WEBVTT - This is what AI is actually doing to your brain, with Gabriella Rosen Kellerman 

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<v Speaker 1>It's late afternoon and you've got three AI tools running

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<v Speaker 1>at once, browser tabs, multiplying, and your brain just stops working.

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<v Speaker 1>You're not burnt out, but something is definitely wrong. Gabriella

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<v Speaker 1>Rosen Callaman is a leader at Boston Consulting Group, and

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<v Speaker 1>she actually decided to study that feeling and give it

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<v Speaker 1>a name. AI brain fry. Brain fry is not the

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<v Speaker 1>same as burnout. It doesn't follow the same rules, and

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<v Speaker 1>the things that organizations are doing to fix it, well,

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<v Speaker 1>some are actually making it worse. In this conversation, Gabriella

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<v Speaker 1>and I get into who is getting hit hardest, why

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<v Speaker 1>using more than three AI tools at once is where

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<v Speaker 1>productivity falls off a cliff, and what managers are doing,

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<v Speaker 1>often unknowingly that is adding fifteen percent more mental fatigue

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<v Speaker 1>to their teams. This episode really changed how I think

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<v Speaker 1>about my own AI use, and I hope it does

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<v Speaker 1>the same for you. Also, just a quick heads up,

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<v Speaker 1>there's a little bit of background noise at the very

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<v Speaker 1>start of this episode. Record it early so it clears

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<v Speaker 1>up quickly to stick with us.

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<v Speaker 2>Welcome to How I Work, a show about habits, rituals,

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<v Speaker 2>and strategies for optimizing your day. I'm your host, doctor

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<v Speaker 2>Amantha imber.

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<v Speaker 1>Gabriella. Your article all about brain fry for HBr went

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<v Speaker 1>completely nuts? Can you tell me what is brain fry?

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<v Speaker 1>For those that have no idea.

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<v Speaker 3>I'll start by giving you the definition that we used

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<v Speaker 3>in the study, and then I'll break it down kind

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<v Speaker 3>of in layman's terms. So we define it as mental

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<v Speaker 3>fatigue caused by excessive use or oversight of AI tools

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<v Speaker 3>beyond what one's cognitive capacity. And think of that as

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<v Speaker 3>like a strain of your brain from over using AI

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<v Speaker 3>in mentally intense ways.

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<v Speaker 1>And how is that different from just burnout?

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<v Speaker 3>Let me start by actually explaining how we came to

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<v Speaker 3>do this study to begin with, which was we were

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<v Speaker 3>really interested in what is the relationship of burnout to

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<v Speaker 3>the use of AI tools at work? And it turns

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<v Speaker 3>out in the literature that it's very unclear. So some

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<v Speaker 3>studies suggest that when you use a lot of AI

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<v Speaker 3>tools at work, it makes the workload lighter, it gives

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<v Speaker 3>you more free time, and it decreases burnout. And then

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<v Speaker 3>other studies suggest that when people are using more AI

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<v Speaker 3>tools at work for a variety of unclear reasons and mechanisms,

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<v Speaker 3>that may be increasing burnout, and it even happens to

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<v Speaker 3>be the case that there's a whole literature studying radiologists

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<v Speaker 3>and whether radiologists in part particular have increased or decreased

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<v Speaker 3>burnout because of the use of AI tools. So we

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<v Speaker 3>were very interested to study it, and in particular, as

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<v Speaker 3>you may be aware, there is more and more usage

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<v Speaker 3>of multi agents at work, meaning you're not just using

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<v Speaker 3>one AI tool at once, you're using multiple agents at once.

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<v Speaker 3>Sometimes the agents are working with each other. And what

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<v Speaker 3>we found was that indeed there's this way of using

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<v Speaker 3>AI very intensively. We're really trying to keep up with

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<v Speaker 3>these tools and use a lot of them at once,

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<v Speaker 3>and it's very cognitively intense, and it produces this experience

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<v Speaker 3>that we call AI brain fry that does not have

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<v Speaker 3>a relationship with burnout, doesn't increase burnout, doesn't decrease burnout.

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<v Speaker 3>And then we did see that totally different type of

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<v Speaker 3>AI use, which is using a I to replace repetitive

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<v Speaker 3>tasks at work, decreases burnout. But we hopefully also started

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<v Speaker 3>to advance the conversation about the extent to which burnout

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<v Speaker 3>as a construct is no longer sufficient to help us

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<v Speaker 3>understand the domains of strain that will be raised in

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<v Speaker 3>the new era of AI work.

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<v Speaker 1>I find that's so interesting the distinction. Now in your research,

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<v Speaker 1>you look at the different types of roles or different

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<v Speaker 1>functional areas within an organization, and interestingly, marketing people had

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<v Speaker 1>the highest rates of brain for it. I think it

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<v Speaker 1>was twenty six percent. What's going on there, Like, how

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<v Speaker 1>are marketing people different from say, finance people.

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<v Speaker 3>Yeah, so it's a great question. The first thing I'll

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<v Speaker 3>say is that it's possible that marketing is on the

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<v Speaker 3>higher end, but maybe there will be other roles that

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<v Speaker 3>spake higher in future studies. What we did see in

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<v Speaker 3>general is that roles that are more operationally heavy, roles

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<v Speaker 3>that are more technically heavy, seem to be spiking higher

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<v Speaker 3>than other roles. And indeed, in marketing there is a

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<v Speaker 3>lot of operational lenses that are brought to the use

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<v Speaker 3>of AI, things like monitoring content, looking at optimizing content particularly,

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<v Speaker 3>and like search engine optimization, you know, question and answer optimization.

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<v Speaker 3>Marketing is one of the domains where a lot of

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<v Speaker 3>the roles have been most disrupted by AI in terms

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<v Speaker 3>of the specific skills and responsibilities. So in a way,

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<v Speaker 3>it wasn't surprising to us to see that. I just

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<v Speaker 3>want to be cautious in how we extrapolate from that

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<v Speaker 3>to the level of certainty that we can get to.

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<v Speaker 1>So your research found that it's about AI oversight specifically

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<v Speaker 1>as opposed to using AI, say for automating or you know,

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<v Speaker 1>offloading repetitive tasks. Can you explain what AI oversight is

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<v Speaker 1>specifically like instead of day to day layman's terms.

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<v Speaker 3>Yeah, so it means quite a lot of things. But

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<v Speaker 3>if you've ever inn with an AI agent, you'll notice

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<v Speaker 3>that you're going to give it a prompt, it's going

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<v Speaker 3>to give you something back. You're going to respond to that.

