Humans Are Underrated
Tags: #technology #future of work #ai #skills #collaboration #empathy #social intelligence
Authors: Geoff Colvin
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Overview
My book, ‘Humans Are Underrated,’ explores the changing nature of work in the face of rapid technological advancements, particularly the rise of artificial intelligence and automation. I argue that while technology is becoming increasingly capable of performing cognitive tasks, the skills that will be most valuable in the future are those that are uniquely human—skills that involve empathy, social intelligence, and the ability to build and nurture relationships. This book is written for anyone concerned about the future of work, particularly those who are looking to understand how to stay relevant and valuable in a rapidly changing economy. I offer a new perspective on the age-old debate about technology and jobs, arguing that we need to focus less on competing with machines and more on developing the skills that make us distinctly human. Throughout the book, I draw on a wide range of examples – from the U.S. military’s experience in training soldiers to the success of collaborative teams in various industries – to illustrate my points. I also delve into the science behind human interaction, exploring how empathy, storytelling, and social sensitivity are hardwired into our brains and can be leveraged for greater success. My core argument is that as technology advances, human interaction will become not just more important, but also more valuable. Those who can master the art of building relationships, collaborating effectively, and leading with empathy will be the ones who thrive in the coming economy. I believe this book offers a hopeful and practical roadmap for navigating the challenges and opportunities of the future of work.
Book Outline
1. COMPUTERS ARE IMPROVING FASTER THAN YOU ARE
This chapter argues that technology, while powerful, is not the sole determinant of success. The ability of the people using it is crucial, especially in fields like warfare. The example of the F-4 Phantom, a technologically advanced fighter jet, demonstrates this point. Despite its superiority, the F-4 initially struggled against the less advanced MiG-21s flown by the North Vietnamese. This was due to a lack of focus on the human element in pilot training. The U.S. military was focused on training pilots to avoid accidents rather than to win dogfights against a dissimilar enemy.
Key concept: “Machines don’t fight wars, people do, and they use their minds.” This quote emphasizes the central premise of the book: that human skills, especially those related to social interaction, are becoming increasingly valuable in a world dominated by technology. This concept is further reinforced by the U.S. military’s experience, where the superiority of technology alone wasn’t enough to guarantee success in conflicts like the Vietnam War. The human element – the ability to understand and respond to the enemy’s thinking and to foster trust and collaboration within one’s own team – proved to be the decisive factor.
2. GAUGING THE CHALLENGE
This chapter highlights growing concerns that technological advancements are causing structural changes in the job market, potentially leading to widespread unemployment. Experts from various fields are beginning to question the long-held belief that technological progress inevitably creates more and better jobs. The concern is that technology is becoming increasingly capable of substituting for labor, not just complementing it, as it has in the past. The rise of artificial intelligence, robotics, and automation are cited as evidence of this trend, leading to a potentially bleak future where good-paying jobs become increasingly scarce.
Key concept: “ZMP” stands for “zero marginal product,” the point at which a worker adds no value at all. This chilling term reflects the concern that as technology advances, it may eventually reach a point where certain categories of labor, even those traditionally considered high-skilled, become entirely replaceable. This signifies a potential future where large segments of the workforce may struggle to earn a subsistence income due to technological unemployment.
3. THE SURPRISING VALUE IN OUR DEEPEST NATURE
This chapter delves into the fundamental nature of human intelligence and its connection to social interaction. It challenges the “blank slate” view of human nature, arguing instead that we are born with certain hardwired tendencies that favor social behavior. The chapter points to evidence from psychology and anthropology that shows the universality of traits like empathy, generosity, and a sense of fairness, underscoring the importance of social skills in our evolutionary history and in navigating the modern world.
Key concept: “Natural selection mandated us to be in groups in order to survive. Once there, we construct our … social relationships.” This quote emphasizes the hardwired nature of human social behavior and its connection to survival. Our brains are primarily designed for social interaction, not for abstract reasoning, highlighting the importance of relationships and collaboration in our lives and, increasingly, in our work.
4. WHY THE SKILLS WE NEED ARE WITHERING
This chapter explores how technology, while beneficial in many ways, can also negatively impact the development of essential human skills. The chapter presents research suggesting that our increasing reliance on screens and digital communication is leading to a decline in empathy and a rise in narcissism. The chapter emphasizes that these changes are occurring at a time when social skills are becoming increasingly valuable in the workplace. This creates a mismatch between the skills needed for success and the skills that are being developed, highlighting a critical need for interventions that foster empathy and interpersonal skills.
