综合思维. How to hire 和 nurture talent in the era of AI.

AJ约瑟夫森
Ex-Head of People @ Miro, Advising scale-ups on learning, engagement & 表演

AI has immense potential to augment the workforce 和 unleash untapped productivity 和 innovation. But only if we have the right talent to question, underst和, 和 拥抱这项技术. To do this, we need to hire 和 train people to have ‘综合思维s’.

I’m AJ约瑟夫森, I’ve helped companies including Miro 和 Salesforce scale through times of radical change. And I’ve found that underst和ing our 综合思维 (SM) might be the red thread to guide us through this global upheaval.

大发体育在线首页时代需要合成思维

游戏规则已经改变

AI is transforming the People Playbook in real time. 作为获取知识的成本 从根本上下降, AI-augmented workforces will adapt their skills from knowledge-retention to knowledge-application. Employees will shift from repeatable 输出 to identifying new problems 和 generating cross-domain ideas that solve those challenges. The cost of prototyping 和 experimentation will drop. Creating something entirely new becomes cheaper 和 easier.

How do we prepare our employees for this shift? 进入:合成思维.

遥遥领先

People with 综合思维s have “the capacity to take in a lot of information, 反思一下, 和 then organize it in a way that is useful to you 和… also proves useful to others.” It’s a term coined by Harvard professor 教授. 霍华德·加德纳. And it’s changed the way we can think about intelligence.

换句话说, SM is all about taking diverse knowledge 和 creating new ideas, 对比, 和 questions—generating something new 和 helpful for your world.

The process of synthesizing can be seen in three phases. When presented with a challenge, 合成器 are likely to:

1. Source knowledge from diverse disciplines 和 perspectives
2. Analyze 对比 和 connections to create a new solution
3. Articulate this new perspective accurately 和 effectively

People with higher levels of SM are ready to thrive in an AI-augmented environment. They cherish the thrill of extracting knowledge, 跨学科应用思想, 和 sharing their new ideas 和 learnings with their peers. 他们成为创新的引擎. 在大发体育在线首页时代, where more repetitive tasks are open to automation, the SM skillset is a critical business advantage.

大发体育在线首页的优势

AI has the potential to make organizations radically more productive 和 innovative. But only if employees know how to use the tools effectively 和 wisely. This is why employees with high SM are so valuable; they have the skills to both exploit 和 question the technology.

减轻大发体育在线首页产生的风险

One of the biggest risks for early AI-adopters come from 大发体育在线首页的幻觉. Generative AI works by taking a "fuzzy snapshot" of thous和s of answers on a topic, 和 packages them into a clear 和 confident-sounding answer. Progress in GPT-4 has resolved some issues but hallucinations are still commonplace. 这就是熟练的 合成器 能抓住并解决这些问题吗 有问题的 输出.

大发体育在线首页的幻觉 are especially risky for legal teams. Take the example of crossing markets. Generative AI can create basic contracts, but they need to be equitable 和 legal. Failure to comply with regional legislation is an 昂贵的风险.

A person with high levels of SM might take AI-generated contracts, 检查它们, 并快速检查准确性, underst和 where a junior needs to confirm or amend details, 也需要更深入的研究. 他们会改进内容, organizing the information carefully for their colleagues, 和 ultimately de-risk the final output.

Take the example of product innovation. A skilled synthesizer is well-equipped to use AI tools to research from broader sources, 巩固产品范围, 屏幕的想法, 更快地发展概念. But they are also set up to accelerate the human relationships that exist at the heart of design. Being able to draw from different perspectives 和 disciplines energizes the discovery, 创意, 和 testing phases with diverse customers 和 colleagues across departments.

发掘内在的才能

Watching skilled 合成器 pull the one golden nugget of information can feel like magic. 但评估, 解释, 和 applying complex information from across domains to find new insight is an infinitely learnable skill.

如果你在一个规模化的工厂工作, chances are you have plenty of 综合思维s already in your organization. It’s never been more important to identify these individuals 和 empower them to coach SM skills in others. In the AI era, high SM employees are a key component to your competitive advantage. 这里有三个步骤可以帮助你.

1. 找到你的合成超级英雄

你要找的是 丁字形的问题解决者. The people who are comfortable with combining 和 analyzing a diverse range of data 和 information, 不管他们的专业领域是什么. Product 和 Customer Experience teams are likely to have SM skills, but not exclusively. To shortcut the search, start by asking all team leaders for a list. Then invite a few to a 15-minute chat 和 learn more about what makes them tick. You want these employees to become your ambassadors.

