Ethan Mollick is an associate professor of business administration at the Wharton School of the University of Pennsylvania and author of Co-Intelligence: Living and Working with AI (WH Allen).
Most companies don't have an artificial intelligence strategy, but they're already full of technology. A survey released this month by LinkedIn found that three-quarters of white-collar workers have used his AI at work, and of those, four-fifths have used his AI from their own accounts or devices. It was suggested that They are not seeking permission from their employer. In fact, they hide it because they are afraid of the consequences.
That means managers should stop asking questions. if AI will begin to gain importance and shape within organizations how That would be important. It will bring a wide range of new challenges that will change the meaning of management. Our organizational structure is built on the idea that humans are the only form of intelligence at work. That's no longer true.
For many people in many organizations, measurable deliverables are words like emails, reports, and presentations. We use words as a substitute for effort, intelligence, and compassion. If a middle manager writes a weekly status report, the report itself may not be important. Rather, it serves as a signal that the manager has done his job of monitoring the project and making corrections as necessary.
Historically, this has worked well enough. Senior managers can tell at a glance whether a report is substantive (demonstrates effort) and well-written (demonstrates quality). But now, any employee with access to AI tools can create work that ticks all the formal boxes without necessarily expressing any underlying effort or thought.
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This poses a major challenge to traditional management methods. If AI can generate reports, emails, and presentations that are indistinguishable from human-generated content, how can managers assess the true contributions and value of their employees?
For organizations bogged down by bureaucracy, AI can help by automating endless paperwork. But it also raises the fundamental question of why the document exists in the first place. Additionally, once-meaningful processes such as performance reviews can be undermined as managers succumb to the temptation of the “write me” button. When faced with content written by AI that reproduces their work, some employees may even face a crisis of meaning about the nature and value of their contributions.
The urge to use AI will be ubiquitous, as the quality of AI writing is already pretty good, especially given the source data. Our research shows that people “fall asleep at the wheel” when faced with “enough” AI content. It becomes less important and less likely to fact-check or thoroughly edit the AI output.
This can lead to the propagation of errors, misinformation, or superficial analysis. Therefore, as AI-generated content becomes more prevalent, organizations risk losing the depth and quality of their collective work products over time. AI-generated content will soon be everywhere in every organization.
To use AI productively at work, leaders and employees need to consider what their work means to others and to themselves. Thoughtful organizations can find the answers, but as AI adoption grows, few organizations seem to be tackling these questions, often under the radar.
But on the flip side of crisis is the possibility of freedom. Studies have repeatedly found that employees prefer to use AI because it does the work they don't want to do, even if they are aware of the risks to their jobs.
Tools like Microsoft's Copilot make it easy for anyone to delegate tedious tasks and focus on what they enjoy about their contributions and what others value. Organizations that embrace this and proactively reduce processes that no longer make sense in an AI-enabled world may benefit.
AI may also directly assist administrators. Empathy, summarization, and customization capabilities make it a powerful tool for coaching and mentoring. AI provides personalized feedback, helps employees deal with complex situations, and provides guidance tailored to individual needs and learning styles. You can also monitor all employee actions and provide comments.
By leveraging AI as a coach and mentor in this way, organizations can expand the development of their employees and support them to a degree not previously possible, taking away some of the tedium along the way. But done wrong, you risk creating a panopticon where employees feel constantly monitored and judged by an all-seeing AI.
New forms of management therefore need to strike a balance between using AI to empower and support employees while respecting their autonomy and privacy.
A strategic response from managers is essential. Waiting is no longer a viable option. Nor does it introduce a standard approach of consultants or committees. The challenges and opportunities are much deeper.
By reflecting on the meaning of work and embracing opportunities while mitigating risks, organizations can chart a path to a future where human and machine intelligence combine in powerful new ways.
Organizations that cannot do this will still leverage AI, but without the human guidance to help them succeed.
