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An intersectional LGBTQ+ glossary of terms. Allyship Lexicon AN INTERSECTIONAL GLOSSARY OF TERMS Language can shape environments, and words can be an integral tool for creating culture change and inclusive workplaces. We must all actively and continually educate ourselves as we create a path to progress. A B C D E F G H I J K L M N O P Q R S T U V W X Y Z Our evolving glossary of terms: Last updated on 02/05/2023 AAVE ADHD AFAB / AMAB AIDS Ableism Abolition Abuse Accessibility Accountability Achievement Achillean Activist Addiction Adoption Adversity Advocate Affirmations Affirmative Action Agender Ageism Ally Altruism Ambassador Androgyny Anti-Racism Anti-Semitism Anxiety Appropriation Archetype Aromantic Asexuality Assimilation Asylum Seeker Attraction Authenticity Autism BIPOC Ball Culture Belief Belonging Bias Bigender Binary Binding Biphobia Biracial/Multiracial Bisexual Black Blaq/Blaqueer Bodily Autonomy Bodily Wisdom Body Doubling Body Dysmorphia Body Image Body Neutrality Body Shaming Bottom Surgery Brave Space Breathwork Bullying Burnout Butch Calling In Calling Out Cancel Capacity Carceral Feminism Caregiver Caste CBT Central Asian Change Change-maker Chest-feeding Chosen Family Chromosome Chromosome Mosaic Cis or Cisgender Civil Rights Class Closeted / 'In the closet' Code-switch Collaboration Colonialism Colorism Coming out Community Community Care Community Development Confidence Connection Consent Conversion Therapy Courage Courageous Communication Creating Space Creativity Culture Cumulative G rief DEI / DE&I / DEIB Deadnaming Debate Decolonise Demisexuality Detransition Disassociation Discrimination Disparate Impact Dogpile Dox ENM (Ethical Non-Monogamy) ERG East Asian Eating Disorder Echochamber Education Ego Elected Official Emotional Regulation Empathetic Witness Empathy Employment Gap Empowerment Energy Equality Equity Erasure Ethnicity and Race FSSW Fa'afafine Faith Family Fat Acceptance Fatphobia Femininity Feminism Femme Fetishisation Finances / Financial Status First Nation Flag Food / Diet Fostering Futch GRC Gaslighting Gatekeeping Gay Gender Gender Assigned at Birth Gender Attribution Gender Dysphoria Gender Euphoria Gender Expression Gender Identity Gender Non-Conforming Gender Roles Genderfluid Genderqueer Gillick competence Grassroots Grey Grounding Growth Guilt HIV HIV Stigma Harassment Hate Speech Healing Health at every size Healthcare Heritage Heteronormativity Hierarchy Hijra Hispanic History Holding Space Home Homophobia Homosexual Hormones Humanistic Hypervigilance IVF Identity Implicit Imposter Syndrome Incarceration Incentive Inclusion Indigenous Indigiqueer Influence Inner Child Institutional Racism Integration Integrity Inter-able Intersectionality Intersex Introspection Islamophobia Isms Journaling Joy (Queer Joy) Justice Kinsey Scale Kyriarchy LGBTQIA2S+ Land Back Language Latin(a/o/e/x) Lavender Menace Leadership Learning Legal Guardian Legislation Lesbian Lesbophobic Liberation Lived Experience Loneliness MLM Male Privilege Man Manifesto Marginalisation Masc Masking Meditation Mental Health Mental Illness / Ill-Health Metamour Micro-Affirmation Micro-Aggression Mindfulness Minority Minority Stress Misgender Misogynoir Misogyny Model Minority Myth Monolithic Movement Multicultural Competence Music Mutual Aid Native Hawaiians Nature Needs Neopronoun Neurodiversity Neutrois Nibling Non-binary Non-discrimination Policies Non-profit Nordic Model Orientation Outed POC Pacific Islanders Pansexual Parenting Passing Patriarchy Peace (Inner peace) People who menstruate Perfectionism Performance/Performativity Person of Colour (POC) Personal Development Perspective Phalloplasty Philanthropy Platonic Play Pluralism Plus Polyamory Polycule Polynesian Polysexual Positionality Post-Traumatic Growth Power Power Dynamics PrEP Prejudice Presentation (Gender) Pride Privacy Privilege Profiting Progress Pronouns Propaganda Protest Psychological Safety Puberty Blockers Purpose QTIPOC Queer Queer Leadership Queer Temporality Racism Rainbow Reasonable Adjustment Reflection Refugee Relationship Anarchy Religion Representation Resilience Restorative Justice Role Model SWERF Safe Space Safe-guarding Safety Same-sex Sapphic School to Prison Pipeline Self Self Compassion Self-actualisation Self-awareness Self-care Self-inquiry Sex Work Sexism Sexual Characteristics Sexuality Shadow-self Shame Slur Social Barriers Social Media Solidarity Somatics South Asian South East Asian Spectrum Spirituality Spoon Theory Sport Stereotype Stimming Stonewall Story-telling Strength Stress Structural Inequality Style Subconscious Success Surgery Surrogate Survival Systems of Oppression T4T TERF Therapy Third Gender Thrive Tokenism Tolerance Top Surgery Trans Tax Transandrophobia Transformation Transgender Transgender Man Transgender Woman Transition Transmisogynoir Transmisogyny Transphobia Trauma Trauma Informed Trigger Tucking Two-Spirit URM Unconscious (bias) Undetectable Unity Vaginoplasty Validation Values VAWG Virtue Signalling Visibility Voice Vulnerability Windrush Generation WLW Well-being White Fragility White Privilege Whole Whorephobia Wisdom Woke Woman Xenophobia Ze/Zir A B C D E G Q H R S I J K L M T U N O V W X P F Z Special thanks goes to our wonderful partner JTI , who kindly sponsored the production of this free glossary for the community. "The transformation of silence into language and action is an act of self-revelation." AUDRE LORDE

