The conventional wisdom about AI is that it will be the great equalizer, giving ordinary employees the tools to perform like superstars.
But what if the opposite is true?
some New commentary in the Wall Street Journal This suggests that AI is already widening the gap between high performers and everyone else, a trend that could lead to increased tensions and resentment in the workplace.
It begs the question: who? truly Benefits of artificial intelligence?
To get an answer, I talked to SmarterX and Marketing Institute for Artificial Intelligence Founder and CEO Paul Reutzer Episode 174 of the Artificial Intelligence program.
Widening talent gap
In an article for the Wall Street Journal, researcher Matthew Cole shares the reasons why AI is widening the gap between superstars and everyone else.
Its basic premise is that stars who already excel at work are the most likely to push the boundaries of what’s possible with artificial intelligence. This, in turn, significantly accelerates their performance compared to their colleagues who work with technology.
The following example is given:
“Imagine a star consultant working to bring a new product or service to market. Instead of asking the AI to ‘analyze this market’ and receive general insights, the star uses years of experience to ask more nuance and targeted questions about competitive dynamics, regulations, and barriers. The deep experience of the star will lead them to better refine the commands or questions they give the AI, rather than accepting the output The first. This leads to more useful and accurate results. “
As a result, it is expected:
“Workplace tensions and resentment will rise” if high performers benefit from AI tools more than anyone else.
Why will A players see the biggest gains?
Some research from 2023 is out Harvard Business School In fact, he suggested that the opposite would happen. In it, the researchers found that AI can actually improve the field, significantly increasing the capabilities of average performers while only moderately enhancing high performers in the consulting industry.
But Reutzer isn’t convinced that’s the way things will play out in the long term. He believes the most likely outcome is that top performers will drift away from lower performers thanks to the compound advantages gained by pushing AI to its limits.
“I think the most likely outcome is that average employees will remain average,” he says. “They won’t work harder than they need to. They’ll use tools, sure, but perhaps as shortcuts and a crutch, not as thought partners to become better.”
A recipe for workplace friction
This widening performance gap isn’t just a hypothetical problem either. It will create very real conflicts, Reutzer warns.
When elite players become highly effective, they will become frustrated with teammates who cannot keep up with them, and may simply begin to do their jobs for them.
“This will create a lot of friction between high-end players and non-gamers,” he says.
The result is a two-tier system in which high performers become more valuable than ever but also feel “very frustrated with the people who don’t take advantage of the tools.”
The new rules of the hiring game?
This trend is already forcing leaders, including Reutzer, to rethink recruiting from the ground up.
As CEO, he says he questions the traditional model of hiring specialists for each department.
Instead, he’s leaning toward a new playbook: hiring experienced professionals who are curious and innovative critical thinkers, giving them the best AI tools, and letting them solve problems across the entire business.
“We don’t necessarily have to employ a group of specialists in each department,” he says. “Let’s bring in some specialists, give them the tools, and build a smarter company from the ground up. I think that might be the play.”
