Sit through any talk, at almost any conference talking about the world of work, the future of work, or just well, just work, and it is inevitable that part of the conversation will touch upon the speed of change, and how it has never been greater than it is at this exact moment in time.
Stop me if you have seen this chart, the one that charts the speed of change from, say, the Industrial Revolution to today. The one that charts our move as a society from industrial jobs to office jobs. So, what is the point of this? Change is constant; it is getting faster, and now we are entering another transformation period of change — the rise of artificial intelligence (AI).
Ok, so perhaps this is a little hyperbolic (but perhaps not): The Industrial Revolution and the rise of AI are both transformative periods in the history of human civilization.
While the former brought about significant advancements in technology, changed the ways we worked (from hand tools to machines) and changed the face of society, the latter also holds the potential to revolutionize the way we live and work.
However, just as there were misconceptions about the Industrial Revolution, there are also misunderstandings surrounding AI today.
So, what are some of the fallacies that people got wrong about the Industrial Revolution and are repeating in the context of AI? Let’s debunk six common misconceptions.
Misconception No. 1: Job Losses Will Be Massive
During the Industrial Revolution, there were widespread fears that the use of machinery would result in massive unemployment. Many believed that the opportunities for labor would vanish as machines took over manual tasks — and sure, there are jobs that did vanish over time as new technologies have emerged (when is the last time you saw a streetlamp lighter … or just to show my age, called information for a phone number?).
What is different with AI is that learning professionals we can explore how this will change the world of work. Consider the fact that we have been talking about the impact of technology on work for years — the impact of technology on jobs, the automation of certain tasks, and the need to move talent in a new direction are bedrock principles of the upskilling and reskilling initiatives that learning and development (L&D) champions. This, my friends, is our moment to shine.
Concerns about AI-based automation eliminating jobs are prevalent, and are fair, but it is vital to remember that AI has the potential to create new industries and occupations, just as the Industrial Revolution did.
Misconception No. 2: Lack of Human Interaction
Stop me if this fear sounds familiar: “The robots are coming and will replace all human interaction!” That is the same fear that was prevalent during the Industrial Revolution.
The idea was that individuals would become mere cogs in the machinery, leading to social isolation and a decline in community relationships. However, humanity adapted to these changes and found new ways to connect and socialize.
Similarly, in the age of AI, while some argue that technology may lead to increased social disconnection, as we consider shaping an AI-fueled world of work, we can create jobs it where AI will enhance human capabilities, enabling employees to focus on tasks that require creativity, empathy and interpersonal skills.
Misconception No. 3: Total Control of Automation (“Skynet”)
Another misconception is what I call the “Skynet fear” and, let’s be honest, there is entire genre of movies that have played upon this fear that “the robots/machines/computers are coming and they are going to control you — or even destroy the world!”
One of the fears people had throughout the Industrial Revolution was the notion that machines would exert complete control over humans. They feared that technology would dominate and dictate every aspect of life, leaving individuals powerless.
However, as history has demonstrated, humans have always remained in control of technology, determining its uses and limitations.
Similarly, the rise of AI does not imply a loss of human agency. AI systems are developed and governed by humans, subject to ethical considerations and are shaped by human decisions.
The opportunity for L&D professionals is to think about the skills we need to use AI effectively.
Misconception No. 4: Resistance to Change
As the Borg would say, resistance is futile. During the industrialization period, there was substantial resistance to change and skepticism toward new technologies.
People were apprehensive about the impact these advancements would have on society and the economy. While it’s only natural to question the implications of AI, it is crucial to embrace the positive possibilities and actively participate in shaping its development.
In L&D, we have been experimenting and adapting AI to enhance our offerings for years — think recommendation engines, adaptive learning platforms and chatbots.
L&D is largely responsible for helping companies adapt to new technologies and systems — and AI is no different. L&D professionals can play a pivotal role in guiding the workforce through transitions and cultivating the necessary skills for an AI-driven future.
I recently chatted with a chief learning officer who is examining this exact issue with their CEO. If this is on your CEO’s radar, it should be on yours, and you should be raising your hand to be part of this work.
Misconception No. 5: AI Will Replace Human Judgment
Another concern in the era of AI is that machines will make decisions for us, rendering human judgment obsolete. However, AI is designed to assist and augment human decision-making, not replace it entirely. A great analogy for this can be found from Adam Boggs in his Linkedin newsletter, The Business Artist Digest, in which he writes, “GPT is like an experienced chef who has tasted many dishes and flavors. It can now imagine and create new recipes from its experience. Keep that phrase in mind: ‘from its experience.’ It will not create and experiment with recipes that have never been made before,’” Boggs writes.
Human interaction is key to working with AI, Boggs Adam sums this up thought, “It will create, but it is not creative. AI does not generate novel ideas, make connections between disparate concepts, or express itself in any original way. It has no intent, it is inconsistent, and it lacks purpose in its task. I know it sounds crazy, but you don’t have to be creative to create. AI cannot make mental leaps that lead to truly new ideas.”
The true value of AI lies in its ability to process enormous amounts of complex data and provide insights that humans may not have been able to perceive. However, it ultimately requires a human operator to interpret the insights and make decisions based on them.
Human judgment and oversight remain essential to ensure that AI systems are transparent, fair and ethical.
Misconception No. 6: AI Will Solve All Problems
AI is often portrayed as a panacea for all problems, promising to solve everything from climate change to cancer. While AI can certainly be a valuable tool in addressing complex challenges, it is not a silver bullet. L&D professionals know this inherently: Has the recommendation engine in your LMS ever replaced a meaningful conversation with an employee about their development? Has a chatbot ever totally replaced a coaching conversation with a manager about an issue that arose with a client? The answer is no.
AI is just one tool in a range of approaches that are required to deliver on the strategies of the organization — whether that be streamlining operations, increasing productivity or developing employees.
As with any technology, the deployment of AI requires careful consideration of ethical implications, potential unintended consequences and the needs of stakeholders who would be affected, and that consideration requires humans.
Misconception No. 7: AI Is Infallible
Another myths surrounding AI is that it is infallible. In reality, AI systems are designed, created, and trained by humans and fed by data that has been created by humans.
Consequently, they are susceptible to the same flaws and biases that humans are. Karie Willyerd talked about this in her article, “The One Sure Thing You Can Do Now to Prepare for an AI Future.”
As Willyerd points out, “…the effectiveness of AI and machine learning models heavily relies on the quality, relevance, and organization of the underlying data. Unorganized or ‘dirty’ data can significantly hinder the accuracy of predictions, leading to unreliable outcomes and misguided strategic decisions. On the other hand, well-organized data allows AI algorithms to identify patterns, correlations, and anomalies more effectively, providing the organization with valuable insights and forecasts.”
AI is not infallible, and it will not be effective if the data it is being fed is not “clean.” If a dataset used to train an AI system is not “clean,” it will produce results that may hinder the organization’s performance.
Implications for L&D Professionals
As AI matures, the skills required of the workforce will inevitably shift. Certain jobs may become redundant or have their scope of work changed as a result of automation. New roles will require skills such as creativity, collaboration and emotional intelligence (EQ).
L&D professionals will need to play a crucial role in ensuring that the workforce is equipped with the necessary skills to navigate the changing landscape. This brings us back to the design of training programs that focus on upskilling and reskilling, incorporating an emphasis on the development of soft (or “human”) skills.
To be effective at this, L&D professionals must be well-versed in AI themselves so they can effectively guide others through the transition. The first step in that process is to recognize that, again, as L&D leaders we have be using AI for years. This is not new; it is just evolving.
AI is on your CEO’s mind. It needs to be on yours as well.