We Create Space is a human capability parter helping people and organisations perform in a complex, AI-enabled world by transforming how people think, relate and act. Learn. Connect. Grow. Who Are We? We build the leadership and cultures people do their best work in. We Create Space is a human capability partner helping people and organisations perform in a complex, AI-enabled world by transforming how people think, relate and act. We work at the intersection of: IDENTITY & LEADERSHIP How people experience themselves and the world. WELLBEING & INSIGHT The internal capacity to think, decide and act. COMMUNITY & SYSTEMS How people relate, belong, and collaborate. Our Purpose. We create the space people need to navigate the world - within themselves, with others, and inside the systems they are part of. We believe transformation happens when people are given the space to learn, connect, and grow - not in isolation, but in relation to themselves, others, and the world around them. What is 'Creating Space'? ‘Creating Space’ is our practice of collective learning, connection, and growth. It means: - Taking time to develop self-awareness and resilience . - Building stronger communities of support and belonging. - Shaping cultures and systems that allow diverse talent to thrive. - Equipping leaders and organisations to step into their power and responsibility for change. The Creating Space Methodology™ Our signature human-centred methodology provides a structured way to understand how performance is actually created - or constrained - inside organisations. It does this through four interconnected lenses: The Four Layers of Performance PERSONAL How people think, decide, and respond under pressure. RELATIONAL How people communicate, collaborate, and challenge. COLLECTIVE How teams align around strategy, priorities, and execution. SYSTEMIC How structures, incentives, and signals reinforce behaviour. How we work. 1. Understand. Identify what's actually happening in practice and where the highest-leverage shift sits. Outcome: a clear, specific view of the primary constraint. 2. Embed. Build the behaviours that close the gap through structured practice, real scenarios, and applied learning. Outcome: measurable behaviour change in the moments that matter. 3. Scale. Extend consistency through advisory, ongoing reinforcement, and embedded development. Outcome: behaviour change that holds and spreads. WHAT WE'VE ACHIEVED SINCE 2020: 35k+ ONLINE COMMUNITY MEMBERS 1200+ PAID WORK OPPORTUNITIESCREATED 200+ GLOBAL CORPORATE PARTNERS £2m+ INVESTED BACK INTO THE COMMUNITY Read our 2025 Community Impact Report here OUR CLIENTS Already trusted by 200+ global brands. THE TEAM Our Collective . Our global network of 300+ practitioners bring a nuanced understanding of human behaviour, identity, and dynamics in complex AI-enabled environments. Meet our team Get in touch Ready to work with us? ➜ Corporate Solutions

We help organisations bridge performance gaps, creating the necessary behaviour change to see real results and ROI from AI integration across their business. Who am I? Home page Consultancy. SHAPING BEHAVIOUR IN YOUR ORGANSATION Performance, behaviour, and leadership - in practice. AI is changing how work happens. But in most organisations, performance isn’t improving. Not because of the tools. But because how people think, decide, and operate hasn’t changed. We work at the level of behaviour, partnering with organisations to improve how people: ✓ Think ✓ Decide ✓ Communicate ✓ Lead ✓ Operate under pressure Because performance doesn’t change at the tool level. It changes in how work actually happens. Enquire now How this shows up. ✓ Decision-making under pressure ✓ Leadership alignment across teams ✓ Translating strategy into execution ✓ Inconsistent ways of working across regions ✓ Low trust or psychological safety ✓ Burnout, disengagement, or fragmentation Our AI Performance Diagnostic Our work is grounded in a clear understanding of what’s actually happening in your organisation. We use our diagnostic to identify: ✓ Where performance is breaking down ✓ What constraint is limiting progress ✓ What it’s costing ✓ What needs to change ➜ Take our AI Performance Diagnostic Our Approach This isn’t traditional consultancy. Most organisations try to solve this with: ✕ More tools ✕ More training ✕ More initiatives We take a different approach. We don’t focus on what’s being delivered. We focus on how work is actually happening. ✓ How decisions are made ✓ Where behaviour breaks down ✓ What happens under pressure ✓ How leaders influence performance Performance doesn’t change by itself. If AI is in place - but performance isn’t improving - there is a gap. Let’s identify it. Book a call Case Studies: Garnier ACTIVATING GLOBAL COMMUNITY A consultancy project to strengthen the messaging and impact of Garnier’s 2023 Pride campaign, through the creation of safeguarding frameworks and inclusive communication training. Find out more Lululemon RESEARCH PROJECT A new piece of research exploring the experiences of Black women in the UK to identify areas of inequality within the wellness industry and inform lululemon’s racial inequity action plan. Our research team carried out interviews with 50 participants, exploring their perspectives on diversity within diversity, current perceptions around lululemon and the expectations on brands to affect social change. JTI YEAR-ROUND ADVICE Working as consultant to the leaders of JTI's global PRIDE ERG, we shaped and helped them meet their expansion goals through shaping behaviour and creating bespoke resources to meet new audiences. Find out more Any questions? Our consultancy services can be tailored to suit organisations of any scale, bringing nuanced behaviour change strategy to the core of your business. Book your free consultation below. Book a call

