Welcome to this week’s blog that considers the working world, what we do,

and what it takes to work with purpose, lead with impact, and engage with people in a way that really makes a difference. In our ‘Work Unplugged’ podcast last week, Amrit spoke on the topic of AI, and how if we are not careful, we will find ourselves in a place where we have slowly eroded our critical thinking and problem-solving skills.

This is off the back of a study by MIT’s Media Lab called ‘Your Brain on ChatGPT: Accumulation of Cognitive Debt when Using AI Assistant for Essay Writing Tasks’, and really calls into question the risks of using digital efficiencies, and how if we are not careful, could really see us losing the skills we value most for human centric workplaces, and indeed our own brains.

The accelerating use of AI in the workplace is changing how teams operate, innovate, and make decisions, but beneath the promise of greater productivity, there’s a hidden cost that we need to understand. As someone deeply invested in organisational culture, I’m enthusiastic about technology and the opportunities it creates. And as Amrit says in the podcast, he is no luddite! In fact, I would say he is an early adopter for anything tech!

However, the recent research from MIT and Harvard Business Review (shared below) highlights a tension: while AI tools boost output, their ease can dull our motivation and critical thinking over time. According to studies, employees using AI for routine tasks often experience a dip in intrinsic motivation when returning to activities that demand more focus and problem-solving without AI support. It’s as if relying on digital shortcuts trains our brains to expect low effort and instant answers. The consequence? We risk eroding the resilience and curiosity essential for effective leadership and authentic engagement. And that really does feel like a risk. We are going to have to mitigate it. 

Amrit mentioned Daniel Pink’s framework of motivation, from his 2011 book ‘Drive’ autonomy, mastery, and purpose and how these forces remain central to human motivation in the workplace. If AI becomes the source of all solutions, the autonomy to make decisions fades, the drive for mastery gets outsourced, and the sense of purpose erodes. Rather than enabling brilliant teams, unchecked automation can create individuals skilled at prompt engineering but lacking depth in critical analysis or creative thought.

What makes organisations exceptional isn’t just the speed or efficiency that AI can deliver, but the ability to pause, reflect, and wrestle with questions that demand emotional intelligence, lateral thinking, and trust-building. Empathy isn’t something AI can authentically emulate; the experience of disappointment, hope, or triumph is human territory. For leaders, that means intentionally choosing when to use automation and when to reclaim the challenge of thinking for ourselves. And it seems we do have to reclaim it. So, what can we do? What might be the solution for our lazy brains that just want to reach for speed and ease?

• Have a review of where you are with this. Reflection and awareness is key. How often do you find yourself writing a prompt instead of creatively thinking about a problem?
• Use AI tools for routine admin and repetitive “treacle” tasks to free up time for deeper inquiry and connection.
• Encourage teams to solve problems or draft original content before consulting AI or digital assistance.
• Foster critical reflection by asking: “Could I do this better, or differently?” before accepting AI-generated outcomes.
• Create moments during workshops or meetings where debate and ideation happen without devices, preserving space for thought experiments and genuine dialogue.

Even writing these, I feel more excited about the future!  And if the future of work is to empower teams who think for themselves, challenge assumptions, and connect meaningfully, then we must actively guard against over-reliance on AI. That means modelling curiosity, valuing human judgment over algorithmic convenience, and designing environments where autonomy and mastery thrive.

Maybe the question isn’t whether AI is making us lazy. It’s whether we’re willing to maintain the skills and mindsets that make us distinctly human as we adopt new tools. That balancing act will define our ability to work with purpose, lead with impact, and shape cultures fit for unpredictable, exciting futures. 

If you'd like to listen to the podcast episode, click here! 

https://hbr.org/2025/05/research-gen-ai-makes-people-more-productive-and-less-motivated

https://www.researchgate.net/publication/392560878_Your_Brain_on_ChatGPT_Accumulation_of_Cognitive_Debt_when_Using_an_AI_Assistant_for_Essay_Writing_Task