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<v Speaker 3>You are directing the agent at work. That agent might

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<v Speaker 3>be responsible for actually delivering value, let's say some analysis

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<v Speaker 3>or delivering code. Right, So, to the extent that you

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<v Speaker 3>are then responsible for the output of that agent or

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<v Speaker 3>that tool, you are overseeing it, and your domain of

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<v Speaker 3>responsibility now extends to that agent. In a way, you

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<v Speaker 3>could say that you are managing that agent as a manager.

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<v Speaker 3>It's different type of management, but it is true that

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<v Speaker 3>your sphere of accountability has increased. The activities include decision making,

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<v Speaker 3>error correction, feedback, prompts, monitoring all kinds of interactions that

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<v Speaker 3>are required in order to oversee that agent.

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<v Speaker 1>And so in terms of the language around agents, so

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<v Speaker 1>that could just be Chetchjpat or co pilot or Claude

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<v Speaker 1>or Gemini as opposed to true a gentiki.

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<v Speaker 3>Those are agents. So many of those it could be

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<v Speaker 3>those things. It could be agents that are running other

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<v Speaker 3>agents and you are responding to sort of the orchestrator layer.

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<v Speaker 3>Sometimes some of the folks in the study talked about

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<v Speaker 3>agents that are running longer processes and then sort of

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<v Speaker 3>feeding back to them and they then have to go

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<v Speaker 3>through and figure out what may have gone wrong at

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<v Speaker 3>various points in the process, so unwinding it versus the

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<v Speaker 3>more conversational agents where it's more one step at a time.

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<v Speaker 3>But yes, all of those things could be under the

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<v Speaker 3>umbrella of oversight and monitoring.

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<v Speaker 1>And it was interesting because you looked at how many

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<v Speaker 1>AI tools increase productivity, and then there was this productivity

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<v Speaker 1>cleif with productivity tanked after I think it was about

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<v Speaker 1>three AI tools. Why is two or three AI tools

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<v Speaker 1>the optimal number? And what happens after that?

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<v Speaker 3>For those who haven't seen the study, what we did

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<v Speaker 3>was we asked people how many tools are you using

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<v Speaker 3>at once, and it was open ended. Many people said one,

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<v Speaker 3>many people said two, one person said twenty five, and

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<v Speaker 3>then everything in between. And then we you know, we

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<v Speaker 3>asked all kinds of other questions, including things like how

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<v Speaker 3>much has AI increased your productivity at work? It happened

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<v Speaker 3>to be the case there was a really interesting relationship

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<v Speaker 3>between those two particular items, such that this self reported

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<v Speaker 3>productivity increased through AI increased with multiple use of tools

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<v Speaker 3>from one to two, from two to three, but then

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<v Speaker 3>beyond three that self reported increased decreased, the point being

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<v Speaker 3>there is diminishing returns beyond about two to three tools.

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<v Speaker 3>It may vary by person. By the way, our brains

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<v Speaker 3>are not all the same. I think it's important also

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<v Speaker 3>to not like this is timestamped to January of twenty

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<v Speaker 3>twenty six and to the generation of tools that we

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<v Speaker 3>have right now. Oftentimes, what is a mean to work

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<v Speaker 3>with these tools all at once is the tools have

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<v Speaker 3>processing times, and so maybe it's the case that in

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<v Speaker 3>the windows, where one tool is processing, you can go

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<v Speaker 3>to another tool and turn your attention and then it's

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<v Speaker 3>sort of like a triangle of rotation between the tools,

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<v Speaker 3>and if there's faster processing times, maybe you can't do that.

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<v Speaker 3>Another thing that didn't make the cut of the study

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<v Speaker 3>of what we were able to fit into the publication

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<v Speaker 3>that I'd love to share is that we saw a

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<v Speaker 3>similar pattern of the peak at three for the sophistication

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<v Speaker 3>of the users of those tools. So we have at

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<v Speaker 3>BCG a categorization of AI sophistication that's really just about

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<v Speaker 3>how long you've been working with AI tools, how well

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<v Speaker 3>you know how to work with orchestrateor agents and autonomous layers,

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<v Speaker 3>and it helps us see how do we learn to

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<v Speaker 3>get better with the tools over time and therefore say

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<v Speaker 3>things about like what's the limitation of someone's experienced curve

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<v Speaker 3>or learning curve versus the tools, let's say, or some

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<v Speaker 3>interaction between human and AI that's more fundamental. And what

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<v Speaker 3>we see is that it seems to be that the

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<v Speaker 3>most sophisticated users tend to prefer to be around three.

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<v Speaker 3>So there are the folks who are hanging out, you know,

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<v Speaker 3>maybe at the twenty five that I mentioned are probably

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<v Speaker 3>not the most sophisticated users are probably folks who are

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<v Speaker 3>still a little bit earlier in their learning curve. Obviously,

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<v Speaker 3>they're not the earliest, but there's some wisdom that's coming

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<v Speaker 3>into play around. It's not about like maxing out the

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<v Speaker 3>number of tools you can use at once. It's really

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<v Speaker 3>finding that sweet spot of productivity where it feels good

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<v Speaker 3>to your brain. You have that feeling of mastery and

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<v Speaker 3>yet you're getting that boost from the tools with the productivity.

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<v Speaker 1>I think about my own use of AI, and it's

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<v Speaker 1>really interesting, you know that you point out, Okay, this

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<v Speaker 1>study is time dated to January twenty twenty six. And

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<v Speaker 1>depending on what I'm asking my AI tools to do,

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<v Speaker 1>and I'm generally more of a claud user, although I'll

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<v Speaker 1>sometimes go into chat TOPT for certain things. Is that

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<v Speaker 1>you know, processing times do vary. Like if I'm asking

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<v Speaker 1>the AI tool to do some deep research on a

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<v Speaker 1>topic and meanwhile I might have another tab or task

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<v Speaker 1>open that is, perhaps I'm working with it to edit

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<v Speaker 1>some content. Then I know for me, and I mean,

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<v Speaker 1>I know how bad multitasking and context switching is for

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<v Speaker 1>my brain as a psychologist, but I find myself doing

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<v Speaker 1>it quite a bit. When I'm using the AI tools

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<v Speaker 1>to help augment or save time on whatever it is

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<v Speaker 1>that I'm doing, I'm curious is that something you can

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<v Speaker 1>relate to in your gabriella And I'm wondering what behaviors

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<v Speaker 1>have you changed around how you're interacting with AI since

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<v Speaker 1>doing this study.

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<v Speaker 3>One fascinating thing in the in the qualitative descriptions of

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<v Speaker 3>brain fry, there was a lot of task switching that

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<v Speaker 3>was mentioned as we ask people what does brain fry

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<v Speaker 3>feel like and when have you experienced it? A lot

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<v Speaker 3>of discussion of you know, I'm bouncing between browser tabs

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<v Speaker 3>and what it feels like to go from tool to tool.