Guest Writer and WCS team member, Doug A. G. gives us an insight into their complex and evolving relationship with the Queer Community where they currently live - Barcelona - as well as what brings them light. by Doug A. G. Imagine a bustling metropolis of 4 million people, set alongside an idyllic landscape of the Mediterranean coast. In this magical place, there is a feeling that queers from all over the world try to make their way there to soak up the sun and enjoy relaxing times at the beach in this piece of heaven on earth. However, and even after four years of living in this city, I am still struggling to find my place within Barcelona’s culture. Maybe because I first decided to come here for a short-term stay, only a temporary stop in the way of securing permanent residence status in Canada, where I had lived for almost a decade before moving here. Having been born in Venezuela, and having existed as a queer, femme, and gender-variant person for as long as I can remember, I grew up with a deeply ingrained sense of placelessness that permeated every fibre of my being. Many of us who grow up in hostile environments, and in cultures that aren’t ready to accept the vastness and beauty of our queer existences, can relate to this feeling of awkwardly attempting (and failing) to belong somewhere. You’re expected to view a certain place as your home, but you may also experience the feeling that this very place could never fully encompass all the intricately complex hues of the richness that make up who you are. To be a queer kid who grew up in a place that wasn’t right for you is to be perpetually emotionally displaced, wondering if you will ever be able to replace this sense of home that was stolen away from us by bigotry and intolerance with a space that you carve for yourself, by yourself, and then in the company of others who love and respect you for who you are. It’s this feeling, an almost less poetic but equally as inspiring sense of wanderlust, that first pushed me to leave Venezuela at the age of 18 and build a life for myself in Toronto, where I could unapologetically thrive as a queer person while enjoying the support of other queer people, especially those who also shared a immigrant background or were also visible minorities. However, and as the old adage goes, all good things must come to an end, and so this fairytale fantasy of a wonderful life in a chilly queer paradise eventually became something I had to learn to let go after a decade of happiness and self-fulfillment. I landed in Barcelona in December 2018, scared and vulnerable, but willing to give this place a chance and see if I could make it my own. I mean, I had already been doing that for the past ten years in Toronto, so how challenging could it really be to do it again, especially now that I was older, wiser, and more capable? Also, it was a welcomed change to have my family with me once again, as they had finally made the decision to leave Venezuela a decade after I had done so, in search of a better life for themselves in Barcelona. At first glance, it appeared as though the stars had aligned, illuminating the path towards a life of fulfillment in this new city. However, an uncomfortable feeling of dread and unease soon filled every crevice of my mind and soul, and I knew right then and there that, despite all the wonderful things I had heard about the gay capital of the Mediterranean, this just would never be a place I call my home. The first time I went out wearing makeup in Barcelona, I knew it felt different to Toronto. I could feel the faces of everyone staring at me, making me feel like I stood out. I also remember the first time someone treated me differently because of the way I speak, even though I speak Spanish natively albeit with our own unique and tropical accent. All of a sudden I found myself sticking out like a sore thumb because of the irrevocably queer, femme, and ethnic markers of my personhood. It’s my experience in situations like these that have created a void in my heart that longs for the things I had in Toronto. This void craves lasting connection with diverse people from varied cultural backgrounds and different walks of life. It desires access to radical conversations on undoing hegemonies and violent power structures, the same ones that Europe has propagated all over the world for centuries while simultaneously pretending that racism, power, and privilege are a uniquely North American factor. I think my main point of contention with my life in Barcelona is that there is a very marked imbalance in how many opportunities there are to have unbridled fun until the early morning hours with how little avenues there are to find a community for yourself as a radically-oriented queer person. This inability to find spaces to talk about the issues that matter the most to me, coupled with the little visibility that exists for collectives doing this kind of work and for activists working tirelessly to undo these systems of harm, has left me feeling utterly lonely and resentful of this city after four long and painful years of living here. And so, for many years it was easier to become reclusive and close myself off to new opportunities and socialization spaces, as I just didn’t want to be exposed to any direct and indirect harm from people who didn’t see life and the world in the same way as I had grown to understand it in my former home. For a while this was absolutely manageable (or so I thought), as I focused on growing my career in international human rights advocacy and tried to shut down the parts of me that longed for community. I really thought I had it all under control and could continue going on like this, but after a while I had to be realistic and acknowledge that the heart inevitably craves connection and affection, and the happiness I needed could only be felt while being surrounded by other queer and trans people. And so, even though I felt scared and hopeless after so many years without the community component that was once so central to my life, I decided I needed to fill the social void that begged me for close connections and contact with others like me. Thankfully, I came to the realization that queer people exist everywhere and are often available to offer their love and support, provided that you make an effort to seek a glimmer of hope in what might appear as an inhospitable place, and to present yourself as your truest self for them to recognize and appreciate. I don’t know