The intelligent digital transformation era is evolving on all industry and organizational levels. In fact, artificial intelligence (AI) is no longer a distant frontier to dream about as it is not a force that is reshaping how many teach, learn, and lead. Consequently, as newer tools, applications, and strategies are intertwined with AI, businesses and educational institutions are slowly catching up with the growing trend to adopt this technology as competition is equally appearing across all marketplaces. However, while there is acceptance, there may be challenges and struggles among some stakeholders. This may manifest in the context of resistance, uncertainty, or even the lack of proper, structured guidance in the field of AI in the field of academia.

Thus, this paper will approach these challenges with a three-part approach to problem solving, involving:
1) education;
2) motivation; and
3) empowerment.

It should be noted that this can be a transformational process, as well as a participatory one if the proper strategies are applied with all stakeholders being considered in terms of their views on AI, as well as helping those who are distrustful or not fully believers in newer technology to be won over. While AI may be seen as a threat, it should also be perceived as a potential catalyst for the achievement of innovation, deeper learning, as well as for one’s personal and professional growth. As noted earlier, this paper will approach the problem of AI acceptance and implementation with a three-part process. First, there seems to be a mystery or phobia of AI due to many internal and external factors, which can be remedied with good strategies to “educate” the user and demonstrate how AI will be an evolving and useful tool in today’s competitive world. Second, some stakeholders are too comfortable in the way they work, but if they could be “motivated” to step out of their comfort zone and “outside of the box”, motivational strategies geared to technological acceptance for both personal and professional growth could be beneficial for both the employee, as well as the overall organization. Finally, employees need to feel that they are given more credit for learning and implementing their skills sets for both professional, departmental, as well as overall organizational growth.

While organizations may want to educate, motivate, and empower their employees, the end goal should be to help employees see the “bigger picture” and create a shift in their current mindset and move towards a newer technological mindset and purpose for them to achieve. The key to acceptance of newer technologies and applications lies in the approach taken by managers, trainers, and key stakeholders.

Some of these applicable strategies can range from building stronger teams, creating different learning processes, developing the art of storytelling to help to drive the process for more employee acceptance and involvement. It should be noted that some of the opposition to technology can stem from fear of job loss and outdated skill sets, ethical concerns, as well as digital fatigue.
Consequently, the presentation of practical and empathetical strategies can be not only helpful but motivating to win over most of one’s employees to become the new “AI ambassadors” and power users, while still depending on their ability to share with others can be helpful. Thus, this is a way to open the dialogue with all employees through education, motivation, and empowerment.

Keywords: Artificial intelligence, motivation, empowerment, strategy, AI ambassadors.