Key concept: The experiment involved a group of sixth graders who spent five days at a camp without access to any digital devices. The result was that the children became significantly better at reading nonverbal emotional cues, a crucial skill in social interaction. This experiment suggests that our increasing reliance on digital communication is hindering the development of vital social skills, particularly in younger generations.
5. “THE CRITICAL 21ST-CENTURY SKILL”
This chapter focuses on empathy as the key to unlocking the full potential of human interaction in a technology-dominated world. It uses contrasting examples from the medical field to illustrate the difference between simply being kind and being truly empathetic. The chapter argues that empathy is a skill, not just a trait, and that it can be learned and developed through practice. It also highlights how employers are increasingly recognizing the value of empathy in the workplace, particularly in roles that involve customer service, leadership, and collaboration.
Key concept: Empathy comprises two parts: discerning the thoughts and feelings of others, and responding appropriately. This quote highlights the crucial distinction between simply recognizing emotions and truly empathizing with another person. True empathy requires not just understanding but also responding in a way that provides comfort, support, and ultimately helps the other person. This distinction is particularly important in fields like medicine and customer service, where a genuine empathetic connection can significantly impact outcomes.
6. EMPATHY LESSONS FROM COMBAT
This chapter explores how the U.S. military learned to build human skills that trump technology, offering valuable lessons for any organization or individual seeking to thrive in a changing world. The chapter focuses on the military’s shift from a reliance on technology and firepower to a recognition of the “human domain” as a critical aspect of warfare. It details how the military, inspired by the success of the Navy Fighter Weapons School (Top Gun), revolutionized its training methods to focus on realistic simulation, continuous feedback, and a deep understanding of the enemy’s thinking. This shift resulted in dramatic improvements in performance, particularly in the challenging first battles of conflicts.
Key concept: The AAR, or After-Action Review, became a cornerstone of modern military training, shifting the focus from rote learning to experiential learning and continuous improvement. This simple yet powerful process involves gathering participants immediately after a training exercise or a real-world engagement to discuss what happened, why it happened, and how it could be done better. The emphasis on open and honest feedback, regardless of rank, makes the AAR an effective tool for building trust, promoting learning, and enhancing team performance. This concept has valuable applications in any organization or team looking to improve its effectiveness.
7. WHAT REALLY MAKES TEAMS WORK
This chapter delves into the fascinating world of teams and explores what truly makes them work, drawing on examples from professional sports and organizational research. The chapter highlights the surprising finding that a team’s success is not primarily determined by the individual talents of its members, but by the quality of their interactions and their ability to function as a cohesive unit. The chapter introduces the concept of “collective intelligence” or “c” – a measurable factor that predicts a group’s performance on a wide range of tasks. The key takeaway is that social sensitivity, conversational turn taking, and a culture of helping behaviors are far more important for team success than individual intelligence or technical skills.
Key concept: The winning Ryder Cup team doesn’t need the greatest golfer. What matters most is the ‘property of the group itself, not just the individuals in it.’ This quote highlights the surprising discovery that a team’s collective intelligence, or “c,” is not directly correlated to the average intelligence of its individual members. Instead, “c” emerges from the team’s interactions and its ability to harness the diverse skills and perspectives of its members. This finding has important implications for how we build and manage teams, emphasizing the need to foster collaboration, social sensitivity, and a culture of psychological safety where all members feel comfortable contributing their ideas and insights.
8. THE EXTRAORDINARY POWER OF STORY
This chapter explores the extraordinary power of storytelling and how it can be used to influence, inspire, and drive change in organizations. It tells the story of Stephen Denning, a World Bank lawyer who used storytelling to transform the organization’s culture and make its vast knowledge base accessible to those who needed it most. The chapter delves into the science behind storytelling, explaining how stories activate the release of oxytocin, a powerful neurochemical that enhances trust, generosity, and compassion. It also highlights the importance of authenticity in storytelling, emphasizing the greater impact of stories told in person by a trusted source compared to written or video formats.
Key concept: “How you deliver a message is just as important as the message itself.” This quote underscores the fundamental power of storytelling in human communication and its ability to drive change. While the content of a story is important, its impact is greatly amplified when it’s told in person by a trusted and authentic storyteller. This personal connection allows listeners to evaluate the teller, gauge their passion, and ultimately connect with the story on a deeper emotional level. This concept has significant implications for leaders, marketers, and anyone seeking to influence or inspire others, highlighting the importance of authenticity, emotional intelligence, and the ability to connect with an audience on a human level.
