As if AI wasn't facing enough challenges to its financial and operational efficacy, a growing body of research is finding that it may be leading to what, in the bone-dry jargon of managerial performance, is being called de-skilling.
Put more simply, there is concern, backed up by data, that over-reliance on AI may be making users lazy. They are more willing to take at face value whatever AI tells them, and less willing to debate, think critically, challenge assumptions and collaborate on finding original solutions. Consequently, they are less willing to take ownership - after all, AI said it was so - and become advocates for their ideas. The result could be a homogenization of strategies. While probably not an immediate threat to the growth of AI, what this could, interestingly, lead to is a change in the way AI is applied, eg, as a supplement and complement rather than replacement for human input, in order to achieve optimized outcomes. JL
Sagar Goel and colleagues report in Boston Consulting Group:
60% of C-Suite executives believe de-skilling will pose a threat within the next three to five years. A growing body of research points to the erosion of critical thinking, judgment, curiosity, and originality among frequent AI users; the skills most important to organizational performance. The larger danger is when skill erosion across hundreds or thousands of people in an organization - distributed de-skilling -undermines organizational intelligence. Because AI produces acceptable ideas efficiently enough, employees’ ideation abilities can atrophy; and because its strength in pattern recognition creates the illusion of analytical rigor, workers’ causal reasoning and assumption testing can erode. This starts with overreliance on AI outputs without stress testing or challenge, cited by 90% of surveyed leaders. Reduced ownership and accountability, fewer debates, less diversity of thinking, and reduced collaboration and teaming follow.