Workers sabotage AI rollout as mistrust in the tech grows, survey finds

A significant proportion of employees are resisting the introduction of artificial intelligence in the workplace, with some actively undermining its adoption, according to a new global survey. The 2026 AI Adoption in the Enterprise report, produced by Writer in partnership with Workplace Intelligence, draws on responses from 2,400 knowledge workers across Europe and North America. It suggests that while organisations are investing heavily in artificial intelligence, many employees remain unconvinced of its value and are pushing back against its use.

One of the report’s central findings is the extent of what it describes as “sabotage” behaviours. Employees report avoiding AI tools, ignoring new processes and, in some cases, pretending to use systems without actually incorporating them into their work. These behaviours appear to reflect a gap between organisational expectations and day to day working practices.

The survey indicates that resistance is closely linked to concerns about job security and a lack of trust in leadership. Many employees believe that AI is being introduced primarily to reduce headcount rather than to support productivity, which is contributing to reluctance to engage with the technology.

This tension is creating a growing divide within organisations. Senior leaders are far more likely to see AI as critical to future competitiveness, while employees are more likely to question its usefulness or raise concerns about how it has been implemented. In some cases, workers report that AI tools add complexity to their roles rather than simplifying them.

The report also highlights more passive forms of resistance. Employees may comply with AI-related directives at a superficial level while continuing to rely on established ways of working. This limits the impact of AI initiatives and makes it harder for organisations to achieve meaningful returns on their investment.

At the same time, a smaller group of employees is embracing AI more fully. These “super-users” are more likely to report productivity gains and career benefits, creating a widening gap between those who adopt the technology and those who do not.

The findings suggest that the success of AI adoption is increasingly shaped by organisational culture and change management rather than the technology itself. The report points to the need for clearer communication, better training and greater involvement of employees in how AI is introduced. Without addressing these issues, the study indicates that resistance is likely to continue, potentially slowing the rollout of AI and deepening divisions within the workforce.