9. THE HUMAN ESSENCE OF INNOVATION AND CREATIVITY
This chapter examines the human essence of innovation and creativity in the age of AI. While acknowledging the increasing ability of computers to create – from composing music to writing poems and even inventing new recipes – the chapter argues that the most valuable creative acts will remain human. This is partly because we value creativity that’s associated with a person, but more importantly because the most important creative acts involve solving complex, real-world problems that require human judgment and adaptation. The chapter also emphasizes the importance of social interaction and trust in fostering creativity, highlighting the power of collaborative teams and the unique dynamic of creative pairs.
Key concept: “If you’re afraid that you might be replaced by a computer, then you probably can be – and should be.” This quote, by Harvard professor William Bossert, encapsulates the idea that we should embrace the potential of technology to automate tasks that are essentially mechanical, freeing us to focus on the uniquely human aspects of work. This theme resonates throughout the book, emphasizing the shift in value from knowledge-based skills to relationship-based skills in the age of AI and automation.
10. IS IT A WOMAN’S WORLD?
This chapter examines the changing dynamics of the workplace and explores whether we are entering a “woman’s world” where women hold significant advantages in the most valuable skills of the coming economy. The chapter presents evidence that women, on average, possess stronger social skills and are better at reading nonverbal cues, which makes them more effective collaborators and leaders in a world where teamwork and social intelligence are paramount. The chapter also highlights research showing that teams with a higher proportion of women tend to be smarter and more successful, challenging traditional notions of diversity and suggesting that a more female-centric workforce may be better equipped for the challenges of the 21st century.
Key concept: Research on team intelligence found that “the process of knowledge creation has fundamentally changed.” This finding highlights the increasing dominance of teams in driving innovation and generating new knowledge across various fields. This shift is attributed to the growing complexity of problems and the need for specialized expertise from multiple individuals. As knowledge increases and problems become more complex, teamwork and collaboration become essential for achieving breakthroughs and driving progress.
11. WINNING IN THE HUMAN DOMAIN
This chapter focuses on how individuals and organizations can adapt and thrive in the “human domain.” It emphasizes that everyone can improve their social skills and become more effective collaborators and leaders, though it will be harder for some than for others. The chapter highlights the importance of adapting educational and training programs to focus on developing these skills, citing examples of innovative initiatives in business schools and corporations. The chapter also addresses the challenge of integrating socially inept individuals into organizations, suggesting that in a world where social skills are increasingly valuable, such individuals may need to find new roles or risk becoming marginalized. The key takeaway is that the ability to thrive in the human domain is not just a matter of talent, it’s also a matter of deliberate effort and ongoing development.
Key concept: One disengaged employee “can have negative consequences for an entire department. The hardworking and engaged employees will resent these people being around.” This quote underscores the critical importance of social skills and engagement in the modern workplace. Disengaged and socially inept individuals not only fail to contribute their full potential, they can also negatively impact the morale and productivity of their colleagues. This reinforces the book’s central theme that as technology takes over more routine tasks, the ability to build relationships, collaborate effectively, and foster a positive work environment becomes ever more crucial for individual and organizational success.
Essential Questions
1. As technology advances and displaces more jobs, what skills will be most valuable in the future?
As technology advances at an exponential rate, it is displacing jobs that were once considered secure, particularly those involving routine tasks. The question is, what will be the high-value human skills of tomorrow – those that will pay well and offer fulfilling careers? Colvin argues that these skills are not the technical, left-brain skills that have been emphasized in the past, but rather the skills that define us as humans: empathy, collaboration, relationship building, storytelling, and the ability to work effectively in groups. These skills are becoming increasingly valuable because they are difficult for computers to replicate and are essential for solving complex, human-centered problems.
2. Is this time different? Will technology continue to benefit workers or lead to mass unemployment?
The conventional view has been that technological progress, while displacing some jobs, ultimately creates more and better jobs in the long run. However, Colvin presents evidence that this time may be different. He argues that technology is increasingly capable of substituting for labor, not just complementing it, as it has in the past. This raises concerns about the potential for widespread unemployment and a decline in living standards for a large segment of the population.
3. Why is human interaction so crucial for our well-being and success, and how is technology impacting our ability to connect with others?