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<v Speaker 3>I think that element of AI is very much connected

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<v Speaker 3>to the broader issue of digital overload, which you know,

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<v Speaker 3>we've been talking about for a couple of decades now.

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<v Speaker 3>So for me taking breaks having like true no digital

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<v Speaker 3>slots and I do at least twenty for hours breaks

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<v Speaker 3>from the digital once a week. I think having breaks

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<v Speaker 3>at work where I do phone calls instead of zoom

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<v Speaker 3>calls and I'm away from my computer and just talking

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<v Speaker 3>and doing the audio is really really helpful and restorative.

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<v Speaker 3>I think right now where there is like a feeling

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<v Speaker 3>of excitement and such deep engagement with the AI tools

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<v Speaker 3>and a feeling of like, look at this magic that's

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<v Speaker 3>very hard to pull away from. So the more we

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<v Speaker 3>can be aware of the fact that just being engaged

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<v Speaker 3>in this hyper busy way with our computers, with any

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<v Speaker 3>kind of digital tool, there are brain networks we can't

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<v Speaker 3>access when we operate that way, and knowing to take

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<v Speaker 3>those breaks and take those digital detox moments, you will

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<v Speaker 3>feel different, right, It feels different in your brain and

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<v Speaker 3>your body when you step away from these devices phones too,

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<v Speaker 3>like that the audio is fine, but the internet, the email,

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<v Speaker 3>that's all part of the same thing is a very

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<v Speaker 3>important part of my routine as well.

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<v Speaker 1>Now you give some recommendations for what leaders and managers

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<v Speaker 1>can do for their teams that are presumably using AI

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<v Speaker 1>quite frequently. What are sort of the top ways that

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<v Speaker 1>managers can improve this brain for our situation?

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<v Speaker 3>Yeah, thank you for asking. One of the most useful

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<v Speaker 3>parts of this study was we were able to demonstrate

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<v Speaker 3>these strong predictive relationships between manager behaviors, team practices and

0:14:42.160 --> 0:14:47.480
<v Speaker 3>organizational factors and mental fatigue. And these factors were all

0:14:47.520 --> 0:14:51.280
<v Speaker 3>AI related. So at the manager level, the two most

0:14:51.360 --> 0:14:55.480
<v Speaker 3>important factors that we found on the one hand, when

0:14:55.560 --> 0:15:01.200
<v Speaker 3>managers spend more time answering their employee questions around AI

0:15:02.240 --> 0:15:07.840
<v Speaker 3>that predicted fifteen percent less mental fatigue for the members

0:15:07.880 --> 0:15:12.040
<v Speaker 3>of their team, which is a huge number. And the

0:15:12.080 --> 0:15:15.760
<v Speaker 3>way I tell myself the story of that is that

0:15:16.280 --> 0:15:20.880
<v Speaker 3>this is a manager who's leaning into the inner personal time,

0:15:20.960 --> 0:15:25.040
<v Speaker 3>the human relationships, the care and the support for the team.

0:15:25.480 --> 0:15:28.120
<v Speaker 3>You know, in the best case scenario, these tools are

0:15:28.160 --> 0:15:31.280
<v Speaker 3>giving us more time for that. They're giving us more

0:15:31.320 --> 0:15:35.320
<v Speaker 3>time to feel connected, to feel that sense of belonging

0:15:35.360 --> 0:15:39.720
<v Speaker 3>in community, and we're experiencing them together as a team.

0:15:40.480 --> 0:15:43.560
<v Speaker 3>When the manager is showing up that way, that is

0:15:43.680 --> 0:15:48.080
<v Speaker 3>having a sense of you know, slve, it's really showing

0:15:48.120 --> 0:15:51.040
<v Speaker 3>this decreased effect on the mental fatigue of the team.

0:15:52.000 --> 0:15:55.080
<v Speaker 3>And then the inverse of that came through as well,

0:15:55.680 --> 0:15:58.560
<v Speaker 3>in the sense that there was a five percent increase

0:15:58.760 --> 0:16:02.640
<v Speaker 3>in mental fatigue of the team. When the manager is

0:16:02.640 --> 0:16:06.480
<v Speaker 3>setting an expectation that the employees should just be learning

0:16:06.600 --> 0:16:09.560
<v Speaker 3>how to use the tools on their own. So when

0:16:09.640 --> 0:16:13.000
<v Speaker 3>this is framed as like a solo mission, go out there,

0:16:13.280 --> 0:16:16.120
<v Speaker 3>do this on your own, it's not about us doing

0:16:16.160 --> 0:16:19.680
<v Speaker 3>this together, there is an increase in the mental fatigue

0:16:19.680 --> 0:16:22.080
<v Speaker 3>that the team members will experience.

0:16:22.440 --> 0:16:25.720
<v Speaker 1>I find that so interesting. Now, how about some of

0:16:25.760 --> 0:16:28.760
<v Speaker 1>the company messages that I'm certainly hearing, Like a lot

0:16:28.760 --> 0:16:31.680
<v Speaker 1>of organizations sprout like you know, AI is going to

0:16:31.720 --> 0:16:35.840
<v Speaker 1>make you more productive? Like what do those messages do

0:16:36.320 --> 0:16:41.040
<v Speaker 1>to brain fry burn out, having higher intentions to leave

0:16:41.080 --> 0:16:46.080
<v Speaker 1>your company? Like what messages should leaders be sending about AI?

0:16:46.520 --> 0:16:50.680
<v Speaker 3>The message that had the strongest impact in terms of

0:16:50.840 --> 0:16:56.520
<v Speaker 3>decreasing burnout in particular and mental fatigue was sending a

0:16:56.560 --> 0:16:59.640
<v Speaker 3>message from that the company cares about work life balance.

0:17:00.400 --> 0:17:03.560
<v Speaker 3>So this was a case where it actually is not

0:17:03.640 --> 0:17:07.639
<v Speaker 3>a message about AI. It's really a cultural message of

0:17:07.680 --> 0:17:12.120
<v Speaker 3>the value that's placed on having a workplace and an

0:17:12.160 --> 0:17:16.960
<v Speaker 3>employee base that is fulfilled, that has a sense of

0:17:17.720 --> 0:17:20.439
<v Speaker 3>that balance between who they are as a person and

0:17:20.480 --> 0:17:23.520
<v Speaker 3>who they are as a professional. Having that come through

0:17:23.640 --> 0:17:28.080
<v Speaker 3>as a strong positive pays off dividends in terms of

0:17:28.240 --> 0:17:31.920
<v Speaker 3>the pros and the engagement and the productivity that we're

0:17:31.960 --> 0:17:34.760
<v Speaker 3>seeing in the data. In terms of the AI story,

0:17:35.680 --> 0:17:38.280
<v Speaker 3>what we did see in the study, which is important

0:17:38.320 --> 0:17:41.480
<v Speaker 3>to know and important to take forward, employees who felt

0:17:41.560 --> 0:17:45.160
<v Speaker 3>the sense that their workload was going to increase dramatically

0:17:45.240 --> 0:17:49.679
<v Speaker 3>because of AI were more vulnerable to this mental fatigue,

0:17:50.480 --> 0:17:53.800
<v Speaker 3>and there could be lots of reasons for that, but

0:17:54.000 --> 0:17:56.880
<v Speaker 3>the goal shouldn't be to tell the story that your

0:17:56.920 --> 0:18:00.159
<v Speaker 3>work's going to get heavier because of AI. And I

0:18:00.160 --> 0:18:04.800
<v Speaker 3>don't think organizations are intentionally telling a story like that, right.