how we always do it, but us queers are magical like that, in the way that we will always manage to find each other, time and time again. Almost by chance, I came across this workout group by and for trans and nonbinary people, that in addition to offering attendees a space to work on their fitness in a gender-affirming and non-judgemental way, it also served as a powerful catalyst for social interaction. It is also a serendipitous coincidence how this shift in my mindset that inspired me to seek out deeper and more genuine connections also coincided with the launch of operations in Barcelona by We Create Space. I first reached out to the team after attending a conference and seeing that some of the people I had met there were part of the repertoire of panelists that often collaborated with them. As someone who had a lot of things to say about queer community life, and who has a unique, radical, and thought-provoking perspective on social justice and human rights issues, I was eager to join the WCS speaker collective and soak up the eventual opportunities that could come from partnering with these new friends. What I didn’t know is that this new professional relationship would eventually become a catalyst that would bring all these loose ends of my personal life together in one place, where I could openly speak about the issues that mattered to me, in the company of those who shared a similar point of view and weren’t afraid to learn and unlearn more about the world together with me. As I said before, queers always have a unique way of finding each other, so who I thought would be random panelists, participants, and attendees, soon turned out to be my new friends and family now that I had an outlet to interact with them in public. Being a queer person who always felt like they existed outside the norm, coupled with having to migrate twice for things outside of my control before the age of 30, certainly made me feel displaced, confused, and hopeless. But this same relentless magic that characterizes queer people inevitably leads us to always seek better for ourselves, leaving behind the toxicity and negativity of what didn’t work for us in the pursuit of a better life filled with love and community. In this light, my best advice to other queer and trans migrants finding themselves in this position, lost and aimless in a place that seems to not understand them, is to always seek strength in being your most authentic and unapologetic selves. No matter how challenging this current chapter of my life has been so far, it never made me forget, and only reassured me, that there was inherent power and strength in being true to myself and the radical queer aspects of my personhood. It was only when I decided to face this city with this new outlook on the world that I realized that there many others going through the same things as me, and that what I thought were unique experiences of loneliness were actually shared by so many all over Barcelona. Sometimes it seems incredibly tough to seek a better life for yourself when you give in to the sadness that comes with feeling lost and misunderstood, but I promise that if you chase the little glimmers of light that show up in your life, this same light will soon encompass your life and transform what seemed like utter hopelessness into a new chapter filled with kindness, compassion, and community. Even though struggling with depression and loneliness can virtually destroy our will to make things change for ourselves, I also have to acknowledge that even the smallest actions can eventually bring forth life-changing consequences that transform our lives for the better. To all my queer and trans migrants who may find themselves in similar positions, I want to impart a powerful truth: the very things about yourself that you believe to be burdensome are, in fact, your greatest strengths. When you have the courage to reveal your true self to others, you will undoubtedly discover meaningful connections and a sense of community, regardless of your location. Our queerness and our experiences with migration imbue us with unparalleled strength, boundless potential, and unwavering resilience. Life is too short to silence these parts of ourselves, especially when there are countless people who are eager to embrace and love us for who we truly are. If we can find the courage to let our authentic selves shine, we will undoubtedly attract the right people, no matter where our journey in this world takes us. Doug A. G. (they/them) Doug is an accomplished activist, speaker, and researcher on LGBTQI+ and human rights issues from Caracas, Venezuela. As a human geographer, Doug is skilled at providing critical analyses of sociopolitical phenomena through an intersectional feminist and decolonial lens. They have experience working with multilateral and international organizations such as IGLYO, ILGA World, and the Equal Rights Coalition, in addition to local and community groups in Europe as well as North and South America. You can find out more about Doug's work here. If you are interested in booking Doug as a speaker, please get in touch with us at hello@wecreatespace.co While you're here... Did you know we consult with Businesses, ERGs and Change-Leaders providing bespoke corporate solutions? Through consultancy we design shared learning experiences, produce DEI insights and craft bespoke content that support individuals with strengthening their roles as change-agents within their communities and organisations. Find out more here. We also organise FREE community events throughout the year! We offer a variety of ways to get involved - both online and in person. This is a great way to network and learn more about others' experiences, through in-depth discussion on an array of topics. You can find out what events we have coming up here. New ones are added all the time, so make sure you sign up to our newsletter so you can stay up to date!

