optimally. “Fear tends to shrink our time horizons,” he explained. “When we’re afraid, we focus only on the immediate—on survival—at the expense of long-term thinking and creativity.” He emphasized that fear could trigger a neurobiological response that shuts down creativity and problem-solving, two critical components needed in the age of AI.

When organizations operate in a state of fear, it stifles innovation. Employees become more risk-averse and less willing to explore new ideas or embrace technological advancements. In a time when we need creativity and adaptability more than ever, fear becomes a roadblock, limiting not only individual growth but the collective potential of teams.

The Ethical and Social Risks of AI Missteps

While AI offers immense potential to enhance productivity and creativity, it also carries significant risks if not deployed thoughtfully. Without stringent oversight and accountability, AI systems can inadvertently perpetuate harmful biases, lead to job displacement, and erode trust within organizations. A lack of transparency in how AI systems make decisions can perpetuate inequality and unfair treatment, particularly in areas such as hiring and performance evaluations. Additionally, overreliance on AI may dehumanize work environments, leaving employees feeling undervalued or overworked. 

As leaders embrace AI, they must prioritize ethics, ensure robust human oversight, and foster a culture where technology amplifies human strengths, rather than replacing them. Striking the right balance between automation and the human touch is essential to avoiding these unintended consequences. With a proactive approach to these risks, AI can become a powerful force for human enrichment.

Thinking Different: The Call of Our Time

In 1997, Apple launched its iconic “Think Different” campaign, celebrating visionaries such as John Lennon and Martin Luther King Jr. who challenged the status quo and changed the world. Today, that same rallying cry is more relevant than ever as we face the AI revolution. As AI takes on routine tasks, we have an unprecedented opportunity to focus on what makes us uniquely human—critical thinking, creativity, and empathy.

But this transformation won’t happen overnight. As Hagel pointed out, “It’s not just about automating tasks. It’s about asking, ‘If we free up all this time, what amazing new value could we create?’ ”

Hagel’s experience working with organizations including McKinsey & Company, BCG, and the World Economic Forum gives him a unique vantage point on the future of business transformation. He predicts that as AI nears an inflection point, organizations will face unprecedented opportunities to reimagine the workplace. As AI takes over routine, time-intensive activities, companies will have the chance to create new spaces for employees to engage in higher-value work requiring critical thinking, creativity, and empathy.

The challenge, according to Hagel, is not just automating tasks but creating new value from the time saved by AI. This requires leaders to think beyond efficiency and focus on transformation—how technology can be a catalyst for human flourishing, not just productivity gains.

Skills vs. Capabilities: Rethinking Learning for the AI Era

This leads us to a crucial distinction that Hagel makes between skills and capabilities. Skills, while valuable in specific contexts, can quickly become obsolete. On the other hand, capabilities—such as curiosity, imagination, creativity, collaboration, and reflection—are transferable across various situations and help us achieve greater impact, regardless of the technological landscape.

The integration of AI into our work is about more than just technology—it’s about mindset. As Hagel eloquently put it, “AI can restore our humanity. Most work in large organizations today involves tightly specified, highly standardized tasks—things machines should be doing. We’re not equipped to do that effectively. Let the machines take that work, freeing us to focus on addressing unseen problems and opportunities, creating much more value wherever we are in the organization.”

Curiosity as a Key Leadership Trait

Curiosity, often undervalued in large organizations, will become a vital leadership trait in the AI era. Hagel pointed out that in many companies, asking questions is often seen as a sign of weakness—employees are expected to “read the manual” and “just get the job done.” However, AI can change this. By taking over standardized tasks, AI can help restore curiosity, drawing out the imagination and creativity that humans are particularly well-equipped to pursue.

Hagel highlighted that AI can serve as a catalyst for reigniting this natural human curiosity, allowing leaders and teams to explore new ideas and opportunities in ways that were previously constrained by routine work. Leaders who encourage curiosity, ask thought-provoking questions, and involve their teams in problem-solving will unlock greater innovation and adaptability.

As Hagel said, “AI can help to draw out curiosity, imagination, and creativity. It can restore our humanity.”

The ‘Passion of the Explorer’: A Mindset for the AI Age

Fear can be paralyzing, but Hagel offered a powerful antidote—the “passion of the explorer.” This mindset views technological advancements as opportunities for growth, not threats. Explorers thrive on challenges and actively seek connections with others to achieve their goals.

Future leaders will embody this explorer spirit, coupled with insatiable curiosity. They will ask the most interesting questions and won’t hesitate to admit when they don’t know something. By fostering AI curiosity, we can transform our workplaces into hubs of continuous learning and adaptation.

But the journey beyond fear and toward a future of opportunity and growth begins with a shift in mindset. In Hagel’s words, “The future is an opportunity, but it requires mobilizing the people in the organization, not getting rid of them.”

By cultivating curiosity, embracing the passion of the explorer, and focusing on developing broad capabilities rather than narrow skills, we can ensure that AI becomes a tool for human flourishing, not a source of fear. In this pivotal moment, our mindset will be the critical factor in shaping our AI-enabled future.

Building an ‘Opportunity Narrative’ for AI Success

Hagel’s insights highlight a critical leadership skill for the AI era: the ability to craft an “opportunity narrative” that inspires action. An opportunity narrative is more than just a corporate story—it is a forward-looking framework that invites people to participate in shaping a better future. For leaders, building this narrative requires addressing both the potential and the risks of AI while focusing on how it can serve as a tool for collective growth and innovation.

To build a compelling opportunity narrative, leaders should focus on a few key principles:

• Frame the future as an opportunity, not a threat: Start by defining AI as a powerful tool for unlocking human potential, rather than as a force that disrupts jobs or threatens livelihoods. Show how AI can free employees from routine tasks, enabling them to focus on creative, strategic, and high-value work that taps into their unique capabilities.
• Engage stakeholders in the process: An opportunity narrative isn’t about telling people what’s coming—it’s about inviting them to co-create the future. Involve employees, customers, and partners in conversations about AI’s potential in your organization. Encourage open discussions on how AI can be integrated in ways that drive value for everyone.
• Highlight long-term growth: Successful opportunity narratives focus on how the changes brought by AI will lead to long-term benefits for the organization and its people. This could include new job roles, expanded markets, or the ability to innovate faster. Help people see that AI is not just a short-term solution, but a strategic advantage that will create sustained growth.
• Build trust through transparency: Trust is foundational to any opportunity narrative. Be open about the risks and challenges AI brings, while also communicating how your organization will address them. Share your road map for AI adoption, including how you will support employees through upskilling, reskilling, and creating new opportunities.
• Anchor the narrative in human values: Ensure that your opportunity narrative isn’t just about efficiency and productivity. Connect it to core human values such as creativity, collaboration, and curiosity. Show how AI can enhance what people already do best and create environments where they can thrive.

By creating an opportunity narrative that addresses fears, engages stakeholders, and emphasizes long-term value, leaders can guide their organizations through AI transformation with purpose and vision. In doing so, they not only harness AI’s full potential but also foster a culture where curiosity, creativity, and trust lead the way to a thriving, human-centered future.

Let’s think different—and think human.