Why the fear of being seen trying something new might be holding you and your team back more than you think.
A local glimpse of AI resistance
I was born and raised in Nova Scotia, a province on Canada’s east coast. Our region is known for its rugged coastlines, world-class seafood, and tight-knit communities. We’re also known for being creative, resourceful, and deeply community-minded. We have a lot going for us and I love living here.
But when it comes to adopting new technology and ways of working like AI, we’re falling behind, fast.
In May 2025, Statistics Canada released data showing that 28% of Canadian businesses said it was somewhat or very important to invest in AI tools. Ontario led at 33%, but in Atlantic Canada, the numbers dropped sharply:
- Prince Edward Island: 23%
- Nova Scotia: 21%
- Newfoundland and Labrador: 19%
- New Brunswick: 17% (the lowest in Canada)
It’s only one snapshot, but it’s a clear sign of AI resistance in action. The bigger question is: why does this resistance happen, and what will it take to catch up?
To answer that, let me take you back to a very different part of my career, one that, at first glance, had nothing to do with technology.
What mindful doodling taught me about resistance
Before I began working with AI, I supported many people including military personnel navigating PTSD. My job was to help them regulate stress through creative mindfulness.
You can imagine how that went over at first.
High-ranking officers. Regimented thinkers. And me, walking in and saying:
“Today, we’re going to use mindful doodling to reconnect to the present moment.”
One officer looked at me and said:
“What am I supposed to tell my superior? That I’m doodling?”
He meant it. And I understood why.
Doodling wasn’t just a technique. It was an identity disruption. A vulnerability risk. A crack in the armor.
Years later, I see the exact same thing with AI.
Resistance isn’t about tools, it’s about exposure
What do “I’m not creative” and “I’m not techy” have in common? They’re both defense mechanisms.
They sound harmless. But underneath, they often mean:
- “I don’t want to be wrong.”
- “I don’t want to look foolish.”
- “I don’t want to try, fail, and feel ashamed.”
- “I don’t want to be judged.”
Whether I was guiding trauma-impacted military personnel or supporting business leaders stepping into AI for the first time, the pattern is the same:
Resistance doesn’t always look like rejection. Sometimes it looks like deflection, delay, or silence.
When someone is maxed out, mentally, emotionally, or operationally, adding AI can feel like one more thing they’ll fail at. So they do nothing. Not because they don’t care, but because they’ve run out of capacity.
Old systems feel safe
Let’s go back to Atlantic Canada for a moment, because our region offers a clear example of how resistance can take shape.
In conversations with business leaders here, a pattern emerges: many are working within long-established systems that have served them well for years.
For these leaders, AI adoption can feel like a disruption. It might seem like it risks pulling focus away from steady performance. The thinking isn’t necessarily “I’m afraid of change.” It’s “We’ve built something strong. Why risk upsetting the balance now?”
That instinct to protect what works is understandable. But there’s a hidden cost.
By holding back on exploring new capabilities, companies may unintentionally limit their ability to compete in the future, especially as AI adoption accelerates elsewhere.
Angela’s story: “I’m just not wired for this”
Angela, a business owner I worked with, was thoughtful and deeply committed to her clients. But for years, she’d told herself, “I’m not a tech person.”
Every time she explored a new AI workflow or tool, she’d hesitate. She had even attended AI webinars in the past, but each time she left feeling overwhelmed and never took action. Until we worked together.
We started by reframing the whole thing. We didn’t “learn AI.” We looked at what was draining her time: proposals, emails, and content creation.
Then we made one small shift: I showed her how to use an AI tool to outline new product ideas. That was it.
Knowing her mindset and giving her a safe place to learn and explore helped her switch flip.
“I never thought I’d be this excited about technology,” she said. It wasn’t about becoming tech-savvy. It was about feeling safe enough to try.
What the psychology says
We often think of AI adoption as a technical challenge. But in many cases, it’s a psychological one.
Status quo bias
We hold on to what’s familiar, even when it’s not the best way forward. Change feels risky. Staying the same feels safe.
Stat: 70% of digital transformation initiatives fail, because of culture, not tech. (VIDIZMO, 2025)
Loss aversion
People fear loss more than they anticipate gain. We think: “even if this helps, I might lose status, control, or relevance.”
Stat: “We are roughly 2.5 times more sensitive to losses than we are to gains of similar size.” (InsideBE)
Identity threat
Just like those officers didn’t want to be “the guy doodling,” employees don’t want to look unprepared.
Especially leaders, who are expected to have all the answers.
Cognitive overload
AI is complex. Leaders are stretched. When overloaded, we default to the familiar.
“This is too much right now” becomes “This isn’t for us.”
So… what can we do about it?
Here are 5 ways to help your team (and yourself) move past resistance to AI.
1. Normalize the fear
If you’ve ever said “I’m not techy,” you’re not alone. But you don’t need to be techy. Just curious.
Normalize discomfort. Curiosity opens more doors than confidence.
2. Start with identity, not tools
Instead of talking about ChatGPT or Copilot, ask:
- “What do you want more time for?”
- “What part of your job feels heavy or repetitive?”
Make it about them, not the tool.
3. Create small, visible wins
Pick high-friction, low-risk tasks:
- Summarize meeting notes
- Draft emails
- Clean up a slide deck
Momentum builds safety.
4. Model the mess
If you’re a leader, talk about:
- The prompt that failed
- The moment you almost gave up
- What you learned from trying
Let others see your learning curve. It creates permission.
5. Focus on behavior, not belief
People don’t need to believe AI will change the world. They just need to try it once.
Behavior creates insight. Not the other way around.
Back to doodling: The power of safe exploration
Remember that officer who joked about doodling? He became one of the most engaged participants. I later attended an art exhibition this year where he tested himself going outside his comfort zone and proudly shared his creative work.
What changed? He felt safe. He felt seen. He built confidence. He was allowed to try something new and without the fear of being judged.
That’s exactly what AI needs too.
When people are supported, not pushed…
When they get clarity, not jargon.
When they’re invited into one small experiment, not a transformation plan…
They move forward. And sometimes, that movement changes everything.
Let’s build cultures of courage, not just capability
If you want your team to adopt AI, you don’t need more training decks. You need trust. Context. Curiosity. Permission to experiment.
That’s not soft. It’s strategic.
Because real transformation isn’t just technical.
It’s emotional.
Let’s design for that.
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