Most organisations don’t have an AI capability problem. They have leadership, behaviour, and culture problems. AI is being introduced across organisations, but adoption is inconsistent, confidence is low, and impact remains limited. The challenge is not the technology - it’s how people are using it. The Uncomfortable Truth Behind AI Adoption. Over the past few years, AI has moved from a future-facing conversation to a present-day organisational priority, with many businesses making significant investments in tools, platforms, and infrastructure in an effort to stay competitive, drive efficiency, and unlock new forms of value. Across industries, leadership teams are being asked to respond quickly, to experiment, and to integrate AI into how work gets done, often while navigating a level of uncertainty that feels both exciting and difficult to fully define. Despite this momentum, a more complex reality emerges inside organisations - one that is primarily felt by those responsible for making AI adoption actually work in practice. Because while AI has been introduced, and in many cases well-communicated, adoption is not landing in the way many organisations expected. Usage remains inconsistent across teams. Leaders support it in principle, but hesitate in practice. Teams experiment in pockets, but struggle to embed it into how work actually happens. AI’s impact, while visible in moments, often remains at the level of surface productivity gains, rather than translating into deeper shifts in augmenting performance, decision-making, or organisational capability. At We Create Space, this is the pattern we are seeing consistently across organisations. Most organisations don’t have an AI capability problem, they have a leadership and behavioural problem. AI is being introduced, but: leaders lack confidence applying it in real decisions teams are unsure where it is safe to use experimentation is inconsistent usage stays at productivity, not performance The result is familiar. AI exists within the organisation, but is not yet integrated within how the organisation operates. This is not due to a lack of effort, nor is it a reflection of poor intent. If anything, it reflects how much organisations have already done. But it does point to something important - something we explored in our previous article, AI Won’t Save Your Company Culture - that the challenge we are facing with AI is not primarily a technological one. It is a human one. History Repeating Itself. If we zoom out slightly, this pattern is not entirely new. Over the past decade, organisations have navigated wave after wave of transformation - digital transformation, hybrid work, culture change, inclusion and belonging. Each moment has come with a similar promise: that with the right strategy, the right tools, and the right investment, organisations can adapt and move forward more effectively. AI represents the next chapter in that story. It feels both new and familiar at the same time: New in its speed, its scale, and its potential impact; familiar in the way it is being introduced, discussed, and operationalised inside organisations. Once again, we are seeing a pattern emerge - significant investment in tools and infrastructure, a clear articulation of opportunity and intent, and a growing library of use cases and pilot initiatives designed to demonstrate value. As with previous waves of transformation, when we look more closely at how these changes are translating into day-to-day work, the picture becomes more complex. Because the challenge is rarely the introduction of new capability, it is the integration of that capability into behaviour. Where AI Adoption Really Breaks Down. In most organisations, AI adoption has been approached in a way that feels both logical and familiar. New tools are introduced, training is delivered, use cases are shared, and employees are encouraged to explore how these technologies might support their work. Initially, this creates a sense of progress, and in many cases, genuine enthusiasm. People understand what AI is and what it can do, but they are less certain about how to use it effectively in real, often complex, situations. Leaders can see the strategic value, but may hesitate when it comes to applying AI in high-stakes decisions where accountability, risk, and judgment are more visible. Teams may experiment in isolated pockets, but struggle to establish consistent ways of working that integrate AI into everyday processes. What sits beneath all of this is not simply a gap in knowledge, but a gap in application. As we see consistently through our work with organisations, and as reflected in our AI diagnostics and programmes, adoption tends to stall across a number of interconnected areas. Leaders lack confidence in how to use AI as part of their decision-making, teams feel uncertain about where it is safe to experiment, and organisational signals - such as incentives, expectations, and risk frameworks - don’t fully support the behaviours required for consistent adoption. The result is that AI begins to sit slightly outside of how work actually happens. It becomes something people use occasionally, rather than something that is embedded into how individuals, teams, and organisations operate on a daily basis. This is often the point at which organisations begin to recognise that what appears to be a technology challenge is, in practice, a behavioural one. It is also why we typically begin our work with an AI Adoption Diagnostic - a focused, structured conversation that helps leadership teams identify where adoption is stalling across leadership behaviour, team dynamics, and organisational signals, and where the highest-leverage shifts can be made to unlock meaningful impact. The Role Of Leadership In Shaping Adoption. One of the most important shifts we are now seeing is a reframing of what AI adoption actually requires from organisations. Rather than viewing AI purely as a tool that individuals need to learn how to use, forward-thinking organisations are beginning to recognise that AI is fundamentally changing how leadership itself is practised. It is influencing how decisions are made, how information is interpreted, how communication is shaped, and how teams collaborate under conditions of increasing complexity. In this context, AI becomes less about technical capability, and more about leadership capability. The organisations making the most progress are not asking, “How do we train people to use AI tools?” in isolation. Instead, they are asking, “How does AI change how our leaders think, decide, communicate, and lead?” This distinction matters, because it shifts the focus from knowledge to behaviour. It moves the conversation away from what people understand, and towards how they act, particularly in the moments that carry the most weight, moments of uncertainty, pressure, and decision-making. It is within this shift that skill-based learning becomes mission critical. Leadership has always played an integral role in shaping organisational behaviour but in moments of transformation, that role becomes even more pronounced. Employees look to leaders not only for direction, but for signals. What is encouraged? What is rewarded? What is safe? When leaders actively engage with AI - using it in their own work, acknowledging uncertainty, and demonstrating learning in real time - they create permission for others to do the same. When they do not, a different message is often received. That AI is important, but not essential. That experimentation is encouraged, but not expected. That the risk of getting it wrong may outweigh