PURPOSE & IMPACT

Category: Innovation

Human Qualities Most Likely to Matter In Work With AI

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There are lots of discussions and debates nowadays regarding the evolution of work with growing AI impact.

Noticed a very interesting article, “Is AI Smarter Than People? It’s complicated”, in the Wall Street Journal (source below). It also highlights inputs from a related experiment, and the human qualities most likely to matter in the evolving world of work.

These are selected notes from the article.
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* My research suggests that we’ve been asking the wrong question and drawing the wrong conclusions.
* In an experiment relating to prediction market accuracy, the hybrid teams (human-AI) reached insightful conclusions that neither a human nor a machine could have produced on its own.

* It’s not that these people were more intelligent than others in the study. They demonstrated two important qualities: perspective-taking and intellectual humility.
Perspective taking – ability to genuinely inhabit another point of view.
Intellectual humility – ability to recognize the edge of your own knowledge and sit with that discomfort rather than trying to rush to fill it.
* Perspective-taking requires requires genuine curiosity about minds other than your own. Intellectual humility requires a kind of emotional courage: the willingness to feel uncertain, even a little foolish, in the presence of something or someone that seems very sure of itself.

* These are not the soft skills we typically celebrate.
* What my experiment suggests is that the human qualities mostly likely to matter are the uncomfortable ones: the capacity to be wrong in public and stay curious; to sit with a question…to read a confident, fluent response from an AI and ask yourself, “What’s missing?”…to disagree with something that sounds authoritative and to trust your instinct enough to follow it.
* We don’t build these capacities by avoiding discomfort. We build them, by choosing it, repeatedly, in small ways.
* Most AI chatbots today default to easy answers which is hurting our ability to think critically.
*…the divergence I worry about – the quieter process of people gradually outsourcing the judgment…
* What can any of us actually do about it? Start with the reframe: The goal of working with AI isn’t to get the answer faster. It’s to find what you are missing…use AI as a savant collaborator to explore uncertainty.
* Perspective-taking, intellectual humility and curiosity are traits that can be cultivated.
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Source: Is AI Smarter Than People? It’s complicated; Vivienne Ming (neuroscientist, cognitive scientist and author of “Robot-Proof…”); April 25-26, 2026

The Potential Impact of China’s New AI Model, DeepSeek 

If you have seen the news about DeepSeek in recent days (including rattled financial markets) and are wondering what the noise is all about, why this is disruptive, important and relevant, this video below from CNBC is a helpful watch. It includes an interesting interview with Perplexity CEO, Aravind Srinivas, with pertinent questions and inputs (from early Jan ’25).

In this week’s Business Standard, an article stated that “DeepSeek has become the most downloaded app on Apple App Store in India across all categories, according to data from Sensor Tower… It was released worldwide on January 10, with an update on January 27…
DeepSeek is the most downloaded app on Apple Store in the US… On Play Store, it is the second most downloaded app…
However, in countries like the UK, Australia, Singapore and Canada, it already hit the number one spot amongst all apps on January 28. But it has not made a similar domination in most European countries.”

This development seems to have taken most experts by surprise. The achievement, speed, budget, resources and context of all this could be a valuable case study in itself. Some countries are already thinking/concerned about the security and ethical aspects as well.

Innovation, Talent Management and Championing – even more relevant during tough times

Continuing from my previous post related to the interesting topic of Innovation – I found an interesting article on ‘The Economist’ titled ‘Champion’ – it discusses the critical role of champions in supporting and defending new ideas and talent.

Selected notes from the article:

1. The new idea either finds a champion or dies… No ordinary involvement with a new idea provides the energy required to cope with the indifference and resistance that major technological change provokes… Champions of new inventions display persistence and courage of heroic quality.

2. Championing is often applied to people as well: bright, young, talented people within an organisation are deemed to need a champion, someone higher up the corporate ladder who will support them and fight their corner. Many chief executives have risen to the top largely because they have been nurtured through their careers by people in high places.

I believe these become highly relevant during tough times. How does your company approach this and what sort of environment exists?

Main Source: http://www.economist.com/business/management/displaystory.cfm?story_id=12677035

Thoughts on ‘Innovation’ from IDEO CEO, Tim Brown (source: McKinsey Quarterly)

Some really interesting thoughts related to ‘Innovation’ from the IDEO CEO, Tim Brown (Source: McKinsey Quarterly, November 2008).

1. All we do is try to have new ideas…

2. …focus completely and utterly on experimentation, on exploring ideas for the sake of exploring them, and on bringing unlikely people together to work.

3. …if we spend too much time focusing on doing our projects on time and on budget – running our kind of business well – then the ideas we generate aren’t as good.

4. Innovation is not a continuous activity; it’s a project-based activity.

5. It’s often the role of senior leadership to defend new ideas until they’re actually out in the marketplace and able to stand up for themselves.

6. The biggest barrier (to innovation) is needing to know the answer before you get started.

7. It’s better to have a bigger ecosystem for innovation than a smaller one. You’re going to get more ideas and increase the likelihood of better ideas.

8. …a competitive issue for nations in the future will be the ability of the general populace to generate and develop ideas.

9. Foundations and corporations are playing roles that they weren’t playing before in public services…there’s an opportunity both to improve the life experience of many, many people and to create quite a lot of economic benefit…

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