Our brains are wired for social interaction. We are inherently social creatures, and our ability to survive and thrive depends on our ability to connect with others, understand their emotions, and work together effectively. This hardwired social nature is what makes skills like empathy, collaboration, and storytelling so valuable in a world where technology is increasingly mediating our interactions. As we spend more time interacting with screens and less time interacting face-to-face, these essential human skills are atrophying, making them even more valuable in the future.
4. What can we learn from the military’s experience in leveraging human skills to achieve success in a complex and changing world?
The military’s experience offers valuable lessons for any organization or individual seeking to adapt and thrive in a rapidly changing world. The military’s shift from a focus on technology and firepower to a recognition of the “human domain” as a critical aspect of warfare highlights the importance of human skills in achieving success. By adopting principles of realistic simulation, continuous feedback, and a deep understanding of the human element, the military was able to achieve dramatic improvements in performance. These same principles can be applied in any field where human interaction is crucial.
5. Are women better equipped for success in the future workplace, and if so, why?
While both men and women can develop the high-value skills of the future, women seem to have a natural advantage in areas like empathy and social sensitivity. Research shows that women, on average, are better at reading nonverbal cues, collaborating effectively, and building strong relationships. This suggests that as the economy shifts to value these skills more highly, women may be better positioned for success than men. However, the chapter also emphasizes that everyone, regardless of gender, can learn and develop these skills, and that doing so is essential for thriving in the coming economy.
Key Takeaways
1. Effective teams balance exploration and engagement
The most creative and innovative groups excel at both exploring new ideas and engaging deeply with each other. Exploring involves seeking out diverse perspectives and information from outside the group, while engaging involves actively listening, responding to, and building upon each other’s ideas within the group. This dual approach allows groups to avoid groupthink, generate a wider range of ideas, and develop solutions that are both innovative and well-suited to the problem at hand.
Practical Application:
In a product design team, encourage brainstorming sessions where individuals first explore ideas independently before engaging in a structured discussion to refine and build upon each other’s concepts. This approach promotes both individual creativity and collaborative refinement.
2. The After-Action Review is a powerful tool for continuous improvement
The AAR involves gathering participants immediately after an event to discuss what happened, why it happened, and how it could be done better. The emphasis is on open and honest feedback, regardless of rank, with the goal of identifying specific strengths and weaknesses to guide future performance. The AAR is a powerful tool for promoting learning, building trust, and improving team performance.
Practical Application:
Managers can use regular After-Action Reviews (AARs) after product launches or marketing campaigns to encourage open and honest feedback from all team members, regardless of their position. This process helps identify both successes and failures, fostering a culture of continuous learning and improvement.
3. Storytelling is a powerful tool for influencing and inspiring others
Stories are far more memorable and persuasive than facts or data alone. They trigger the release of oxytocin, a neurochemical that enhances trust and empathy, making listeners more receptive to the message. Stories are particularly effective when told in person by a trusted and authentic storyteller, as this allows listeners to evaluate the teller and connect with the story on a deeper level.
Practical Application:
When presenting a new AI product or technology to potential investors, focus on telling a compelling story about how the product will solve a real-world problem or improve people’s lives. Connect with the audience on an emotional level by highlighting the human impact of the technology rather than relying solely on technical specifications or data points.
4. Social intelligence is crucial for team success
The most effective teams are not necessarily those with the highest average IQ, but those with the highest ‘collective intelligence’ or ‘c.’ This factor is strongly correlated with the team’s social sensitivity, its ability to engage in conversational turn taking, and a culture of helping behaviors. Research suggests that women, on average, score higher on measures of social sensitivity, making them particularly valuable contributors to teams.
Practical Application:
When forming a new AI research team, consider not just technical skills and intelligence, but also social sensitivity and collaborative abilities. Look for individuals who score highly on tests like ‘Reading the Mind in the Eyes,’ as this indicates a greater capacity for empathy and understanding others’ perspectives. Also, be mindful of the potential negative impacts of status competition on team performance and design incentives that encourage collaboration rather than cutthroat competition.
5. Physical proximity matters for innovation and collaboration
While technology allows us to connect with people across vast distances, physical proximity remains crucial for building trust, fostering collaboration, and sparking creativity. Research shows that the amount of communication between individuals, and the quality of that communication, declines rapidly with distance. This means that teams working in the same physical location will generally be more effective and innovative than teams working remotely, even with the aid of sophisticated collaboration tools.
Practical Application:
Recognize that remote work, while efficient for individual tasks, can hinder the development of social capital and limit serendipitous interactions that often spark innovation. Facilitate regular in-person gatherings for brainstorming, team-building activities, and informal socializing to foster stronger bonds and a more collaborative culture.