the benefit of trying. These signals are rarely explicit but they are powerful. As we often say in our leadership work, behaviour is the most visible form of culture. Within the context of AI, leadership behaviour will play a significant role in determining whether adoption accelerates or stalls. Why Skill-Based Learning Is The Missing Link. Skill-based learning is not a new concept, but its importance has fundamentally increased in the context of AI and the broader transformation of work. Historically, organisational learning has often been structured around knowledge transfer. Individuals attend workshops, complete modules, and leave with new information, with the expectation that this will translate into improved performance. While this approach can be effective in stable environments, it becomes significantly less effective in contexts that are complex, ambiguous, and rapidly evolving. At its core, it recognises that learning is only meaningful if it changes behaviour. Not in a theoretical sense, but in the everyday moments that shape how work actually happens. How a leader responds to a challenge in a meeting. How a team approaches uncertainty in a project. How an individual decides whether or not to rely on AI in a piece of work. These are not abstract scenarios. They are the instances where organisational culture is created, reinforced, and experienced. Decades of research in learning theory and behavioural science suggest that information alone rarely leads to sustained behaviour change. Without opportunities for practice, reflection, and reinforcement, learning tends to remain conceptual rather than becoming embedded in everyday behaviour. This is particularly relevant in the context of AI, where individuals are being asked not simply to learn a new tool, but to change how they approach their work. The World Economic Forum’s Future of Jobs Report (2025) highlights that nearly 40% of current skills are expected to be disrupted by the end of the decade, with increasing emphasis on analytical thinking, adaptability, and resilience. At the same time, research from organisations such as McKinsey indicates that while employees are actively seeking opportunities to upskill, many feel unsupported in translating that learning into practical application. What this reveals is not a lack of motivation, but a gap between learning and doing. Skill-based learning addresses this gap by focusing on the development of capabilities that can be applied consistently in real-world contexts. It moves beyond exposure to information and creates environments where individuals can practise, experiment, and build confidence over time. What organisations are asking of their people is not simply to learn a new tool. They are asking them to change how they work, to integrate new forms of thinking into existing processes, and to navigate uncertainty with greater confidence. This cannot be achieved through one-off interventions. It requires a more sustained, experiential approach to development. One that supports individuals not only in understanding AI, but in using it effectively, consistently, and responsibly. From Knowing, To Doing, To Becoming. At its core, skill-based learning is about shifting the focus from what people know, to what they do, and ultimately, to who they become within their roles. In the context of AI, this means moving beyond the question of whether individuals understand how a tool works, and asking whether they can use it effectively in the moments that matter. Can they apply AI in a complex decision where there is no clear answer? Can they use it to enhance communication without losing clarity or authenticity? Can they integrate it into their workflows in a way that feels natural, rather than forced? These are the behavioural questions we need to be answering. Developing these capabilities requires more than instruction. It requires practice in realistic scenarios, opportunities to test and refine approaches, and space to reflect on what works and what does not. Over time, this is what builds confidence, and it is confidence that ultimately drives adoption. Without this, AI remains something that people understand in theory, but hesitate to rely on in practice. The Human Layer Of AI Adoption. While much of the conversation around AI focuses on capability and performance, there is another layer that plays a significant role in shaping how adoption unfolds - the human experience. For many individuals, AI introduces another set of questions which are deeply personal and relational. Questions about trust. Questions about relevance. Questions about identity and value. What does this mean for my role? How do I know when to trust the output? What happens if I get this wrong? How do I use AI without losing my own judgment or voice? These questions are not always voiced explicitly, but they influence behaviour in subtle and powerful ways. They shape whether individuals choose to experiment or hold back, whether they engage fully or partially, and whether they see AI as an opportunity or as a source of risk. This is where emotional intelligence becomes a critical capability. As research from Harvard Business School has shown, psychological safety is one of the strongest predictors of team performance, and it is created through everyday leadership behaviour. In environments where individuals feel safe to experiment, to make mistakes, and to learn openly, adoption tends to accelerate. In environments where risk is penalised or uncertainty is discouraged, the opposite tends to happen. AI adoption, at its core, requires experimentation. And experimentation requires safety.\ When AI Accelerates What Already Exists. One of the more subtle and increasingly important realities of AI adoption is that it does not operate independently of organisational culture. It does not arrive as a neutral layer that simply improves efficiency or productivity in isolation. It interacts with, reflects, and often amplifies the conditions that are already present within an organisation. This is where many organisations encounter an unexpected dynamic. Because while AI has the potential to accelerate innovation, decision-making, and performance, it can just as easily accelerate friction, misalignment, and disengagement if those elements already exist beneath the surface. In highly connected, psychologically safe, and well-aligned teams, AI tends to enhance collaboration. It supports faster iteration, clearer communication, and more confident experimentation. Individuals are more willing to test ideas, challenge outputs, and learn from mistakes, because the environment around them supports that behaviour. In contrast, in teams where trust is low, communication is fragmented, or leadership behaviours are inconsistent, AI can unintentionally amplify those challenges. Decision-making may become faster, but not necessarily better. Communication may become more frequent, but not more aligned. Outputs may increase, while clarity and ownership decrease. In these environments, the introduction of AI does not resolve underlying issues. It often makes them more visible, and in some cases, more pronounced. This reflects a broader principle we see across organisational change. Technology tends to accelerate what already exists. And in the case of AI, the speed of that acceleration is significantly higher than many organisations are used to managing. This dynamic is something we see very clearly when working with organisations. AI reveals and accelerates the qualities of workplace cultures. Which is why attempts to “layer AI on top” of existing ways