The value of uniquely human attributes in an AI world?

We spend a huge amount of time discussing how artificial intelligence will transform our organisations, our jobs and society. Every week there seems to be another breakthrough, another new tool or another prediction about what comes next.

What we seem to spend far less time discussing is ourselves.

If AI is going to reshape the way we work, should we not also be investing in the qualities that make us human? If we fail to develop these alongside technological advances, we risk finding ourselves at a disadvantage. Even more importantly, we may fail to ensure this revolution serves our needs rather than simply the needs of the technology.

This is Heritage Thinking Differently considering personal development for an AI age.

Before you read any further, I should point out that I offer no solutions. My aim is simply to raise questions that, in my view, are receiving far less attention than they deserve. I hope this encourages discussion rather than provides answers.

AI, as it stands today, is probably only fully understood by a relatively small number of people. Even then, many are likely to understand it through the lens of their own priorities and specialisms. My impression is that much of the conversation is centred on what technology can do, rather than what people will need if they are to work alongside it successfully.

This leads me to the question that keeps occupying my thoughts.

Who is making sure humans are ready to make the most of the opportunities ahead?

Should we be investing in digital solutions without simultaneously investing in the unique human attributes that allow us to get the very best from this partnership? What is our unique contribution?

Some people worry that we will eventually be overtaken by technology. Whether or not that proves to be true, perhaps it is worth asking what our strengths currently are.

These are my suggestions. I genuinely welcome other perspectives because, even as I write this list, I wonder how many of these qualities will remain uniquely human in years to come.

At present, I think we still have the advantage in the following areas.

• Courage

• Empathy

• Curiosity

• Vulnerability

• Neurodiversity

• Kindness

• Honesty

• Emotional Intelligence

How many of these do you agree with? Any?

Without understanding our strengths, we could end up with highly efficient systems run by people who are less equipped to deal with the messy realities of human life. Ethical dilemmas, complex relationships, uncertainty and competing values are not easily solved through technology alone. If we neglect what makes us human, we risk losing our greatest advantage just when we need it most.

Perhaps what we need extends beyond technological expertise.

"We are choosing not to invest in developing of the hearts and minds of leaders at the exact same time as we’re scrambling to figure out what we have to offer that machines and AI can’t do better and faster"

Brené Brown

That quote continues to resonate with me.

Why are we investing so heavily in digital solutions without making an equal investment in the human qualities that will determine how well we use them?

In some respects, focusing on AI is the easier option. Technology can often be measured, tested and refined. Humans are inherently more complicated. Personal development takes time, patience and investment, and there are no guarantees of success.

We have seen this challenge for years in education and training. Whether we are talking about schools, universities, workplace learning or practical vocational training, there has never been a single approach that works for everyone. Learning is shaped by experience, culture, confidence, motivation and neurodiversity, among many other factors.

So is there a plan to prepare us for what comes next?

What do younger generations need from education if they are to thrive in an AI-enabled world?

Education has traditionally focused on knowledge and information, yet these are increasingly areas where AI can perform exceptionally well. Should we also be placing greater emphasis on the qualities that remain distinctly human? The ability to ask thoughtful questions, show empathy, exercise judgement, build trust, challenge assumptions and navigate uncertainty may become even more valuable than they are today.

As we try to define our human edge, are we investing enough in the very things that create it?

Perhaps the challenge feels too difficult. Perhaps it is simply harder to measure success. It is relatively straightforward to calculate the return on investment from a new software system. It is much harder to quantify the value of developing courage, empathy or curiosity, despite the fact that these qualities often shape the cultures and decisions that determine long-term success.

In our pursuit of efficiency and automation, are we unintentionally deprioritising the human element?

I also wonder whether one of our greatest strengths is our willingness to admit that we do not have all the answers. Humans can respond with curiosity when faced with uncertainty. AI, by its very nature, often strives to produce confident answers, even when certainty is impossible.

Leadership has never been about always knowing the answer. It has always been about understanding people, making difficult decisions, learning continuously and having the courage to navigate uncertainty.

This leaves me with another question.

Should those of us like myself, who design and deliver leadership programmes be placing greater emphasis on developing these human qualities? If so, how do we help leaders pass these attributes on to their teams? How do we create organisations that value them as highly as technical capability?

I would feel more optimistic about the future of AI, environmental concerns aside, if I saw stronger evidence that governments and education systems were preparing people for this change. Not simply by teaching digital skills, but by deliberately nurturing the qualities that make us uniquely human.

If AI is going to transform the heritage sector, as it is likely to transform so many others, what capabilities will our organisations need? What should we be investing in today so that we remain in control of how these technologies are used, rather than becoming dependent on those who create them? Furthermore, what role should museums play in developing a culture which values uniquely human attributes?

As I said at the beginning, I do not have the answers. This is simply a thought experiment and an invitation to think differently about where we invest our time, our energy and our attention.

I'd love to hear your thoughts.

In the meantime, I am sharing a link below to one of my favourite Ted Talks by Brene Brown which highlights our uniquely human strengths.

Paul Baker

Links:

TED Talk - The Power of Vulnerability by Brene Brown