Why are employees reluctant to disclose AI use to their bosses?

As many employees across the country experiment with artificial intelligence (AI) to improve workflows and boost productivity, a growing number are keeping these solutions to themselves. According to a study by researchers at the USC Marshall School of Business, 60% of surveyed U.S.-based workers who regularly use AI at work withhold AI-related knowledge, workflows, or techniques from their colleagues or employers.

The reluctance to disclose AI use is driven by a lack of trust in their organizations. Rather than sharing their techniques because they believe it would benefit their team, nearly one-third of respondents withheld AI-related information, fearing job loss and internal competition. However, the primary factor separating sharers from hoarders is trust in the organization.

Employees in the bottom quarter of trust were four times more likely to withhold information compared to those in the top quarter. The study highlights three key factors contributing to this lack of trust.

First, employees worry that admitting to using AI could tarnish their reputations. Research validates this concern, as learning that a person used AI can lead observers to attribute less competence, motivation, effort, creativity, authenticity, or trustworthiness to that individual. In some contexts, it may even result in discounting the value of the resulting work.

Second, respondents feared that supervisors would view their improved efficiency as an excuse for assigning more work or making them a spokesperson for AI within the company. Multiple CEOs interviewed by the researchers addressed these concerns, emphasizing that their goal was to validate the hesitation of employees not to become spokespersons for AI. They tried to communicate that their job titles would not be changed due to AI adoption.

Third, employees were anxious that demonstrating AI's ability to perform their job duties might indicate that the technology could eventually replace them. Since knowing how to effectively utilize these tools is a differentiator, employees fear that sharing this knowledge could make them less distinctive and replaceable. If their valuable skills become common knowledge, colleagues can replicate them, and future AI tools may render them obsolete.

Organizations must take steps to rebuild trust and foster a culture of experimentation and risk-taking. Simply releasing a policy supporting AI use is insufficient; leaders must demonstrate through tangible benefits that sharing innovations is valued. This can include recognizing and rewarding innovation, providing protected time for experimentation, and sharing gains once a workflow becomes widely adopted.

By modeling support in day-to-day interactions and rewarding productive experimentation, companies can create a psychologically safe and collaborative workforce, ultimately realizing their organizations' full potential.