of working often fall short. Without addressing the underlying behavioural and cultural conditions, adoption remains inconsistent, and the return on investment remains limited. This is where a more integrated approach that combines leadership development, skill-based learning, and culture alignment becomes critical. Impact on Belonging, Engagement, And Retention. It can be tempting to view AI adoption as a standalone initiative, separate from broader conversations around culture, belonging, and engagement. In reality, these dynamics are deeply interconnected. How AI is introduced and experienced within an organisation will shape how people feel about their work, their role, and their future. If AI creates uncertainty without support, people may disengage. If it creates pressure without clarity, people may hesitate. If it is implemented inconsistently, people may lose trust. But when AI is introduced in a way that builds capability, confidence, and clarity, a different dynamic emerges. People feel more equipped to navigate change. They see opportunities for growth, rather than threat. They experience the organisation as investing in their development, not replacing it. This is where skill-based learning becomes a lever not only for performance, but for belonging and retention. As highlighted in our previous article, organisations that invest in human-centred skills such as communication, empathy, and adaptability tend to see stronger engagement and lower attrition. AI does not replace this dynamic. It amplifies it. The Talent Pipeline Challenge. Alongside this, there is another challenge beginning to emerge - one that is less about immediate adoption, and more about the future of leadership within AI-enabled organisations. Historically, leadership capability has been developed over time through experience. Individuals move from junior roles into management positions, gradually building skills in communication, decision-making, stakeholder management, and team leadership. These capabilities are not learned in isolation; they are developed through exposure, practice, and progression. AI has the potential to reshape parts of this journey. As certain tasks become automated or augmented, the nature of early-career roles may change. In some cases, individuals may have fewer opportunities to practise the foundational skills that have traditionally prepared them for leadership. The pathway from junior to manager to director may become less linear, and in some organisations, less clearly defined. This creates an important question for organisations to consider. If the structure of work is changing, how do we ensure that leadership capability continues to develop? While AI can support decision-making, it does not replace the need for judgment. It can enhance communication, it does not replace the need for clarity, empathy, and relational awareness. Efficiency may increase but it does not replace the need for leaders who can navigate complexity, build trust, and create environments where people can perform at their best. In this sense, the development of future leaders becomes more intentional, not less. It requires organisations to think differently about how skills are built, how experience is created, and how individuals are supported in developing the capabilities that AI cannot replicate. Why This Matters Now. Taken together, these dynamics point to a deeper “why” behind the shift towards skill-based learning. AI is not simply introducing new tools into organisations. It is increasing the speed, visibility, and impact of existing behaviours, while simultaneously reshaping the pathways through which those behaviours are developed. This means that organisations cannot rely on technology alone to drive transformation. Nor can they assume that existing approaches to learning and development will be sufficient. Instead, there is a need for a more deliberate focus on the human capabilities that underpin performance. Capabilities such as judgment, communication, adaptability, and emotional intelligence. Capabilities that enable individuals to use AI effectively, rather than simply access it. Capabilities that support not only current performance, but the development of future leadership. This is where the connection to skill-based learning becomes clear because skill-based learning is not only about enabling people to use AI today. It is about ensuring that organisations continue to build the leadership, culture, and capability required to navigate an increasingly complex and fast-moving future. For many organisations, this is also where the conversation begins to shift from short-term adoption to longer-term capability. If AI is reshaping how work is done, then it is also reshaping how future leaders are developed. This is a key focus of our AI Adoption & Leadership Accelerator, where we work with organisations not only to embed AI into current workflows, but to build the leadership behaviours, decision-making capability, and confidence required to sustain performance over time. A More Integrated Approach To AI Readiness. What we are seeing in organisations that are moving forward more effectively is not necessarily a greater investment in technology, but a more integrated approach to capability. An understanding that AI adoption does not sit within a single function, but across multiple layers of the organisation. Within leadership behaviour, where confidence and judgment are shaped. Within team dynamics, where psychological safety enables experimentation. Within organisational culture, where norms determine what is expected. Within systems and structures, where incentives and signals reinforce behaviour. When these elements are aligned, AI begins to move from being a tool that people use occasionally, to a capability that is embedded in how work happens. When they are not, adoption tends to remain fragmented. This is the space in which we work most often with organisations. Not at the level of tools, but at the level of behaviour, leadership, and culture. Supporting organisations to understand where adoption is breaking down, and what needs to shift to unlock its potential. Why Behaviour Change Requires Space. Across our work at We Create Space, we often describe transformation as something that requires space before it requires structure. This is particularly true in the context of AI, where individuals are being asked to change how they think, how they work, and how they make decisions, often while continuing to deliver in their existing roles. The Creating Space Methodology provides a way of understanding how this change unfolds across different, interconnected layers of an organisation. At an individual level, it involves building confidence, self-awareness, and judgment. At a relational level, it involves strengthening communication, trust, and psychological safety. At a collective level, it involves establishing shared norms around experimentation and learning. And at a systemic level, it involves aligning incentives, expectations, and organisational signals. When these layers are disconnected, adoption tends to stall. Leaders may develop awareness, but feel constrained by existing systems. Teams may experiment, but lack alignment with broader organisational priorities. Policies may encourage innovation, but in practice, make it difficult to take risks. When these layers are aligned, behaviour change becomes more sustainable. AI moves from being an initiative, to becoming part of how the organisation operates. From Tool Usage To Organisational Impact. One of the most common challenges organisations face is