As firms race to implement AI systems, conventional wisdom dictates this younger, more tech-savvy employees will take the lead in teaching their managers methods to effectively use powerful recent tools.
But recent study calls into query this assumption in relation to the rapidly developing generative technology of artificial intelligence.
The testsconducted by scientists from Harvard Business School, MIT, Wharton and other institutions in cooperation with Boston Consulting Groupfound that junior staff who experimented with a generative AI system made risk-mitigation recommendations that conflicted with expert advice. The results suggest that firms cannot rely solely on reverse mentoring to make sure responsible use of AI.
“Our interviews revealed two findings that contradict existing literature,” the authors wrote. “First, the tactics recommended by juniors to alleviate seniors’ concerns conflicted with those recommended by GenAI technology experts at the time and revealed that junior professionals may not be the best source of expertise in the effective use of this technology. new technology for older members.”
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Junior consultants struggle with AI risk mitigation in the GPT-4 experiment
In mid-2023, researchers interviewed 78 junior consultants who had recently taken part in an experiment that gave them access to GPT-4, a powerful generative artificial intelligence system, to resolve business problems. Consultants who lacked technical knowledge in AI outlined the tactics they advisable to alleviate managers’ concerns about risk.
However, the study found that risk mitigation tactics used by younger staff were often based on a “lack of deep understanding of the capabilities of emerging technology”, focused on changing human behavior relatively than AI system design, and focused on project-level interventions relatively than on the organization or solutions for the entire industry.
Dealing with the challenges of implementing generative AI in business
“To explain how and when younger professionals may fail to provide expertise in the use of new technology for older members, we must consider not only status threats but also risks to valued outcomes,” the researchers wrote: noting the exponential the pace of change of artificial intelligence, superhuman capabilities and reliance on massive amounts of data.
The findings come as firms grapple with the opportunities and challenges presented by generative AI systems that may engage in open dialogue, answer follow-up questions, and assist in writing, analyzing and coding tasks. Highlighting the limitations of relying on native digital staff to drive AI adoption from the bottom up, the study highlights the need for top-down AI management, expert input and upskilling at all levels of the organization.
“Senior professionals today face a dual responsibility: to rapidly implement new technologies and to anticipate future technology releases and their implications for both customers and their own organizations,” the authors noted. “To lead their teams and organizations in tackling this rapidly evolving technology landscape, seniors need a thorough understanding of new technologies and their opportunities.”