0:18:04.960 --> 0:18:08.719
<v Speaker 3>It's more about how do we emphasize the positives that

0:18:08.800 --> 0:18:11.680
<v Speaker 3>will come for AI. How do we emphasize the sense

0:18:11.760 --> 0:18:16.200
<v Speaker 3>of there is a lot of creativity that can open up.

0:18:16.240 --> 0:18:19.560
<v Speaker 3>There's a lot of new domains of building that you

0:18:19.640 --> 0:18:21.919
<v Speaker 3>can do as an individual. There's a lot of lift

0:18:22.080 --> 0:18:25.119
<v Speaker 3>that you can get through this that you things you

0:18:25.359 --> 0:18:28.800
<v Speaker 3>have not been able to do before. Lean into those

0:18:29.000 --> 0:18:33.960
<v Speaker 3>domains of it, and really watch out for unintentional undertones

0:18:34.280 --> 0:18:38.560
<v Speaker 3>of this is going to lead to that increased work

0:18:39.200 --> 0:18:42.720
<v Speaker 3>which people, when they hear, will be more disposed to

0:18:42.760 --> 0:18:43.840
<v Speaker 3>that mental fatigue.

0:18:43.920 --> 0:18:47.399
<v Speaker 1>I think that's so interesting because something that like I

0:18:47.440 --> 0:18:50.960
<v Speaker 1>certainly hear the wellbeing message from ladies and I even remember,

0:18:51.200 --> 0:18:52.800
<v Speaker 1>I mean, this is going back a couple of years

0:18:52.840 --> 0:18:55.919
<v Speaker 1>ago when AI was I guess you know, when it

0:18:55.920 --> 0:18:58.440
<v Speaker 1>was pretty early in the journey for a lot of businesses,

0:18:58.440 --> 0:19:01.800
<v Speaker 1>and I remember speaking to achieve people officer at a

0:19:01.880 --> 0:19:05.200
<v Speaker 1>big global firm, and they'd been copying a lot of

0:19:05.240 --> 0:19:08.959
<v Speaker 1>flak in the media for having very high workloads and

0:19:09.000 --> 0:19:13.960
<v Speaker 1>having very high levels of burnout. And I remember talking

0:19:14.000 --> 0:19:16.520
<v Speaker 1>to her about her strategy and she said, well, AI

0:19:16.600 --> 0:19:20.080
<v Speaker 1>will solve that because we'll implement it, we'll train people,

0:19:20.560 --> 0:19:23.760
<v Speaker 1>and then they'll be able to do essentially I'm paraphrasing

0:19:23.880 --> 0:19:28.000
<v Speaker 1>a normal forty hour work week, and I really see

0:19:28.160 --> 0:19:30.320
<v Speaker 1>that kind of a story playing out. In fact, I

0:19:30.359 --> 0:19:32.800
<v Speaker 1>can't even think of a client that we're working with

0:19:33.000 --> 0:19:37.639
<v Speaker 1>or an organization that I've read about that has implemented AI.

0:19:37.880 --> 0:19:41.640
<v Speaker 1>They've trained people, and now there's like there's hard data

0:19:41.920 --> 0:19:46.280
<v Speaker 1>to show that employees are working less hours, Like, have

0:19:46.400 --> 0:19:51.520
<v Speaker 1>you seen any examples of anyone that's doing this well

0:19:51.560 --> 0:19:55.280
<v Speaker 1>as opposed to just saying the right things, because I

0:19:55.359 --> 0:19:56.720
<v Speaker 1>feel like there's a bit of a gap there.

0:19:56.880 --> 0:19:59.120
<v Speaker 3>Yeah, you know, I think what's coming through and I

0:19:59.200 --> 0:20:02.000
<v Speaker 3>have seen this in real life as well, but I

0:20:02.080 --> 0:20:04.520
<v Speaker 3>think it's coming through more in the data In a

0:20:04.560 --> 0:20:09.080
<v Speaker 3>way that I can stand behind statistically, is that there

0:20:09.200 --> 0:20:13.240
<v Speaker 3>is this cluster of use that's really about replacing these

0:20:13.280 --> 0:20:17.240
<v Speaker 3>repetitive tasks, these tasks that people don't want to be doing,

0:20:17.960 --> 0:20:21.199
<v Speaker 3>and the people who are doing that and choosing to

0:20:21.359 --> 0:20:25.600
<v Speaker 3>use the time in ways that are creating enjoyment, positive

0:20:25.640 --> 0:20:29.119
<v Speaker 3>experiences at work, more connection. That's what we suffer, this

0:20:29.200 --> 0:20:33.800
<v Speaker 3>particular population in our study who had that decrease burnout.

0:20:34.560 --> 0:20:38.320
<v Speaker 3>I hear it when people talk about, for example, even

0:20:38.880 --> 0:20:42.400
<v Speaker 3>folks who do a lot of interviews, whether it's customer

0:20:42.440 --> 0:20:45.879
<v Speaker 3>interviews or media interviews, and they talk about not having

0:20:45.920 --> 0:20:49.960
<v Speaker 3>to transcribe anymore and the extent to which they can

0:20:50.000 --> 0:20:52.720
<v Speaker 3>really just focus on the conversation and lean into that

0:20:52.840 --> 0:20:55.800
<v Speaker 3>and enjoy it and it doesn't have to suck hours

0:20:55.800 --> 0:20:58.880
<v Speaker 3>of their time. Those sorts of tasks and the way

0:20:58.920 --> 0:21:01.400
<v Speaker 3>people talk about what means to have that time back

0:21:01.440 --> 0:21:04.760
<v Speaker 3>and have that depth of interaction. Those are the stories

0:21:04.800 --> 0:21:08.320
<v Speaker 3>that I think about and I think are where I'm

0:21:08.359 --> 0:21:12.159
<v Speaker 3>seeing the really big lift and so much low hanging

0:21:12.200 --> 0:21:16.040
<v Speaker 3>fruit by the way across organizations to find those moments

0:21:16.080 --> 0:21:21.119
<v Speaker 3>and those stories and that left and I think sometimes

0:21:21.240 --> 0:21:25.000
<v Speaker 3>you know, our job in helping organizations is really identify

0:21:25.080 --> 0:21:28.159
<v Speaker 3>those moments where the lift is going to come from

0:21:28.640 --> 0:21:32.680
<v Speaker 3>finding that work that can be easily automated and where

0:21:32.720 --> 0:21:37.280
<v Speaker 3>the time given back will energize, right versus like be

0:21:37.400 --> 0:21:39.960
<v Speaker 3>filled with something that you know will deplete.

