A new study looked at how using AI assistants like ChatGPT for writing tasks impacts the brain & thinking skills. It focussed on students writing essays but the findings have implications for workplace leaders.
The researchers found that people who used AI used their brains less, created work that was “shallow” & “soulless”, remembered less & had less ownership of their work.
Starting a piece of work with AI created a “cognitive debt” – people get short term benefits like more efficient writing but pay a price in reduced creativity & a mental laziness that sticks around & makes it harder to think critically later on.
Even when peopled stopped using AI, their brain engagement stayed lower. People who started the work unaided by AI produced more original content with wider vocabulary & critical analysis. They retained stronger cognitive engagement even when later using AI.
Implications: actions for workforce development
1. Prioritise critical thinking & problem-solving training: ensure people regularly engage in tasks that require independent thought & reasoning without AI assistance.
2. Encourage hybrid workflows: human first, AI second.
3. Implement continuous upskilling & reskilling: as AI rapidly changes job requirements, ensure people stay adaptable, resilient & capable of meeting evolving demands.
4. Use AI judiciously & monitor cognitive impact: regularly assess how using AI affects people’s engagement, learning & critical thinking & adjust policies to avoid undermining core human skills.
Original article: https://t.co/9WwtW4O2Se via @PietroMicheli13
Summary & graphic from @IFLScience https://t.co/Z1TruvhXqf
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We don't need to engage everyone in our network/community of practice/improvement campaign. Trying to activate the passive parts of our community or stakeholder group can be exhausting & demoralising . Unequal participation is natural.
In most communities/groups we can see three clear groups:
(1) The most active members at the core: they are the "stewards" who take initiative & make things happen.
(2) The committed members: they want to be part of this group, they contribute & participate to their abilities
(3) The outer circle of people who are mostly passive: some of them were once active in the past; some of them you have never seen.
Group (3) make up the majority of your community.
It is a mistake to try to turn the disengaged people in group (3) into group (2) activists. You can't push anyone into anything. Much better to focus on supporting groups (1) & (2). Keep group (3) informed & make light-touch invitations. People’s energy often changes over time so don't close doors:
https://t.co/T3qhchC8Du. By @pforti. Graphic/additional material from Adrian Röbke & Michel Bachmann.
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The "J-Curve" of change is a helpful concept when thinking about the trajectory of a change initiative. Leaders assume that they will see early results from the implementation of change but performance often gets worse before it gets better.
There are many reasons for it; disruption to existing systems, people fearful of & getting used to new ways of working; it's a learning curve for the system.
One of the worst things that happens as a result of the J-Curve is "leadership tampering": leaders impatient for results who start to fiddle with the new system before new arrangements get a chance to work through.
There are many things we can do to reduce the impact of the J-Curve:
1) Stay focused on shared purpose & values, giving people the confidence to move towards a different future that is more compelling than the status quo
2) Anticipate that an "implementation lag" may happen and set expectations based on that
3) Provide support - technical, emotional, learning
4) Involve everyone in the change process, so it is done "with" people, not "to" them
5) Adjust, based on learning & feedback, through small test of change
This article is from @dviney who developed the concept of the J-Curve: https://t.co/vu4gwzD0NG.
@ClareTaylorBU@JaneGoodallInst@theRCOT@WeAHPs Oh! I have one of Jane’s books and I could have sworn it said she was an OT when I read it a few years ago. I will have to check this asap now!
This new study investigated #ExecutiveFunction (EF) in children born preterm. The researchers found that executive function was impacted in this population and attributed this to unique structure–function associations in the preterm brain,
https://t.co/bYA2Sw6UKm
Delighted to join Brazelton Centre as a champion this week. I hold the power of NBO very close to my heart & it’s one of my absolutely favourite things in my OT tool kit 💚
🎉This week we were thrilled to officially launch our Brazelton Champions initiative & network! 🎉
In this first intake, 38 individuals across all 4 countries of the UK have become Champions!
You can explore more about them (+ a new interactive map) here: https://t.co/9rRcoN57jC
👇Excellent thread of reasonable and transformative adjustments that make life more bearable and learning possible for neurodivergent children & young people trying to navigate school life. Small changes can have a big impact! #InclusiveEducation#Neurodiversity
A successful week with 2 @TraildogUK events and no migraines! Night-run on beach especially enjoyable for the senses 🌊(righting reactions on top form on the mud!) Big love to mum & dog friend Lauren training for her first ultramarathon achieving gr8 things for grief awareness❤️
Always advocate for volunteering opportunities where people can, great chance for growth & giving something back. As a mum who has looked at this charity for her own son… well done Rebecca! 💚 @theRCOT
An interesting ‘phenomenon’ & very good article thinking about occupational balance outside of work for parents @Leaders_Plus @theRCOT https://t.co/gx4mHqhwuz
An insightful hour with my new nephew & his mammy doing some @BrazeltonUK NBAS that turned into NBO tonight ❤️ babies & mums are amazing 🌟
It brought me back to this though (not the fart blaster) that I read over summer. Honestly, read it. Including if you’re a dad. @lucyjones