AI Should Augment Human Intelligence, Not Replace It

As our world becomes more reliant on data to drive business success, experts predict that by 2030, using artificial intelligence (AI) on a larger scale could boost the global economy by a whopping $15.7 trillion. This means AI is changing how companies operate, and many think it will also change who does the work. We're already seeing this happen – smart machines are starting to take over jobs once done by humans in areas like manufacturing, customer service, hiring, and finance. This often means people are pushed into lower-paying jobs or even lose their jobs altogether. Some experts even think that by 2040, our workforce could look completely different from what we're used to.

Throughout history, we've been relying more and more on machines to do tasks for us, starting from basic physical jobs like weaving during the Industrial Revolution. But now, machines are getting smarter. They can do things that used to be considered complex thinking tasks, like solving math problems, understanding language, and even writing. It's like we're getting to a point where we're letting technology do the thinking for us, not just the physical work. In the 21st century, artificial intelligence (AI) is becoming so advanced that it can actually be better than humans at many things. This means there's a risk that almost any job could eventually be done by machines instead of people.

Many see the future of work as a battle between humans and AI, where only one can win. But we disagree. AI and humans have different strengths. While AI is fast and precise, it lacks human qualities like intuition, emotion, and cultural understanding – things that make us uniquely effective.

Machine Intelligence vs. Human Intelligence

Today, we see advanced computers as smart because they can learn and decide based on the information they get. But even though we acknowledge this, it's important to know that the intelligence they have is quite different from ours.

In simple terms, AI involves computers making decisions in a way that seems smart. Following Alan Turing's ideas, AI mimics human actions, emotions, speech, and decisions. This type of intelligence is very useful in organizations because AI can recognize patterns in data that help improve job performance. Unlike humans, AI doesn't get tired and can keep working as long as it has data. This makes AI great for repetitive tasks in controlled environments, like on assembly lines. For example, Amazon uses AI to manage workers in such settings, as AI can ensure tasks are done efficiently and accurately without being affected by external factors.

Human abilities go beyond what AI can do. While AI relies on data, humans can imagine, anticipate, feel, and adapt to changing situations without needing constant data input. This unique human capability, known as authentic intelligence, is crucial for dealing with open systems where external influences are present. In contrast to AI, authentic intelligence is essential for creative vision and strategic planning in dynamic environments.

Despite their differences, AI and authentic intelligence complement each other. Both offer specific talents needed for organizational success. We believe that combining the strengths of both AI and authentic intelligence, known as augmented intelligence, is the key to future intelligent work. This approach enables organizations to be efficient, accurate, creative, and proactive.

The Third Type of AI: Augmented Intelligence

AI3, or augmented intelligence, offers a unique approach to collaboration between humans and machines. This concept was highlighted by chess grandmaster Garry Kasparov's experience. After losing to IBM's Deep Blue in 1997, Kasparov teamed up with a computer in a match against Veselin Topalov in 1998. This "advanced chess" match ended in a draw, showing that humans and machines can complement each other. Kasparov later emphasized that the success of such collaborations doesn't just rely on having the best human player and the most powerful AI. Instead, it's about how effectively they work together. This was proven in a freestyle chess tournament in 2005, where amateur players with multiple computers beat grandmasters paired with single powerful machines. It's not just about the strength of the individual players or computers, but how well they coordinate and work together.

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We see AI as a tool to enhance collaboration between humans and machines, rather than viewing it as a threat. This means teams will include both humans and non-humans, creating what we call "new diversity." However, there's a risk of biases affecting how these teams work together. Leaders will need training to address this and bring everyone together effectively. They'll also need to understand AI and how to use it wisely to improve performance while serving human interests. This approach, known as augmented intelligence, ensures that AI benefits humanity rather than replacing it.

Reference: By David De Cremer and Garry Kasparov