0:21:40.080 --> 0:21:41.879
<v Speaker 1>Now, you might think of brain fry as just a

0:21:41.920 --> 0:21:45.000
<v Speaker 1>personal problem, but that is not the way to think

0:21:45.040 --> 0:21:48.480
<v Speaker 1>about it. It is also a leadership one. Coming up,

0:21:48.560 --> 0:21:52.399
<v Speaker 1>Gabriella gets into what it actually looks and feels like

0:21:52.440 --> 0:21:55.520
<v Speaker 1>when you're in it, how to build self awareness around

0:21:55.560 --> 0:21:58.320
<v Speaker 1>your own cognitive limits, just like the way a runner

0:21:58.400 --> 0:22:02.480
<v Speaker 1>loans their breath, what leaders can do right now to

0:22:02.640 --> 0:22:06.520
<v Speaker 1>check in on whether their team is suffering from it. Plus,

0:22:06.600 --> 0:22:09.439
<v Speaker 1>we also get into the ten twenty seventy rule that

0:22:09.480 --> 0:22:13.880
<v Speaker 1>most organizations are completely ignoring when it comes to AI adoption.

0:22:17.560 --> 0:22:20.200
<v Speaker 1>If you're looking for more tips to improve the way

0:22:20.280 --> 0:22:23.480
<v Speaker 1>you work can live. I write a short weekly newsletter

0:22:23.560 --> 0:22:26.720
<v Speaker 1>that contains tactics I've discovered that have helped me personally.

0:22:27.119 --> 0:22:30.200
<v Speaker 2>You can sign up for that at Amantha dot com.

0:22:30.400 --> 0:22:36.720
<v Speaker 2>That's Amantha dot com for.

0:22:36.680 --> 0:22:41.760
<v Speaker 1>People listening that feel like I reckon. I am experiencing

0:22:41.840 --> 0:22:45.959
<v Speaker 1>brain fry every single day. Like, what are the first

0:22:46.040 --> 0:22:49.160
<v Speaker 1>thing or things that you would suggest that they immediately

0:22:49.200 --> 0:22:49.840
<v Speaker 1>start to do?

0:22:50.040 --> 0:22:53.520
<v Speaker 3>Okay, So the first thing is I got the funniest text, Actually,

0:22:53.520 --> 0:22:56.400
<v Speaker 3>my husband got the funniest tax from a friend who

0:22:56.840 --> 0:23:00.520
<v Speaker 3>had read our piece on brain fry and was like,

0:23:01.000 --> 0:23:03.720
<v Speaker 3>I'm kind of loving my brain fry right now. Like

0:23:04.359 --> 0:23:07.240
<v Speaker 3>I'm just like, I know I'm having brain friend kind

0:23:07.280 --> 0:23:09.960
<v Speaker 3>of loving He had like all his cloud browsers open

0:23:10.040 --> 0:23:12.000
<v Speaker 3>and he was like building a website and he's like, oh,

0:23:12.000 --> 0:23:13.919
<v Speaker 3>I'm kind of loving it. So I want to just

0:23:14.000 --> 0:23:17.040
<v Speaker 3>recognize that, like these tools can be really engaging and

0:23:17.080 --> 0:23:19.240
<v Speaker 3>exciting and often we get to the point of brain

0:23:19.320 --> 0:23:22.560
<v Speaker 3>fry because we're enjoying ourselves, right, So it can be

0:23:22.600 --> 0:23:24.840
<v Speaker 3>really engaging to see like how much you can build

0:23:24.880 --> 0:23:27.840
<v Speaker 3>and how fast, And so the point is not to

0:23:27.880 --> 0:23:31.480
<v Speaker 3>deprive ourselves of the excitement and the engagement. And to

0:23:31.600 --> 0:23:34.200
<v Speaker 3>my friend, if you're listening, like you go enjoy yourself

0:23:34.240 --> 0:23:38.440
<v Speaker 3>and you know, don't deprive yourself of that. The goal though,

0:23:38.560 --> 0:23:42.240
<v Speaker 3>is really like this is giving us opportunity to develop

0:23:42.400 --> 0:23:46.359
<v Speaker 3>acute self awareness of our own intelligence as we come

0:23:46.440 --> 0:23:49.400
<v Speaker 3>to meet this new alien intelligence.

0:23:50.119 --> 0:23:50.439
<v Speaker 1>Right.

0:23:50.520 --> 0:23:52.919
<v Speaker 3>So I really think it's like this is a deep

0:23:53.200 --> 0:23:56.080
<v Speaker 3>self awareness that we can develop of our own brains

0:23:56.680 --> 0:24:02.000
<v Speaker 3>that's brought on by trying to understand artificial intelligence and

0:24:02.200 --> 0:24:05.439
<v Speaker 3>starting to understand just as when you go out to

0:24:05.600 --> 0:24:08.360
<v Speaker 3>go for a run, you start to learn your breath,

0:24:08.440 --> 0:24:10.399
<v Speaker 3>you start to learn when am I out of breath?

0:24:10.640 --> 0:24:13.159
<v Speaker 3>When do I need to slow down? Those are the

0:24:13.160 --> 0:24:16.280
<v Speaker 3>things we have to understand with our own brains as

0:24:16.280 --> 0:24:20.760
<v Speaker 3>we're using these tools. We want to operate in an optimum.

0:24:21.359 --> 0:24:24.119
<v Speaker 3>We don't want to make mistakes at work, right, And

0:24:24.160 --> 0:24:26.200
<v Speaker 3>that was one of the things in our study that's

0:24:26.240 --> 0:24:28.919
<v Speaker 3>at stake clearly with this is we need to be

0:24:28.960 --> 0:24:31.440
<v Speaker 3>able to work sustainably. We need to have our attention

0:24:31.560 --> 0:24:34.399
<v Speaker 3>and our working memory intact for the whole day, for

0:24:34.480 --> 0:24:37.240
<v Speaker 3>all the tasks that we have, for the task outside

0:24:37.240 --> 0:24:39.119
<v Speaker 3>of work, for our families, right, we want to be

0:24:39.160 --> 0:24:41.760
<v Speaker 3>in good shape for all of those things. How do

0:24:41.800 --> 0:24:44.480
<v Speaker 3>we pace ourselves? How do we start to feel that

0:24:44.560 --> 0:24:47.520
<v Speaker 3>sense of brain fry coming on? Take a break, do

0:24:47.640 --> 0:24:51.239
<v Speaker 3>something else, have a digital detox, Start to figure out

0:24:51.280 --> 0:24:54.000
<v Speaker 3>how many tools can you reasonably work with at once.

