What Leaders Need to Know About AI and Psychological Safety

Marcus had been building the case for six months. The proposed regional expansion made strategic sense, the market data supported it, and leadership had given the green light. He called the team together and laid out the plan. Two days later, an anonymous email arrived with a forwarded document and no explanation. Three pages. Someone had asked an AI tool to make the strongest case for the expansion and the strongest case against it. The case against identified things Marcus had seen in the data: an already crowded competitive landscape, a customer base smaller than the projections assumed, and a go-to-market model that depended on local partnerships that had not yet been secured. The concerns were not necessarily new. What was new was that they were now in writing, circulating, without a name attached. Marcus asked the team who had initiated it. Nobody knew. Or nobody said.