Google researcher says that the experience of artificial intelligence tools to reprimand employees

There may not be many archaeologists in the silicon valley, but perhaps there should be.

Deep understanding of the past, after all, can offer an insight into the future – especially when it comes to technological movement. This is the way Chelsey Fleming, UX research in Google Labs, which has a doctorate in archaeology from the University of California in Los Angeles.

Fleming is studying how people interact with emerging technology, directing similarities between old innovations and developments that artificial intelligence drives today. “Every major technological transformation can feel like a tremendous disorder,” she said. “This is not to reduce or cancel its importance, but history indicates that we are adapting, learn.”

Throughout history, new technologies and developments – from registered music to cooling to the Internet – are often faced with resistance. However, they became necessary for progress. “What appears to be a fundamental change now will, over time, will become part of the way we live and work,” said Fleming.

But this shift should not come at the expense of workers. Instead, companies should focus on using artificial intelligence for re -imaging rather than replacing it. With a lot of noise about the tools that work with artificial intelligence materials, Feling said that companies should be intended on the treatment of artificial intelligence as a collaborator, and not a substitute for humans. “It is important to focus on partnership.”

She said that experimentation and exploration are the key to building that partnership. BI spoke with Fleming about how companies are placed in practice.

The following was released for clarity and length.

When artificial intelligence becomes more integrated into companies, you say that employers should focus on increasing costs rather than lowering costs. Why?

First of all, it makes products better. Many companies focus on being “AI First”, but often the best solutions are driven by humans or involve other types of problem solving. Whether you are making products or changing work operations, this is related to balance.

Do you think companies sometimes miss the mark when it comes to how to integrate artificial intelligence at work?

I spoke to someone recently thinking about starting a company. He asked me, “How can we use artificial intelligence to help people work better?” I said that although artificial intelligence can definitely improve efficiency, the first step is to understand what people already do, the problems they face, and what they need. There are aspects of work that people enjoy and find rewarding – those areas where artificial intelligence should not interfere. People want to feel their own work. It is not only a matter of adding artificial intelligence, but be sure to support the appropriate aspects of the work.

There is evidence of a lot Employees are hesitantAnd even Resistance, to use artificial intelligence. Why do you think this is?

I think many people are tired because of the huge number of artificial intelligence tools there and the idea of ​​having to learn it. Get that. It is difficult to know where to start.

And when companies treat artificial intelligence as a condition, they can feel like a routine work. If you are thinking, “I must learn this to my work”, it’s a burden.

So, how can companies use Amnesty International and Upskengling more attractive?

When people are given room to try new tools, it becomes more attractive. In my team, we had a series of Friday workshops where we can explore artificial intelligence: initial models and test things. Make all the difference. If companies want people to learn, they should make them enjoyable by carving small amounts of time to experience.

How should the company measure the return on investment for this exploration?

I will not necessarily try to determine the experiment; This is the goal of the experience. Sometimes, you will realize that the tool is not useful, and this is a great educational result. If you discover that it will not work for you, it is great – you can go forward and focus on something.

When we develop these tools, we try to expect every possible use, but once they leave in the world, people reach things that we have never expected. This is part of joy. But if you do not have a healthy mentality about experimenting and adapting, people will not discover unexpected ways to apply the tool. They will only see what is right in front of them.

In your business line, do you think there should always be a human being in the episode?

Artificial intelligence applications are strong to accelerate the research, but they do not eliminate the need for a human vision, by asking the right questions, for example, and framing them in the right way. These tools accelerate work, but they do not replace human creativity or creativity.