The Machine’s Role in Human Development
How and when to use AI to maximize our professional growth
Imagine a future where every professional learning and development (L&D) task is optimized for maximum efficiency by an intelligent assistant. Scheduling training sessions, identifying skill gaps, analyzing employee performance data in real-time—all of these could be handled by AI. Not to mention, creating interactive e-learning content, curating personalized training modules, and delivering adaptive learning pathways. Generative AI has the potential to revolutionize how we develop talent, allowing L&D professionals to place more focus on designing impactful learning experiences. But is the picture that simple, or is there more to it? I would argue that we need to smart and intentional with how we implement AI in human development, given the promises and pitfalls in store.
The Pitfalls
While Generative AI can enhance the efficiency of certain professional capabilities, it may simultaneously undermine other aspects of professional growth. This paradox invites us to reflect on how we can balance tech advancement with the richness of human experience. For instance, over-reliance on AI can lead to a decline in critical thinking and problem-solving skills that in turn reduces essential situational awareness. Consider the example of a traveler who meticulously plans every detail of their trip, only to miss out on myriad opportunities for authentic cultural immersion by not being fully present. In our pursuit of efficiency and thoroughness, we often and ironically block our access to the very thing we seek. Professionals risk missing the depth of experience and context necessary in domains like leadership development, coaching, conflict resolution and negotiation—complex human problems with uniquely human variables.
Already we’re seeing a proliferation of coaching chatbots with the promise of helping you experience “transformative self-improvement”, but I see this as a losing formula for sustainable growth. The structured learning that AI creates lacks the spontaneity and serendipity (not to mention the mirror neuron-driven reflexes) that foster deep personal insights and growth. Professionals may lose the opportunity (and eventually the depth of capability) to experiment and innovate their own ways of thinking.
The Right Balance
Generative AI is expert at making logical connections from massive data sets, and it’s more than capable of enhancing our cognitive understanding as part of a learning and development program. But research shows that high-quality rapport is directly related to predicting and driving positive developmental outcomes in domains such as education, therapy, and executive coaching (to name just a few). While AI can make logical connections from massive data sets, it cannot (yet?) create the relational containers that facilitate a person’s shift from cognitive understanding to experiential knowing. For instance, an AI can suggest sound leadership strategies or even suggest next steps to take in a tricky situation, but cannot replicate the nuanced, personal (de)(re)construction interactions that occur in a co-created, human-led developmental space.
This basically equates to the age-old debate between “book smarts” (AI), vs “street smarts” (human); The truth is we need both.
The difference between experiencing and learning the energy of a person/task/project/decision versus knowing the "facts" about them is crucial. Humans process just as much, if not more, of their environment via "somatic knowing" versus "cognitive" knowing. For us, insights gained without the accompanying emotional and physical experiences often lead to a superficial understanding that lacks the depth and shift in belief systems needed for true resilience and adaptability.
In all fairness to AI, this is just part of the human growth experience. An insight simply “puts us on notice” to search for experiences that can give that insight more power and meaning. This is a feature, not a bug, in our human programming. So, in order to integrate AI in ways that enhance professional capabilities without undermining growth, we must be mindful of its use.
Specific Considerations:
AI Should Be Integrated In:
Personalized Learning Paths: Use AI to create customized learning plans that adapt to the individual needs and progress of each professional. This can help in identifying strengths and areas for improvement or offering targeted resources and exercises.
Data-Driven Insights: Leverage AI to analyze performance data and provide actionable insights. This can help in identifying trends, predicting future learning needs, and making informed decisions about training programs.
Content Generation: Utilize AI to generate content such as summaries, reports, and presentations, freeing up time for professionals to engage in more strategic and creative tasks.
AI Should Be Less Central To:
Emotional Intelligence Training: Avoid relying on AI for training in areas that require emotional intelligence, empathy, and interpersonal skills. These are best developed through human interaction and experiential learning.
Leadership Development: While AI can provide valuable insights and recommendations, the core of leadership development should involve human-led coaching, mentoring, and real-world experiences. AI should support but not replace these critical components.
Rapport Building: Generative AI should not be used as a substitute for, or be allowed to atrophy, the critical skill of building rapport and trust in professional relationships. These elements are fundamental to effective leadership and development and require genuine human connection.
Conclusion:
The future of human-AI interaction in professional learning and development holds great promise. Being mindful of the dynamics above enables us to harness the power of AI while preserving the richness of the human experience in professional learning and development. Going forward, reflect on your own use of AI and consider how you can balance efficiency with experiential needs—after all, a new insight is just a starting point of your growth journey, not the destination.
— Jeremy Covert, Tech Leadership Effectiveness, Deloitte Consulting Office of the CTO