Recent research from Adaptavist reveals that a notable portion of knowledge-workers are actively withholding skills, expertise and knowledge from colleagues due to fears that increased use of artificial intelligence (AI) might threaten their job security. About 35 % report gatekeeping knowledge as a defensive strategy, and 38 % admit reluctance to train colleagues in areas considered personal strengths.
The survey, which covered some 4,000 workers across the UK, US, Canada and Germany, found that anxiety around AI isn’t just theoretical: around 20 % say they’re experiencing stress about being replaced by AI, and this figure rises to roughly 40 % among Gen Z workers. The behavior of hoarding knowledge reflects deeper workplace dynamics: when employees feel vulnerable, they may focus on personal protection rather than collective growth.
Although this gatekeeping might provide short-term psychological relief for individuals, it introduces risks at the organisational level. Companies relying on specialised individuals who refuse to share or train others face knowledge silos, skills bottlenecks, and greater fragility in transition scenarios (such as when roles change or AI is implemented). Adaptavist’s report warns that such behaviours can undermine the very teams meant to navigate AI-driven change.
The findings suggest a broader behavioural and cultural challenge in the AI era: as organisations adopt AI tools, they must not only manage technical change but also human response—fear, protectionism, and resistance. Creating environments where employees feel secure enough to share, learn and evolve becomes as much of an imperative as choosing the right AI platform. Managers and HR leaders therefore face a dual task: deploying AI and simultaneously rebuilding trust, transparency and skills-sharing culture.