0:24:54.359 --> 0:24:57.280
<v Speaker 3>It's probably not more than three. Two, maybe just fine.

0:24:57.720 --> 0:25:01.640
<v Speaker 3>One could be just fine too. Find that for yourself

0:25:01.960 --> 0:25:05.399
<v Speaker 3>and really, like use an opportunity to learn more about

0:25:05.400 --> 0:25:08.800
<v Speaker 3>yourself and your brain and your cognitive capacity. I think

0:25:08.840 --> 0:25:13.359
<v Speaker 3>it's a beautiful opportunity for the self discovery of like,

0:25:13.520 --> 0:25:16.720
<v Speaker 3>really the most important organ in the body, right, the

0:25:16.880 --> 0:25:20.920
<v Speaker 3>organ that determines how we experience Alibliefe itself. And if

0:25:20.920 --> 0:25:23.720
<v Speaker 3>this is the technology that's going to get people excited

0:25:23.760 --> 0:25:26.399
<v Speaker 3>to learn about it, then amazing all the better.

0:25:26.520 --> 0:25:29.480
<v Speaker 1>I do love that idea of just building in more

0:25:29.760 --> 0:25:33.520
<v Speaker 1>reflection into your day about how are you feeling and

0:25:33.560 --> 0:25:36.520
<v Speaker 1>how is your brain feeling. I remember yesterday I'd had

0:25:36.600 --> 0:25:40.040
<v Speaker 1>quite an early start and then I'd been working on

0:25:40.080 --> 0:25:45.040
<v Speaker 1>sort of quite cognitively intense work. I've been using AI

0:25:45.400 --> 0:25:48.400
<v Speaker 1>throughout the day, and I remember at about like four

0:25:48.440 --> 0:25:50.399
<v Speaker 1>o'clock I said to my husband, I think I'm just

0:25:50.480 --> 0:25:54.480
<v Speaker 1>I'm done for today, like my brain is done. And

0:25:54.560 --> 0:25:57.080
<v Speaker 1>sometimes I have that self awareness and other times I don't.

0:25:57.080 --> 0:25:58.800
<v Speaker 1>But I think it's like what you're saying is such

0:25:58.800 --> 0:26:01.840
<v Speaker 1>a good reminder to just go. Like at the end

0:26:01.880 --> 0:26:05.000
<v Speaker 1>of the day, we are responsible for our own behaviors,

0:26:05.119 --> 0:26:07.720
<v Speaker 1>and you know, hopefully you do work in a workplace

0:26:07.760 --> 0:26:10.680
<v Speaker 1>where when your brain is feeling a little bit fried,

0:26:10.800 --> 0:26:13.439
<v Speaker 1>you can just stop. I would love to know, like,

0:26:13.520 --> 0:26:17.080
<v Speaker 1>for leaders, how can they do a formal or an

0:26:17.080 --> 0:26:19.960
<v Speaker 1>informal audit of their team to go is my team

0:26:20.040 --> 0:26:21.840
<v Speaker 1>suffering from brain fry right now?

0:26:22.000 --> 0:26:26.040
<v Speaker 3>I think that, as I mentioned before, being that source

0:26:26.080 --> 0:26:28.840
<v Speaker 3>of support, helping the team know and see that you

0:26:28.840 --> 0:26:31.400
<v Speaker 3>are there with them, You're learning it with them, You're

0:26:31.440 --> 0:26:34.560
<v Speaker 3>there to help them. You know there are no dumb questions.

0:26:35.000 --> 0:26:37.080
<v Speaker 3>You will ask those questions if they need to be

0:26:37.240 --> 0:26:40.919
<v Speaker 3>asked as well. At the team level, really important that

0:26:41.040 --> 0:26:43.840
<v Speaker 3>it not feel competitive, that it not feel like it's

0:26:43.880 --> 0:26:46.320
<v Speaker 3>all about who on the team is using the most

0:26:46.480 --> 0:26:48.520
<v Speaker 3>versus other people on the team, that it'd be more

0:26:48.520 --> 0:26:51.680
<v Speaker 3>about the team pushing one another to help drive the

0:26:51.760 --> 0:26:55.399
<v Speaker 3>skills together. As you can do that as a leader,

0:26:55.440 --> 0:26:59.720
<v Speaker 3>you can embed tools within your team processes, so it

0:26:59.760 --> 0:27:03.880
<v Speaker 3>could be tools that you're using to help digest what's

0:27:03.920 --> 0:27:06.760
<v Speaker 3>happened that week, to help drive research that the team

0:27:06.880 --> 0:27:10.560
<v Speaker 3>is doing. Doing team trainings together is a great way,

0:27:10.840 --> 0:27:14.480
<v Speaker 3>or have team members teach others about how to use

0:27:14.520 --> 0:27:17.280
<v Speaker 3>the tools. These are always to help bring the team

0:27:17.440 --> 0:27:20.800
<v Speaker 3>together around the tools and to know that there are

0:27:20.840 --> 0:27:24.040
<v Speaker 3>new ways that we're all adjusting that are different from

0:27:24.160 --> 0:27:27.000
<v Speaker 3>the old forms of work, and keeping an eye out

0:27:27.000 --> 0:27:30.359
<v Speaker 3>and open door to listen and to hear about it

0:27:30.400 --> 0:27:34.840
<v Speaker 3>and to just learn about what it's feeling like and

0:27:34.920 --> 0:27:37.720
<v Speaker 3>looking like as every new generation of tools arrives.

0:27:38.080 --> 0:27:40.760
<v Speaker 1>Yeah, I think The issue of metrics is so interesting.

0:27:41.280 --> 0:27:45.200
<v Speaker 1>Like I remember in your article it mentioned meta essentially

0:27:45.520 --> 0:27:49.800
<v Speaker 1>counting how many tokens staff had used, and the more

0:27:49.800 --> 0:27:54.239
<v Speaker 1>tokens the better. Essentially, what are the right metrics that

0:27:54.359 --> 0:27:58.240
<v Speaker 1>companies should be looking at when it comes to a

0:27:58.400 --> 0:28:00.600
<v Speaker 1>good and impactful use of AI.

