Why AI Training Isn’t Just Technical—It’s a Mindset Shift

Judy Albers - Director of Research Enablement, i4cp (she, her, hers)

February 10, 2025

Companies that are operationalizing AI are more likely to achieve high market performance, according to i4cp's research on Workforce Readiness in the Era of AI. Providing AI training to most if not all employees (including executives) is a key component of advancing along the AI maturity curve. The study found that AI adooption isn't just another tech rollout. Organizations that are successfully operationalizing AI are approaching it with sophisticated change management strategies.

And unlike past tech training, practical AI training isn’t just about skill-building; it’s about fostering a new mindset. Experts Ethan Mollick of Wharton and Conor Grennan of NYU argue that organizations must rethink training, emphasizing adaptability, experimentation, and human oversight to unlock AI’s full potential.

Why AI training can't be treated like software training

Traditional technology training often emphasizes teaching software features and functions—tools employees can master and apply. However, Mollick and Grennan assert that AI training needs a different approach. Here’s why:

Continuous Evolution: AI is dynamic, often evolving faster than training materials can keep up. Learning features alone are inadequate.
Active Partnership: Unlike static software, AI tools interact with users, requiring thoughtful, human-driven oversight rather than rote use.

Mollick, author of Co-Intelligence, says that understanding AI requires a willingness to experiment, to engage actively, and to see AI as a partner, not just a tool. “AI isn’t here to replace human thinking but to expand what’s possible through our engagement with it.”

Mindset over skills: the new foundation for AI training

For an organization to reap the strongest return on its AI investment, the right mindset can matter more than specific skills. i4cp's research strongly supports the idea that AI-related skills unlock productivity gains, while mindset plays a critical role in scaling those benefits. Additionally, mindset is a key component of future readiness, which we found has 2X the impact on market performance

Mollick suggests that employees need hands-on engagement, with the freedom to explore, fail, and learn within their specific roles. “Mastering AI isn’t about technical prowess—it’s about shifting how you think and work. Unlike learning software, AI requires a mindset that is open to continuous experimentation, seeing AI as a partner, not just a tool.”

This mindset requires employees to see AI as a collaborator in problem-solving, moving beyond transactional use to strategic integration, explains Conor Grennan, Chief AI Architect at NYU Stern.

Pitfalls of common AI training approaches

1. Overdependence on AI

AI can do a lot, but relying on it without understanding its boundaries is risky. Mollick warns that employees who lean too heavily on AI for answers often miss out on critical thinking opportunities. If employees get into the habit of defaulting to AI without analyzing outputs, they lose a vital opportunity to apply their expertise, which can lead to significant consequences, ranging from bias in hiring to unfair insurance claim denials, or self-driving car crashes.

2. Treating AI as just another search tool

Grennan cautions against the tendency to treat AI as a more advanced Google search. “Using AI tools like ChatGPT merely as search engines limits their potential…this approach fails to leverage AI's conversational capabilities and its ability to provide nuanced insights.”

3. Resistance to behavioral change

“Most AI challenges are behavioral, not technical,” Grennan notes, emphasizing the need for programs that get people practicing with their own problems to solve. Without shifting how people view AI, even the most powerful tools can fail to deliver results.

Future readiness is more critical than AI readiness

Here's a fascinating finding from i4cp's workforce readiness research:

The workforce's preparedness to adapt to future disruptions has a remarkable impact on

business success and, in our statistical models, is about twice as important for boosting

market performance as AI readiness.

By AI readiness, we mean basic AI literacy, responsible AI use, AI integration in workflows—those aspects of AI use that are in fact technical skills. Our finding supports Mollick's and Grennan's views that while the right skills are important, the right mindset is even more important. AI readiness is foundational, but the real differentiator that impacts a company's financial performance is the ability to respond to any disruption—technological, economic, or demographic—with a mindset of adaptability, problem-solving, and continuous learning.

