Organisational barrier: Staff members feel their suggestions are often dismissed

How might a growth mindset address the personal barrier identified?

Encourage staff to see AI as a new skill for them to learn as see AI as a tool for them to use and not a tool to replace them

What actions could leadership take to foster adaptability in the organisation?

Re-empower staff by listening to their ideas and encouraging input

Provide the opportunity and resources for staff to learn about AI

Acknowledge the fears of staff and communicate how roles will evolve and not be replaced

Organisational leaders need to open to having a growth mindset themselves along with encouraging teams within the structure to collaborate.

Staff feel undervalued due to lack of training, resources and support

Organisational Barrier:

Senior Management has been inconsistent in their support for change

How might a growth mindset address the personal barrier identified?

Support staff through the transition to the new AI tool through initial consultation, appropriate training, welcoming feedback regarding concerns, addressing feedback identified and ongoing support in the initial stages of the AI transition

What actions could leadership take to foster adaptability in the organisation?

Foster a sense of openness regarding innovation, especially within the senior management group. Encourage new ideas and validate opinions.

1. Personal Barrier  - Low confidence in navigating new, tech‑enabled ways of working.

(My view from the case study is that) Many staff aren’t resisting AI itself — they’re unsure how to operate in a faster, more iterative environment after years of structured, traditional delivery. This uncertainty shows up as hesitation, over‑reliance on old methods, and reluctance to experiment. They may also lean into this the 'wrong way' and instead of experimenting adopting it without care or consideration (also known as 'AI slop').

2. Organisational Barrier - Inconsistent leadership follow‑through.

(Here I can see that) Leaders acknowledge the need for innovation but don’t consistently back change efforts (or aren't backed to change it from the outset). This creates confusion, slows momentum, and leaves teams unsure which priorities truly matter. The result is an organisation that talks about adaptability but struggles to act on it.

Question 1 — How a growth mindset could address the personal barrier

A growth mindset helps staff shift from “I’m not good at this new way of working” to “I can learn this with time and support.” It encourages them to:

1. Treat unfamiliar tools and delivery methods as learning opportunities rather than threats.

2. Experiment without fear of making mistakes.

3. Build confidence through small wins instead of waiting for perfect conditions.

4. See capability development as part of their professional identity, not an optional extra.

This mindset makes it easier for individuals to step into more agile, tech‑enabled workflows — and to feel ownership rather than overwhelm.

Question 2 — What leadership can do to foster adaptability

Leadership can strengthen organisational adaptability by:

1. Backing change initiatives consistently, not only when convenient.

2. Setting clear expectations about how new tools and ways of working fit into the organisation’s future.

3. Creating space for experimentation, even if it means slowing down short‑term delivery.

4. Recognising and rewarding adaptive behaviours, not just technical expertise.

5. Aligning teams around shared goals, reducing the “every team for itself” dynamic.

6. Providing practical support — time, training, and resources — so staff feel equipped rather than exposed.

If the above is adopted - this then will help shift the organisation from hesitant and fragmented to confident, aligned, competitive and ready to innovate (and towards an agile mindset).