AI: Very good?
As the use of that generator spreads through organizations, there are traps that can undermine any benefits it can bring. What is needed to avoid any trap is the right mentality.
The main traps he was researched by Elisa Fari and Gabriele Rosani, both with the Capgemini Invent Management Laboratory, in their latest book, HBR Guide for the generating for managers.
It is understandable why people want to hug Genai in a quick and enraged way. “As you start using Genai in your daily work, you will experience a mixture of emotions, including excitement, curiosity, and maybe even a touch of catch,” Fari and Gabriele Rosani write. “Adopting the right mind about the generation will help you explore and experiment with confidence and responsibility.”
They describe the main traps that arise with human cooperation-Ai:
Too much confidence in him: This comes from OfTrusting Xcesively Gen Production, “without exercising their critical judgment, driven by lazyness of a superficial impression that he answers’ sound quite well”, “warn Fari and Rosan. They recommend actively investigating the reasoning of he” seeking better clarification and articulation, seeking counter -charges and points.
Risk of fiction: It is dangerous to “Accept the production of Gen as a factual without verifying it, “co -authors say.” Many are not even aware of the risk of his fabrication. The authorotative tone of linguistic models further nourishes this risk.
Tendency towards conformity: Be as specific and within the context as possible, to avoid the tendency of it to give strange, generic production that has no diversity and originality. This includes the promotion of “with contextual information, for example, regarding the values of a company, the proposal of unique value, the brand, etc.”, advise Fari and Rosani. “Ask him to regard it as a guide throughout the creative process.”
Speed trap: There is a natural tendency to print, click or advance hastily when working with technology, they say. Maybe people who work with him “should slow down and actively participate in the conversation. They must articulate their prospects and counter -farts. “
Solo trap: Some people can simply choose to work with him and stop interacting with other people altogether. This is not healthy. “This can reduce interpersonal communication and sharing knowledge within the team, resulting in more silent work and lack of different prospects,” Fari and Rosan warn. They require regular breaks from such solo interactions to engage face to face with colleagues. Look for feedback, integrate different views and encourage peer teaching.
To avoid these traps, Fari and Rosan seek to develop a “Genai mentality” – embracing everything he can offer, but keeping people engaged – and skeptical.
This involves interacting with systems in a conversational way, trying and testing different models of it, and using it responsibly. A Mentality of Genai is about constant learning. “Practical testing detects skills, restrictions, effective use techniques, risks and softening.” Co -authors emphasize. “Approval of a Learning Mentality-Asking” what? ” – can help you reap the full benefits.”
This also presents important steps to undertake the development of skills, they add. “Experimentation will help you understand what skills your team should develop. Start where your testers encounter specific challenges or obstacles in using it. For example, your team can see challenging effectively promotes it to perform certain tasks or can fight when creating a suitable outline for a human machine dialogue. Testers can encounter common traps, such as setting up a lot of confidence in the car, only to find out later that additional verification was really needed. “
Recognition for promoting techniques, “both basic questions – simple – and advanced – structured stimulation – is an important skill and is likely when you need to start your upgrading efforts,” they say. “Many companies have also created” Quick Academy “to train their employees while offering a platform to share and collect lessons, known as” fast libraries “.