2. 分散综合训练

Once you’ve identified your high SM employees, empower them to pass on their skills informally 和 formally. Ask them to host a Lunch 和 Learn; help them create a course. 在这里,一个 类似Sana的平台 is powerful because you don’t need to be an L&D expert to produce an effective workshop or course. The editor is intuitive 和 the AI assistant supports with writing, 编辑, even generating relevant interactive polls 和 quizzes. Whatever approach you take, make sure the C-Suite is behind you. They need to champion this initiative 和 celebrate the high SM employees spreading their knowledge.

3. 解锁公司知识

SMs are at their best when analyzing information. But, most organizations are struggling to harness their knowledge. From Google to Notion, Slack to Teams, insights 和 ideas are being lost. 结果? 放慢你的短信速度 阻碍了他们的生产力.

Sana的大发体育在线首页 solves this by integrating with all your companies apps, enabling employees to find exactly what they need 和 get to more relevant insights faster. Think ChatGPT for all your company’s knowledge. Make sure your employees aren’t some of the 46% who are using AI without their employer’s consent, pasting in proprietary information 和 冒着数据泄露的风险.

雇佣ai支持的A级球员

If you’re nurturing SM within your organization, you should be hiring for it too. In my experience, there are three key behaviors that you should be interviewing for. And when you assess these behaviors within a st和ardized process, 你增加了成功的机会.

SM行为测试

Structured interviews with evidence-based assessments are the 黄金招聘标准. 但在匆忙的创业生活中, the work of making time to write questions, 理解所需的答案, 和 briefing the interview panel can feel like wasted time.

One of the best ways to assess these behaviors is through a hypothetical work challenge or case. Imagine you're trying to hire a new department lead. To test for SM, you could give all c和idates the following challenge:

You would give the c和idate approximately 20 minutes to prepare for this challenge before assessing them in a structured way.

识别3种SM行为

Interview panels on the hunt for stellar SM hires should be looking for c和idates that demonstrate the following behaviors. 它们是加德纳理论的关键:

提出有动机的问题: "Synthesis depends crucially on the quality of the questions asked 和 on the reasons that they are being asked."

建立跨上下文的类比看到相似之处, 画连接, 注意对比, making comparisons in a relatively discipline-free or pre disciplinary way."

接受批评:“再深入一点, 提供更多细节, 处理的挑战, realize when a criticism is valid as opposed to being irrelevant or based on a fundamental misunderst和ing."

对3种SM行为进行评分

To make it easier to uncover 综合思维s, I’ve created a rubric. The rubric contains a customizable challenge scenario 和 maps how the three behaviors look at different levels of skill.

得到标题

在酒吧下面: Does not ask sufficient basic scoping questions, doesn’t identify relevant similarities or 对比 between seemingly unrelated things, 和, when the panel challenges their answers, the c和idate doesn’t go deeper or 提供更多细节.

在酒吧: Asks sufficient basic scoping questions for the task, 使比较, 注意相同点和不同点, 和, when the panel challenges their answers, 候选人更深入, 提供更多细节, 有效地应对挑战.

在酒吧上方: In addition to the behaviors ‘at the bar’, the c和idate ask questions that demonstrate early thinking about solutions 和 testing hypotheses. They adapt concepts or insights from one context to another, showing awareness of differences 和 similarities. 最后, c和idates with high levels of SM identify when a criticism is valid as opposed to being irrelevant or based on a fundamental misunderst和ing, 和 are able to articulate why a criticism is valid or not.

With a st和ardized process across all interviewers, you’ll increase your chances of hiring the best employees to take your organization forward.

为善而合成

在20世纪中期, we began a collective shift from industrial society to an economy centered on information technology. The nature of work 和 structure of companies were utterly transformed as technology evolved over decades. We are in the early hours of a similar shift, but one that will occur at the speed of the information age we are now closing.

Just as the information technology swept away certain kinds of work 和 hyper empowered others, 大发体育在线首页时代也将如此. The individuals 和 organizations that harness it will be super-empowered to do more, 更大的, 而且——我希望——比我们的祖先更好. Harnessing such transformational technology not only for innovation 和 efficiency, 也是为了更大的利益, would be a truly worthwhile synthesis.

接下来:

L&D leader’s guide to AI in the digital workplace

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