Human Advantage Lab

15/10/2026

HAL PROVOCATION | WHO GETS TO SHAPE THE FUTURE OF AI?

Women are rarely quoted as experts on AI.

A post by Amy Diehl, Ph.D., highlights a striking imbalance: men were cited as experts in AI news coverage 4.3 times more often than women during the period she examined.

That raises a question we should be asking.

If women are less visible in conversations about AI, whose experiences, concerns and priorities are shaping the technology?

This matters because AI is not just a technical development. It is influencing how we work, how we make decisions, how we access information and how institutions understand people.

When the same voices dominate the public conversation, we risk overlooking perspectives that could challenge assumptions, identify harms and broaden our understanding of what responsible AI should look like.

And there is a further tension: if women are less trusting of AI, we should not simply ask why they are hesitant. We should also ask whether their concerns are being heard by the people designing, deploying and governing it.

Trust cannot be demanded. It has to be earned.

And inclusion cannot mean simply inviting more women to use AI. It must also mean recognising women as experts, researchers, decision-makers and shapers of its future.

My question is this:

Are we building AI that works for everyone — while still giving greater visibility and authority to some voices than others?

I would be interested in your perspective, particularly from those working in AI, research, policy, education and organisational leadership.

05/10/2026

As AI becomes part of everyday work, we’re getting better at asking it to do things for us like .....
Write the email.
Summarise the meeting.
Analyse the information.
Generate the ideas.

But I wonder: Are we becoming better at using AI — or simply better at handing things over to it?
Where do you still prefer a conversation with a human being?
A colleague?
A mentor?
A manager?
A coach?
Someone who simply understands the context?
What is one thing you would never want AI to replace at work?
I'm curious to hear what You think.

Human Advantage Lab
AI • People • Better Work

02/10/2026

02/10/2026

AI is becoming a workplace colleague. Are we learning how to work alongside it or simply learning how to use it?

Across organisations, employees are being encouraged to prompt, automate, analyse and accelerate.

AI literacy is becoming an essential workplace skill.

But there is a question we may not be asking often enough:

What are we developing in the human being alongside the technology?

As AI takes on more routine tasks, our ability to think critically, exercise judgement, navigate complexity, build trust and engage meaningfully with others becomes increasingly important.

Consider the capabilities that cannot simply be downloaded or automated:

• Critical thinking — knowing when to question an AI-generated answer.

• Emotional intelligence — recognising what a situation requires beyond information.

• Ethical judgement — understanding the consequences of decisions.

• Adaptability — remaining curious and capable amid uncertainty.

• Human connection — building relationships that sustain trust, collaboration and belonging.

The challenge for organisations is not simply to prepare people to use AI.

It is to create workplaces where technology enhances human capability rather than gradually diminishing it.

AI literacy is necessary. Human capability is indispensable.

Perhaps the most important question for leaders is not how quickly their workforce can adopt AI, but whether they are investing equally in the people who will work alongside it.

What are we developing alongside the technology?

02/10/2026

AI in the Workplace

15/09/2026

99 powerful ChatGPT prompt codes to help you think better, write faster, analyze deeper, and get more useful answers. Save this cheat sheet and try a few of these prompts in your next ChatGPT session.

15/09/2026

What happens when the productivity gained from AI is simply converted into more work?
If AI makes us faster, but the organisation responds by raising the workload rather than creating capacity, have we actually created human advantage?
Or have we simply created more efficient exhaustion?
Perhaps the real AI ROI conversation shouldn't be:
“How many people can we replace?”
but:
“What becomes possible when we give people back the time, attention and capacity that technology can create?”

That is a very different business case.
And perhaps a more human one.

Human Advantage Lab
AI / People / Better Work

14/09/2026

My new book is officially out today:

The Psychology of AI Adoption at Work: From Resistance to Results
Most AI initiatives don't fail because the technology isn't capable.
They fail because leaders underestimate the human side of adoption.
The book shows how to build trust, overcome resistance, develop AI champions, and turn experimentation into measurable results.

You can learn more about the book—or read two chapters free—here:
https://disasteravoidanceexperts.com/aibook/

14/09/2026

Could AI help us recognise burnout before we recognise it ourselves?

Perhaps.

AI can already identify patterns in the way we work.

Longer hours.
Fewer breaks.
Meetings that keep multiplying.
Work spilling into evenings.
Leave repeatedly postponed.
Changes in language, communication or responsiveness.
A workload that keeps increasing while capacity quietly decreases.

Individually, these things may mean very little.

Together, they might tell a different story.

This is where AI could become useful — not as a diagnostician, but as an early-warning system.

A mirror that says:

Something has changed.

But there is a difficult question underneath this possibility.

Who is the AI noticing it for?

The employee?

The manager?

The organisation?

And what happens next?

Because there is a profound difference between using AI to help someone recognise that they may be struggling…

…and using AI to identify the “at-risk employee” so that the organisation can manage the problem.

One creates an opportunity for care.

The other could become another form of surveillance.

Burnout is not simply a productivity failure.

It can be a signal that something about the way work is organised has become unsustainable.

So perhaps the most valuable role for AI isn't to tell us:

“This person is burned out.”

Perhaps it is to help us ask earlier:

“Something seems to have changed. What is happening — and how can we help?”

AI may be able to recognise the pattern.

But only humans can create the conditions for a different one.