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Collaborative Intelligence: Humans and AI Are Joining Forces-B-AIM PICK SELECTS

Artificial intelligence is becoming good at many “human” jobs—diagnosing disease, translating languages, providing customer service—and it’s improving fast. This is raising reasonable fears that AI will ultimately replace human workers throughout the economy. But that’s not the inevitable, or even most likely, outcome. Never before have digital tools been so responsive to us, nor we to our tools. While AI will radically alter how work gets done and who does it, the technology’s larger impact will be in complementing and augmenting human capabilities, not replacing them.

Certainly, many companies have used AI to automate processes, but those that deploy it mainly to displace employees will see only short-term productivity gains. In our research involving 1,500 companies, we found that firms achieve the most significant performance improvements when humans and machines work together. Through such collaborative intelligence, humans and AI actively enhance each other’s complementary strengths: the leadership, teamwork, creativity, and social skills of the former, and the speed, scalability, and quantitative capabilities of the latter. What comes naturally to people (making a joke, for example) can be tricky for machines, and what’s straightforward for machines (analyzing gigabytes of data) remains virtually impossible for humans. Business requires both kinds of capabilities.

The Value of Collaboration

Companies benefit from optimizing collaboration between humans and artificial intelligence. Five principles can help them do so: Reimagine business processes; embrace experimentation/employee involvement; actively direct AI strategy; responsibly collect data; and redesign work to incorporate AI and cultivate related employee skills. A survey of 1,075 companies in 12 industries found that the more of these principles companies adopted, the better their AI initiatives performed in terms of speed, cost savings, revenues, or other operational measures.

To take full advantage of this collaboration, companies must understand how humans can most effectively augment machines, how machines can enhance what humans do best, and how to redesign business processes to support the partnership. Through our research and work in the field, we have developed guidelines to help companies achieve this and put the power of collaborative intelligence to work.

Humans Assisting Machines

Humans need to perform three crucial roles. They must train machines to perform certain tasks; explain the outcomes of those tasks, especially when the results are counterintuitive or controversial; and sustain the responsible use of machines (by, for example, preventing robots from harming humans).

Training.

Machine-learning algorithms must be taught how to perform the work they’re designed to do. In that effort, huge training data sets are amassed to teach machine-translation apps to handle idiomatic expressions, medical apps to detect disease, and recommendation engines to support financial decision making. In addition, AI systems must be trained how best to interact with humans. While organizations across sectors are now in the early stages of filling trainer roles, leading tech companies and research groups already have mature training staffs and expertise.

Consider Microsoft’s AI assistant, Cortana. The bot required extensive training to develop just the right personality: confident, caring, and helpful but not bossy. Instilling those qualities took countless hours of attention by a team that included a poet, a novelist, and a playwright. Similarly, human trainers were needed to develop the personalities of Apple’s Siri and Amazon’s Alexa to ensure that they accurately reflected their companies’ brands. Siri, for example, has just a touch of sassiness, as consumers might expect from Apple.

AI assistants are now being trained to display even more complex and subtle human traits, such as sympathy. The start-up Koko, an offshoot of the MIT Media Lab, has developed technology that can help AI assistants seem to commiserate. For instance, if a user is having a bad day, the Koko system doesn’t reply with a canned response such as “I’m sorry to hear that.” Instead it may ask for more information and then offer advice to help the person see his issues in a different light. If he were feeling stressed, for instance, Koko might recommend thinking of that tension as a positive emotion that could be channeled into action.

Explaining.

As AIs increasingly reach conclusions through processes that are opaque (the so-called black-box problem), they require human experts in the field to explain their behavior to nonexpert users. These “explainers” are particularly important in evidence-based industries, such as law and medicine, where a practitioner needs to understand how an AI weighed inputs into, say, a sentencing or medical recommendation. Explainers are similarly important in helping insurers and law enforcement understand why an autonomous car took actions that led to an accident—or failed to avoid one. And explainers are becoming integral in regulated industries—indeed, in any consumer-facing industry where a machine’s output could be challenged as unfair, illegal, or just plain wrong. For instance, the European Union’s new General Data Protection Regulation (GDPR) gives consumers the right to receive an explanation for any algorithm-based decision, such as the rate offer on a credit card or mortgage. This is one area where AI will contribute to increased employment: Experts estimate that companies will have to create about 75,000 new jobs to administer the GDPR requirements.

Sustaining.

In addition to having people who can explain AI outcomes, companies need “sustainers”—employees who continually work to ensure that AI systems are functioning properly, safely, and responsibly.

Watch this video:https://www.youtube.com/watch?v=Z5vxRC8dMvs

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