Artificial intelligence (AI) has for the last decade been expected to revolutionize the way we work. However, as many industries are facing more complex problems as an effect of technological development and globalizations, companies are experiencing challenges in finalizing AI-projects and fully integrating AI into their operations, not least in the manufacturing industry. To face these challenges, it is suggested that manufacturing industry could benefit from enhancing their work-integrated learning related to AI and AI transformation. In addition, one of the considered success factors in technological development and organizational change is the way that it is reflected on by the organization. This paper employs an action-based perspective, in which learning is generated by and in action, that is, in the reflection on experiences. And so, with a qualitative focus group study, we sought to explore how manufacturing industry organizations reflect on action in a potential AI-transformation. However, the results showed that the participating organizations instead displayed an inaction stance when discussing AI-transformation, demonstrating a general passivity towards the transformation as a concrete change process. We employ theories of psychological safety, maneuver space and sense of coherence to analyze our empirical results. Moreover, we discuss our findings based on the idea of action and inaction as contradictory forces that adverse each other in terms of learning as well as the theoretical and practical implications of our study.