that AI adoption remains focused on usage, rather than impact. Metrics such as logins, prompts, or tool engagement provide a useful starting point, but they do not fully capture whether AI is improving decision-making, enhancing communication, or driving better outcomes. The organisations seeing the most meaningful results are those that move beyond measuring activity, and instead focus on how AI is shaping behaviour. Are leaders making more informed decisions? Are teams communicating more effectively? Are individuals working with greater clarity and confidence? These are more difficult questions to measure, but they are ultimately the ones that determine whether AI is delivering value. This is also where the connection to belonging, engagement, and retention becomes clear. How individuals experience AI within an organisation will influence how they feel about their work. When AI is introduced in a way that builds capability and confidence, individuals are more likely to feel supported, engaged, and invested in. When it is introduced without these elements, it can create uncertainty, hesitation, and disengagement. In this sense, AI adoption is not separate from culture. It is a reflection of it. If any of this feels familiar, it is often because the challenge is not isolated to a single team or function. It tends to sit across leadership, culture, and systems. And while it can be difficult to see clearly from the inside, it becomes much easier to identify through a structured external lens. A Reflection For Organisations. If AI adoption is not yet delivering the impact you expected, it may be worth asking a different set of questions. Not only: Do our people understand the tools? But also: Do our leaders feel confident using AI in real decisions? Do our teams feel safe experimenting with it? Are we reinforcing the behaviours we want to see? Are we measuring what actually matters? Because often, the answers to these questions reveal where the real opportunity lies. Where We Come In. At We Create Space, our work sits at the intersection of leadership, culture, and behaviour. Through our AI Adoption Diagnostics and Leadership Accelerator, we support organisations in understanding where adoption is breaking down, and in building the capabilities required to move from awareness to action. This includes developing leadership confidence, strengthening team dynamics, and embedding behaviours that support consistent and effective use of AI in real work contexts. Because ultimately, the goal is not simply to introduce AI into an organisation. It is to integrate it into how that organisation thinks, works, and performs. Final Thoughts. AI will continue to evolve, and organisations will continue to invest in new tools, platforms, and capabilities. But the determining factor in whether these investments translate into meaningful outcomes will remain the same: how people engage with them. The organisations that succeed will not necessarily be those with the most advanced technology, but those that are most effective at developing the human capabilities required to use that technology well. They will invest in skill-based learning, not as a standalone initiative, but as a core part of how they build leadership, culture, and performance. They will recognise that behaviour change is not a by-product of transformation, but the mechanism through which it happens. And in doing so, they will position themselves not only to adopt AI, but to integrate it in a way that is sustainable, human-centred, and impactful. While you're here... At We Create Space, we support organisations in bridging the gap between AI capability and real-world application through leadership development, skill-based learning, and culture transformation. Our AI Adoption Diagnostic and Leadership Accelerator are designed to help organisations understand where adoption is breaking down, and to build the behaviours, confidence, and alignment required to unlock meaningful impact. Because ultimately, AI is not just about what organisations invest in. It is about what their people are able to do with it.

Leadership in Climate Action. At We Create Space, we see the transformative power of community every single day. For organisations striving to build a more inclusive, engaged, and thriving workplace, we believe community-building isn’t just a solution. It’s the foundation. Our series, ‘Community Building 101,’ explores key factors for successful community development. Each session will provide actionable strategies and tools to promote effective change, collective learning, workplace culture, and shared values through three key pillars: Inclusion, Wellbeing, and Leadership. The objective of Community Building 101 is to provide actionable strategies & tools to promote effective change, collective learning, workplace culture & shared values. It also serves as a talking point for how grassroots principles can be applied in corporate settings and vice versa. Out in Climate is a non-profit dedicated to building community among LGBTQ+ professionals working on climate solutions and their mission is simple: to connect and uplift queer voices across the climate space. Since 2022, Out in Climate has hosted 50+ events, connecting over 1,000 people from climate tech startups and investors to corporations, government, and NGOs. Research shows that marginalised groups including LGBTQ+ individuals, are disproportionately affected by climate change and are underrepresented in the spaces where solutions are designed. During this timely conversation to mark World Earth Day, we’re joined by some of the team from Out In Climate’s London Chapter, which officially launched in March 2025 as they seek to grow a vibrant local community. Jon-Paul Vicari (he/him), Managing Director for WCS, was joined by Jason Dela Cruz (he/him) & Hayley Moller (she/her), City Leads for Out In Climate London to dive into leadership within the crucial area of community meets climate action. They’ll be discussing the topics below and sharing stories, best practices, and resources to bring these skills to life in both your personal and professional development: - Vision & purpose - Storytelling - Power & privilege - Visible role models We asked our speakers to share their main takeaways from the event: Hayley Moller Community starts with just a few committed people. Stories about climate impact can motivate action Climate action is like community action - start small, but start somewhere. Jason Dela Cruz Find your people - be proactive! Always advocate for the underrepresented in climate discussions. Showing up inspires others to take action. Jon-Paul Vicari You don’t have to know everything or anything to get involved. Showing up is the important step! Be adaptable, each person/community will have different needs and a one size fit all approach can be harmful. Invite people in through stories, not shame. If you would like to discuss booking one of these speakers for your own session, please get in touch with us via email at hello@wecreatespace.co While you're here... At We Create Space, we support organisations in bridging the gap between AI capability and real-world application through leadership development, skill-based learning, and culture transformation. Our AI Adoption Diagnostic and Leadership Accelerator are designed to help organisations understand where adoption is breaking down, and to build the behaviours, confidence, and alignment required to unlock meaningful impact. Because ultimately, AI is not just about what organisations invest in. It is about what their people are able to do with it.