Excitement is building around artificial intelligence and its potential impact on work and workplace learning. While AI is undeniably here to stay, the specifics of how it will transform these areas are still unfolding.
In this blog, we’ll explore two research-based approaches that can offer valuable insights for your organization. The main takeaway? Your perspective on AI will shape its role within your organization and influence your effectiveness as a chief learning officer.
See AI as a Collaborator, Not Just a Tool
Often, AI is viewed merely as a tool, hailed as either a miraculous solution or a potential threat. We suggest that this view may lead to both unintended outcomes and superficial applications rather than genuine transformation.
Peter Senge’s concept of organizational learning highlights achieving collective performance, designing a cohesive system of interconnected elements. Similarly, Paul R. Daugherty and H. James Wilson assert that AI should complement human capabilities rather than replace them, introducing the concept of the “Missing Middle.” This idea encourages businesses to integrate AI as an active team player—deeply embedded in workflows and strategic planning.
Interesting developments, such as Matt Seligman’s work at the Burning Glass Institute, suggest that human/AI collaboration is more realistic and beneficial than the feared mass job displacement. By focusing on team dynamics, incorporating AI, and leveraging diverse strengths, organizations can enhance productivity.
- Humans contribute judgment, creativity, and oversight, while AI manages routine and analytical tasks.
- AI agents join teams as integral members.
- Organizations cultivate new skills for employees to effectively collaborate with AI.
This model emphasizes the assignment of AI to specific teams, under structured oversight, within functional units.
Many precedents already exist: Salesforce’s Einstein AI aids sales operations, while HR AI systems like HireVue and Eightfold AI streamline recruitment processes. In the operations sphere, AI optimizes logistics and supply chains, identifying inefficiencies early.
Consider AI as a Learner, Not Just an Expert
The perspective of AI as a team member also brings us to a second consideration. While often seen as an authority, AI in education is sometimes overestimated. Instead, organizations should view AI as a new addition, a learner on the team.
As a chief learning officer, you should train AI just as you would any new hire—instilling both technical skills and collaborative abilities. The CLO becomes the instructor, guiding AI’s development.
It’s crucial to ensure AI learns effectively, as these systems rely heavily on quality training data. Conducting bias audits and implementing human-in-the-loop processes are vital to minimizing AI-driven discrimination.
Where Should AI Agents Belong? Not Just IT!
If AI agents function as team members, shouldn’t they be managed with the same diligence as their human counterparts? For instance, a sales AI agent should be part of the sales team, overseen by the head of sales, rather than by IT.
Organizations must decide where AI agents fit within existing structures and who oversees their performance. Important questions also arise, such as the need for performance metrics to track accuracy and bias. AI dashboards must ensure alignment with company policies.
When AI agents are integrated as team members rather than mere tools, organizations can reap numerous benefits:
- Improved decision-making capabilities
- Enhanced efficiency and productivity
- Facilitated cross-departmental collaboration
For AI agents to fully integrate, organizations must train, manage, and evaluate them like their human team members. Despite fears of job loss, data indicates minimal displacement, reinforcing AI’s role as a valuable team component. AI demands structure, training, oversight, and accountability. Successful companies in the AI era will view it as a collaborative partner, not just a tech upgrade.
So, should AI report to a team leader? Definitely, it necessitates clear leadership and structured governance. AI thrives when enhancing human work, not replacing it. Organizations wisely structuring AI as accountable teammates will unlock AI’s true potential—boosting productivity, fostering innovation, and promoting ethical adoption.
