Harvard Business Review LogoJune 10, 2026misio69/Getty ImagesAs employees increasingly develop valuable AI workflows through private experimentation, many are choosing not to share what they’ve learned—not mainly because of weak governance orA 31-year-old physician who uses AI multiple times a day at work told us about a personal prompting template he had built for DoximityGPT, the HIPAA-compliant AI tool his organization had approved. The template, he said, “produces astoundingly good results.” His colleagues, using the same tool, were struggling—they had told him so. He believed his template would help them.
Why Employees Aren’t Transparent About Their AI Usage
As employees increasingly develop valuable AI workflows through private experimentation, many are choosing not to share what they’ve learned—not mainly because of weak governance or inadequate tools, but because they don’t trust what their organizations will do with that knowledge once it becomes visible. Survey and interview data suggest that organizational trust and psychological safety are among the strongest predictors of whether workers disclose or withhold AI-related methods, outweighing the effects of formal AI policies or sanctioned tools alone. Employees often stay quiet for rational reasons: they fear being judged as less capable, assigned more work, or made easier to replace. For leaders, the implication is clear: capturing AI’s collective productivity gains depends less on increasing adoption than on creating a culture in which disclosure feels safe, worthwhile, and professionally rewarding.
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