We have purchased AI software for our estimating team, but some legacy employees are struggling to adopt it, while others are thriving. How do we use the GWC framework to address this discrepancy?

Question

Tyler Smith · Accepted Answer

When introducing new technology, you cannot simply assume every team member can adapt to the new workflow. You must evaluate each person using the GWC™ framework to determine if they truly Get It, Want It, and have the Capacity to do it in their updated role.

First, look at Get It. Do these employees understand why the company is adopting AI and how it fits into their daily tasks? If they lack this conceptual understanding, you need to provide clearer context and training.

Second, look at Want It. Are they genuinely motivated to use this tool, or are they secretly hoping the initiative will fail so they can go back to their old ways? If an employee does not want the responsibility of working alongside AI, you have a culture and alignment issue that must be addressed directly.

Finally, look at Capacity. This is where most technical training fails. Do they have the actual skills, time, and mental capacity to learn these new systems? If they are already working sixty hours a week just to keep up, they do not have the capacity to adopt a new tool.

By diagnosing the bottleneck through GWC™, you can target your support. You might need to adjust their weekly workload to free up training time, or you may find that a legacy employee is simply no longer a fit for the seat as the role evolves.