A leadership account describes a team that avoided raising concerns about a regional expansion plan directly with its leader. Rather than voicing objections in person, someone used an AI tool to draft both the strongest case for the plan and the strongest case against it, then sent the document anonymously by email after the leader had already presented the proposal to the team. The example is offered to show a pattern in which staff use AI’s perceived neutrality to surface disagreement they do not feel able to raise face to face with those above them.
The account appears in Harvard Business Review, in an article by Jayshree Seth and Amy C. Edmondson published on 17 September 2026.
Source: Harvard Business Review, 2026-09-17.