0:28:01.040 --> 0:28:05.000
<v Speaker 3>We're in a stage now where the emphasis is on

0:28:05.880 --> 0:28:08.920
<v Speaker 3>really getting the most out of the tools, not from

0:28:09.040 --> 0:28:13.120
<v Speaker 3>a quantity of activity perspective, but really from an amount

0:28:13.160 --> 0:28:16.679
<v Speaker 3>of value that's being generated, right, and so how do

0:28:16.720 --> 0:28:19.840
<v Speaker 3>we think about the quality of the outputs and the

0:28:19.960 --> 0:28:22.600
<v Speaker 3>value of the outputs, and the value of the engagements

0:28:22.640 --> 0:28:25.880
<v Speaker 3>and the experiments and you know, we like to talk

0:28:25.920 --> 0:28:29.240
<v Speaker 3>about that in our world of course, as learning as

0:28:29.680 --> 0:28:33.840
<v Speaker 3>the rate of experimentation. Those are all great ways to

0:28:33.960 --> 0:28:38.440
<v Speaker 3>try to capture how this is being metabolized effectively through

0:28:38.480 --> 0:28:42.640
<v Speaker 3>the organization. Any kind of change in an organization has

0:28:42.680 --> 0:28:46.640
<v Speaker 3>a toll. So before we want to roll something out

0:28:46.680 --> 0:28:49.160
<v Speaker 3>and have lots of people using it, we want to

0:28:49.160 --> 0:28:53.160
<v Speaker 3>be really thoughtful and strategic about how and why, and

0:28:53.240 --> 0:28:57.239
<v Speaker 3>so being really careful about how we design around all

0:28:57.280 --> 0:29:00.000
<v Speaker 3>of this is the other piece of what we see

0:29:00.120 --> 0:29:02.320
<v Speaker 3>happening right now in the phase that we're in now,

0:29:02.720 --> 0:29:05.920
<v Speaker 3>and the more we can carefully design how work should

0:29:05.960 --> 0:29:09.840
<v Speaker 3>be flowing, where it should be locating, how the tools

0:29:09.840 --> 0:29:13.600
<v Speaker 3>should be used, how many tools right on, what spans

0:29:13.600 --> 0:29:16.600
<v Speaker 3>of control those types of questions, the more we can

0:29:16.640 --> 0:29:19.040
<v Speaker 3>make sure that the changes we're going to roll out

0:29:19.080 --> 0:29:21.560
<v Speaker 3>will be to the right people and the right ways

0:29:21.680 --> 0:29:25.200
<v Speaker 3>at the right time and kind of minimize that change

0:29:25.320 --> 0:29:31.600
<v Speaker 3>burden that over otherwise will create more inertia than forward momentum.

0:29:31.880 --> 0:29:34.800
<v Speaker 1>Love that now. Something I'm experimenting with on how I

0:29:34.880 --> 0:29:38.680
<v Speaker 1>work is finishing with what feels cliched, but some rapid

0:29:38.720 --> 0:29:42.360
<v Speaker 1>fire questions that I have for you, So if you're

0:29:42.400 --> 0:29:45.720
<v Speaker 1>out for it, my first question is which industries will

0:29:46.240 --> 0:29:49.760
<v Speaker 1>feel this in terms of brain fry and the associated

0:29:49.800 --> 0:29:52.280
<v Speaker 1>problems the hardest. Do you think in the next twelve months?

0:29:52.520 --> 0:29:57.160
<v Speaker 3>Okay, So in our data set, the brain fry risk

0:29:57.320 --> 0:30:01.520
<v Speaker 3>was greatest for the most operational and the most technical,

0:30:01.960 --> 0:30:04.360
<v Speaker 3>and so I think that it would be the roles

0:30:04.400 --> 0:30:08.800
<v Speaker 3>that tend toward those things the most. But I think

0:30:08.840 --> 0:30:12.760
<v Speaker 3>that it will be more about whether the organization is

0:30:12.840 --> 0:30:16.680
<v Speaker 3>making the right design decisions around how to be using

0:30:16.720 --> 0:30:22.640
<v Speaker 3>the technology, regardless of industry. These are avoidable challenges, if

0:30:22.640 --> 0:30:25.920
<v Speaker 3>we make smart decisions around the design, if we learn quickly,

0:30:26.360 --> 0:30:30.600
<v Speaker 3>if we help empower employees to take pauses, have leaders

0:30:30.640 --> 0:30:33.840
<v Speaker 3>who are there to answer questions. I think it's actually

0:30:34.000 --> 0:30:38.160
<v Speaker 3>more about creating cultures where those things are possible, making

0:30:38.200 --> 0:30:42.600
<v Speaker 3>decisions that are driven from the right outcomes, driven from

0:30:42.960 --> 0:30:45.960
<v Speaker 3>a desire for sustainable productivity value creation.

0:30:46.360 --> 0:30:48.760
<v Speaker 1>What is a non negotiable that you have in your

0:30:48.800 --> 0:30:51.160
<v Speaker 1>life to protect your own cognitive capacity?

0:30:51.520 --> 0:30:54.960
<v Speaker 3>I mentioned the digital detox. Another one is time with

0:30:55.120 --> 0:30:58.920
<v Speaker 3>my family, So I tried to have dinner with my

0:30:59.000 --> 0:31:01.240
<v Speaker 3>family and do a bad time. I'm every single night

0:31:01.400 --> 0:31:05.320
<v Speaker 3>with my kids, very grounding, centering about the things that

0:31:05.360 --> 0:31:09.920
<v Speaker 3>matter most to me. And you know, I think one

0:31:10.000 --> 0:31:13.960
<v Speaker 3>of the main drivers of resilience in my research across

0:31:14.040 --> 0:31:19.520
<v Speaker 3>large populations is self compassion and as you well know,

0:31:20.200 --> 0:31:22.520
<v Speaker 3>part of what that means is keeping it in perspective.

0:31:22.960 --> 0:31:27.000
<v Speaker 3>And there's nothing like you know, kids to help me

0:31:27.240 --> 0:31:29.240
<v Speaker 3>keep things in perspective.

0:31:29.720 --> 0:31:31.800
<v Speaker 1>Yeah, I love that very much. For light, what does

0:31:31.800 --> 0:31:34.440
<v Speaker 1>a healthy relationship with AI look like?