Professional judgment is the human advantage

While AI excels at tasks requiring speed, pattern recognition, and processing vast amounts of data, it falters in making nuanced judgment calls, especially ones requiring the kind of professional skepticism gained with human experience. Critical, ethical thinking is as essential to AI as technical skills. Judgment and empathy are the uniquely human capacities that define where AI's power ends and human responsibility begins.

Evidence from research

Two studies make a compelling case for HR to prioritize training for professional judgment over technical skills.

AI in Higher Education (EPFL): A global study showed that AI tools such as ChatGPT excel at straightforward tasks, achieving up to 85% accuracy with basic subject knowledge. However, they struggle with complex, judgment-driven challenges requiring critical thinking and synthesis.
AI in R&D (MIT): Research on AI "co-pilots" found that while these tools boost efficiency, they leave skilled researchers feeling underutilized. Employees with strong judgment thrive, while those without it risk disengagement.

Why it matters

Because AI outputs are only as valuable as the human oversight they receive, and because AI disproportionately benefits employees with strong judgment, HR must help less seasoned employees develop skills such as:

Critical Evaluation: Validating AI outputs for bias and accuracy.
Navigating Complexity: Synthesizing ideas in ambiguous scenarios.
Ethical Reasoning: Balancing organizational goals with ethical considerations.

Recommendations for HR leaders planning AI training

Foster a mindset of experimentation and adaptability
Create training programs that encourage employees to test and explore AI. Emphasize that learning happens through trial and error.
Prioritize judgment, not just features
AI training should teach employees how to critically interpret and evaluate AI’s output. Skills in judgment, ethics, and empathy are essential for navigating AI’s limits.
Prepare for continuous learning
AI changes rapidly, so training should be ongoing and flexible. A single, one-time training is unlikely to yield the depth needed for effective AI adoption.
Get leaders to narrate their mindset journeys
Leaders should model AI experimentation and encourage teams to treat AI as a strategic partner, not just a set of functions.

Conclusion: A human-centric approach to AI training

Ultimately, the success of AI in the workplace will not be determined by its capabilities but by how well humans complement those capabilities with judgment, empathy, and purpose. Training programs must go beyond teaching employees to use AI tools—they must empower them to question, guide, and shape AI to align with human values.

Organizations that invest in developing professional judgment will not only future-proof their workforce but also create a culture where AI catalyzes innovation, creativity, and ethical leadership. In this evolving partnership, humans are not just users of AI—they are its navigators, ensuring that technology serves people, not the other way around.

Want to dive deeper?

Executive Summary of i4cp's study, Workforce Readiness in the Era of AI (2025).
Public webinar recording, Workforce Readiness in the Era of AI (2025), i4cp.
Co-Intelligence: An AI Masterclass with Ethan Mollick (2024). Stanford Graduate School of Business.
One Useful Thing (2024), Ethan Mollick on Substack.
The AI Mindset Newsletter (2024), Conor Grennan.
Large Language Models in Higher Education Course Assessments (2024), EPFL School of Computer and Communication Sciences.
AI in Innovation: Challenges in Research and Development (2024), Aidan Toner-Rogers, MIT.

Exclusive Resources for i4cp Members

Full i4cp study, Workforce Readiness in the Era of AI (2025)
Facilitator’s Toolkit for AI Upskilling (2024). Institute for Corporate Productivity (i4cp).
AI Acumen Collection (2024). Institute for Corporate Productivity (i4cp).

Judy Albers, Director of Research Enablement

Judy is responsible for creating a suite of practical, easy to use tools to help HR leaders implement next practices and drive organizational change.

As a learning strategist, Judy has helped many of the world’s most admired companies create collaborative digital learning experiences backed up by cognitive science and research on web behavior. Her consulting projects have earned over a dozen awards from across the learning, media, and marketing fields.

As First Vice President of Learning Technology for JP Morgan Chase, Judy served as the business owner of learning management systems to support 160,000 employees, six lines of business, and 34 stakeholder groups. During Bank One’s years as the top-rated bank in Training Magazine’s Training Top 100, Judy facilitated learning governance and measurement.