Suggested Deep Dive
Chapter: Chapter 6: EMPATHY LESSONS FROM COMBAT
This chapter offers invaluable insights into how the U.S. military leveraged the power of human interaction to achieve success in complex and unpredictable environments. The principles of realistic simulation, continuous feedback, and deep understanding of the human element, as illustrated through the development of Top Gun and the National Training Center, have direct applications to the design and development of AI systems. Understanding how to effectively train and deploy AI, and how to foster trust and collaboration between humans and AI, will be crucial for maximizing the benefits of this transformative technology. This chapter provides a framework for thinking about these challenges and opportunities.
Memorable Quotes
Chapter 1. 11
“Information technology is doubling in power roughly every two years. I am not – and I’ll guess that you’re not either.”
Chapter 3. 39
“We are social to the core… Our big brains are there primarily to deal with social matters.”
Chapter 4. 53
“Being a great performer is becoming less about what we know and more about what we’re like.”
Chapter 6. 95
“Machines don’t fight wars, people do, and they use their minds.”
Chapter 8. 134
“How you deliver a message is just as important as the message itself.”
Comparative Analysis
Humans Are Underrated distinguishes itself by focusing on the increasing value of inherently human skills in a technology-driven world. Unlike books like ‘The Second Machine Age’ by Brynjolfsson and McAfee, which primarily focus on the economic impact of automation, Colvin emphasizes the enduring importance of skills like empathy, collaboration, and storytelling. While ‘The Shallows’ by Nicholas Carr argues that technology is negatively impacting our cognitive abilities, Colvin offers a more hopeful perspective, suggesting that we can leverage technology to enhance our human skills and thrive in the coming economy. Similarly, while ‘Rise of the Robots’ by Martin Ford presents a dystopian view of a future dominated by robots and widespread unemployment, Colvin argues that we have the agency to shape a future where humans and technology work together for a better world. ‘Humans Are Underrated’ aligns with Daniel Pink’s ‘A Whole New Mind’ in emphasizing the importance of right-brain skills, but goes further by grounding its arguments in the rapidly evolving landscape of AI and automation. It also provides a more practical roadmap for individuals and organizations seeking to adapt and succeed in the changing workplace.
Reflection
Humans Are Underrated offers a compelling and timely argument for the enduring value of human skills in a rapidly evolving technological landscape. While the book focuses primarily on the impact of AI and automation on the job market, its message resonates more broadly, highlighting the importance of nurturing our social and emotional intelligence in an increasingly virtual world. The book is particularly strong in its use of real-world examples and research findings to support its claims. However, some might argue that it oversimplifies the complex relationship between technology and human behavior. While social skills are undoubtedly becoming more valuable, it’s important to recognize that technology can also be a powerful tool for enhancing human connection and collaboration when used thoughtfully. The book’s strength lies in its ability to spark a crucial conversation about the skills and values we need to cultivate in order to thrive in a future shaped by both technological advancement and our essential human nature.
Flashcards
What is empathy?
The ability to understand and share the feelings of others. It is a crucial skill for building relationships, collaborating effectively, and leading with influence.
What is an After-Action Review (AAR)?
A structured conversation that takes place immediately after a training exercise or real-world event to analyze performance, identify areas for improvement, and promote learning.
What are the two components of genuine empathy?
Discerning the thoughts and feelings of others and responding appropriately. It is a skill that can be learned and developed through practice.
What is narrative bias?
The tendency to see cause-and-effect relationships between events, even when those events may be unrelated. This hardwired tendency explains our innate attraction to stories and our ability to find meaning and patterns in the world around us.
What neurochemical change do stories trigger in the brain?
The release of oxytocin, often referred to as the ‘love hormone’ or ‘moral molecule,’ which enhances trust, generosity, and compassion.
What is collective intelligence (‘c’)?
A measurable factor that reflects a group’s general effectiveness at performing a wide variety of tasks. It is not determined by the average intelligence of individual members but emerges from the quality of their interactions and their ability to harness diverse perspectives.
What is groupthink?
The phenomenon of group members reinforcing each other’s belief in an idea, even when that idea may be flawed. This can lead to overconfidence and poor decision-making.
What are high-value human skills?
Those involving empathy, collaboration, relationship building, storytelling, and the ability to work effectively in groups. These skills are becoming increasingly valuable because they are difficult for computers to replicate and are essential for solving complex, human-centered problems.