0:31:35.000 --> 0:31:38.800
<v Speaker 3>In twenty twenty three, my lab that I was leading

0:31:38.840 --> 0:31:42.880
<v Speaker 3>at the time did a study to predict who would

0:31:43.360 --> 0:31:46.440
<v Speaker 3>be most inclined to use AI tools, and it came

0:31:46.520 --> 0:31:49.280
<v Speaker 3>down to a high degree of optimism and a high

0:31:49.280 --> 0:31:52.360
<v Speaker 3>degree of agency. And that's what I would point to

0:31:52.440 --> 0:31:55.640
<v Speaker 3>an answer to the question is that the more we

0:31:55.720 --> 0:32:00.000
<v Speaker 3>can be optimistic about how we can use these tools

0:32:00.240 --> 0:32:03.440
<v Speaker 3>to advance our goals, to advance our purpose, to advance

0:32:03.480 --> 0:32:06.080
<v Speaker 3>the things that we want to accomplish, and the more

0:32:06.120 --> 0:32:08.520
<v Speaker 3>we can lean into our sense of self efficacy and

0:32:08.560 --> 0:32:11.720
<v Speaker 3>agency that we are in the driver's seat, the more

0:32:11.760 --> 0:32:14.160
<v Speaker 3>that we can use them to our advantage and really

0:32:14.200 --> 0:32:17.400
<v Speaker 3>get the most out of them as individuals, as leaders,

0:32:17.440 --> 0:32:18.720
<v Speaker 3>and as organizations.

0:32:18.920 --> 0:32:22.080
<v Speaker 1>Okay, what's the single biggest mistake that organizations are making

0:32:22.160 --> 0:32:24.000
<v Speaker 1>with AI adoption right now?

0:32:24.400 --> 0:32:28.360
<v Speaker 3>We have seen over and over in our research that

0:32:29.200 --> 0:32:33.680
<v Speaker 3>the formula of getting adoption right is ten twenty seventy

0:32:34.160 --> 0:32:37.640
<v Speaker 3>ten percent. A way of to get right is the algorithms,

0:32:37.680 --> 0:32:40.480
<v Speaker 3>twenty percent is the data and the tools, and seventy

0:32:40.520 --> 0:32:43.520
<v Speaker 3>percent is the processes in the people side of things.

0:32:43.680 --> 0:32:46.840
<v Speaker 3>What organizations often miss is that seventy percent and the

0:32:46.880 --> 0:32:51.520
<v Speaker 3>focus on people. So really focusing on the people side

0:32:51.680 --> 0:32:56.800
<v Speaker 3>of getting people to find that high agency, high optimism

0:32:56.960 --> 0:33:00.120
<v Speaker 3>mindset to engage with the tools to use it in

0:33:00.160 --> 0:33:05.000
<v Speaker 3>ways that authentically advance their goals, their purpose, that give

0:33:05.120 --> 0:33:07.600
<v Speaker 3>them that sense of lift that we talked about, to

0:33:08.280 --> 0:33:12.360
<v Speaker 3>have more time for connection, for belonging, for purpose, for creativity.

0:33:13.040 --> 0:33:15.520
<v Speaker 3>Those are the things where we really see this like

0:33:16.240 --> 0:33:21.080
<v Speaker 3>unfair advantage opening up and huge opportunity.

0:33:21.280 --> 0:33:23.920
<v Speaker 1>And finally, if you had one minute with the CEO

0:33:24.200 --> 0:33:26.680
<v Speaker 1>of a large company, what would you tell them about

0:33:26.680 --> 0:33:27.200
<v Speaker 1>brain fry?

0:33:27.800 --> 0:33:33.800
<v Speaker 3>I would say AI is completely changing the psychology and

0:33:33.880 --> 0:33:37.600
<v Speaker 3>behavior of work. Brain fry is a proof point of

0:33:37.640 --> 0:33:41.120
<v Speaker 3>that we need to learn quickly and use all of

0:33:41.160 --> 0:33:46.360
<v Speaker 3>this information to redesign work for the benefit of our employees,

0:33:46.480 --> 0:33:48.560
<v Speaker 3>of our leaders, and of our bottom line.

0:33:48.800 --> 0:33:52.600
<v Speaker 1>Love that, Gabriella. Thank you so much for coming back

0:33:52.680 --> 0:33:55.560
<v Speaker 1>on how I work. I love dat chat the first time,

0:33:55.680 --> 0:33:58.479
<v Speaker 1>and it's just been so great to dive into your

0:33:58.520 --> 0:34:01.080
<v Speaker 1>research about brain fry. I've been thinking about it so

0:34:01.200 --> 0:34:04.080
<v Speaker 1>much since I read that piece in HBr, So thank

0:34:04.120 --> 0:34:06.520
<v Speaker 1>you for continuing to just put such great work into

0:34:06.560 --> 0:34:06.960
<v Speaker 1>the world.

0:34:07.240 --> 0:34:09.359
<v Speaker 3>Thank you so much for having me back of such

0:34:09.360 --> 0:34:10.799
<v Speaker 3>a pleasure to be with young.

0:34:10.880 --> 0:34:14.480
<v Speaker 1>So when you think about the most sophisticated AI users,

0:34:14.800 --> 0:34:17.800
<v Speaker 1>they're not actually the ones with the most tabs open.

0:34:18.600 --> 0:34:21.239
<v Speaker 1>The people who figured out AI are the ones who

0:34:21.320 --> 0:34:25.400
<v Speaker 1>figured out themselves, their own cognitive capacity, their own pace,

0:34:25.880 --> 0:34:29.920
<v Speaker 1>their own version of two tools versus five. So it's

0:34:30.000 --> 0:34:34.320
<v Speaker 1>less about the technology and more about self knowledge. Now,

0:34:34.360 --> 0:34:37.120
<v Speaker 1>if you are someone who ends the day with a

0:34:37.280 --> 0:34:41.200
<v Speaker 1>fried brain and no real sense of why, try treating

0:34:41.239 --> 0:34:45.760
<v Speaker 1>it like Gabriella suggests, like learning your breath on a run,

0:34:46.520 --> 0:34:49.840
<v Speaker 1>notice when it starts, and take the break before you

0:34:49.960 --> 0:34:54.240
<v Speaker 1>actually need it. And if you enjoyed this chat with Gabriella,

0:34:54.360 --> 0:34:56.759
<v Speaker 1>I reckon you'd enjoy the first time I had her

0:34:56.800 --> 0:35:00.560
<v Speaker 1>on How I Work, where we talk all about thriving

0:35:00.680 --> 0:35:04.440
<v Speaker 1>in times of uncertainty. If you like today's show, make

0:35:04.480 --> 0:35:07.239
<v Speaker 1>sure you hit follow on your podcast app to be

0:35:07.280 --> 0:35:11.160
<v Speaker 1>alerted when new episodes drop. How I Work was recorded

0:35:11.160 --> 0:35:13.800
<v Speaker 2>On the traditional land of the Warrangery people, part of

0:35:13.840 --> 0:35:14.560
<v Speaker 2>the Kohen Nation.