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The conversation about AI in the workplace has been dominated by the simplistic narrative that machines will inevitably replace humans. But the organizations achieving real results with AI have moved past this framing entirely. They understand that the most valuable AI implementations are not about replacement but collaboration. The relationship between workers and AI systems is evolving through distinct stages, each with its own characteristics, opportunities, and risks. Understanding where your organization sits on this spectrumand where its headedis essential for capturing AIs potential while avoiding its pitfalls. Stage 1: Tools and Automation This is where most organizations begin. At this stage, AI systems perform discrete, routine tasks while humans maintain full control and decision authority. The AI functions primarily as a productivity tool, handling well-defined tasks with clear parameters. {"blockType":"mv-promo-block","data":{"imageDesktopUrl":"https:\/\/images.fastcompany.com\/image\/upload\/f_webp,q_auto,c_fit\/wp-cms-2\/2025\/10\/creator-faisalhoque.png","imageMobileUrl":"https:\/\/images.fastcompany.com\/image\/upload\/f_webp,q_auto,c_fit\/wp-cms-2\/2025\/10\/faisal-hoque.png","eyebrow":"","headline":"Ready to thrive at the intersection of business, technology, and humanity? ","dek":"Faisal Hoques books, podcast, and his companies give leaders the frameworks and platforms to align purpose, people, process, and techturning disruption into meaningful, lasting progress.","subhed":"","description":"","ctaText":"Learn More","ctaUrl":"https:\/\/faisalhoque.com","theme":{"bg":"#02263c","text":"#ffffff","eyebrow":"#9aa2aa","subhed":"#ffffff","buttonBg":"#ffffff","buttonHoverBg":"#3b3f46","buttonText":"#000000"},"imageDesktopId":91420512,"imageMobileId":91420514,"shareable":false,"slug":""}} Examples are everywhere: document classification systems that automatically sort incoming correspondence, chatbots that answer standard customer inquiries, scheduling assistants that optimize meeting arrangements, data entry automation that extracts information from forms. The key characteristic of this stage is that AI operates within narrow boundaries. Humans direct the overall workflow and make all substantive decisions. The AI handles the tedious parts, freeing humans for higher-value work. The primary ethical considerations at this stage involve ensuring accuracy and preventing harm from automated processes. When an AI system automatically routes customer complaints or flags applications for review, errors can affect real people. Organizations must implement quality controls and monitoring to catch mistakes before they cause damageparticularly for vulnerable populations who may be less able to navigate around system errors. Stage 2: Augmentation and Advice As organizations grow comfortable with AI systems, they typically progress to models where AI not only executes tasks but provides analysis and recommendations that inform human decision-making. At this stage, predictive analytics tools might identify emerging patterns in customer behavior, enabling more proactive business strategies. Risk assessment systems might analyze historical data to flag potential compliance issues. AI-powered diagnostics might suggest possible causes for equipment failures or patient symptoms. The critical distinction is that while AI can generate insights humans couldn’t produce alone by finding patterns in datasets too large for any person to analyze, human judgment remains the final authority for interpreting and acting on these insights. This is where new risks emerge. Over-reliance on AI recommendations becomes a real danger. Confirmation bias can creep in, with humans selectively accepting AI insights that align with their preexisting views while dismissing those that challenge their assumptions. The responsible approach at this stage requires humans to understand how the AI arrived at its recommendationswhat data it was trained on, what might have changed since training, whether there is any reason to suspect bias. It can be just as problematic when humans reject good AI advice because they don’t understand or trust it as when they blindly accept bad advice. Stage 3: Collaboration and Partnership This stage represents a more fundamental shift. Rather than a clear delineation between machine tasks and human decisions, humans and AI work as teams with complementary capabilities and shared responsibility. The relationship becomes fluid and interactive. AI systems actively adapt based on human feedback, while humans modify their approaches based on AI-generated insights. The boundary between AI work and human work blurs. Consider emergency response scenarios in which human teams work alongside AI systems during crises. The AI continuously monitors multiple data streamsweather patterns, traffic conditions, resource availability, historical response dataand suggests resource allocations. Humans accept, modify, or override these suggestions based on contextual knowledge not available to the system. The AI learns from these human interventions, improving its future recommendations. The humans develop intuitions about when to trust the AI and when to rely on their own judgment. This is where accountability becomes genuinely complicated. When outcomes result from humanAI teamwork, who bears responsibility for errors? If an AI recommends a course of action, a human approves it, and things go wrong, the question of fault is far from straightforward. Organizations operating at this stage need new governance frameworks that maintain clear lines of human accountability while enabling productive partnerships. This goes beyond the need to determine legal responsibility; it is fundamental to maintaining trust, both within the organization and with external stakeholders. Stage 4: Supervision and Governance The most advanced relationship model involves humans establishing parameters, providing oversight, and managing exceptions while AI systems handle routine operations autonomously. This represents a significant evolution from earlier stages. Humans shift from direct task execution or decision-making to a role focused on setting boundaries, monitoring performance, and intervening when necessary. An AI system might autonomously process insurance claims according to established policies, with humans reviewing only unusual cases or randomly sampled decisions to ensure quality control. A trading algorithm might execute transactions within defined parameters, with human supervisors monitoring for anomalies and adjusting constraints as market conditions change. The efficiency gains can be enormous. But so can the risks. The danger of automation complacency grows substantially at this stage. Human overseers may fail to maintain appropriate vigilance over AI systems that usually perform correctly. When you are supervising a system that makes the right call 99% of the time, it is psychologically difficult to stay alert for the 1% of cases that require intervention. Organizations must therefore implement robust oversight mechanisms that keep humans meaningfully engaged rater than performing a purely nominal supervisory role. Gamification of error identification and correction may offer a valuable path forward here, with a game layer of errors to catch sleeping overseers overlaid onto highly reliable systems that rarely err. Navigating the Progression Not every organization needs to progress through all four stages, and not every function within an organization should be at the same stage. The appropriate level of humanAI collaboration depends on the stakes involved, the maturity of the AI technology, and the organizations capacity for governance. High-stakes decisionsthose affecting peoples rights, safety, or significant financial interestsgenerally warrant more human involvement than routine administrative tasks. Novel applications of AI, where the technologys limitations are not yet well understood, require closer human oversight than established applications with proven track records. But regardless of where your organization sits on this spectrum, certain principles apply universally: Understand the AIs capabilities and limitations. At every stage, effective collaboration requires humans who grasp not just what the AI can do, but where it is likely to fail. This understanding becomes more important, not less, as AI systems take on greater autonomy. Maintain meaningful human accountability. The fundamental principle that humans must remain accountable for consequential decisions does not change as AI becomes more capable. What changes is how that accountability is structured and exercised. Design for evolution. The relationship between humans and AI systems isnt static. Organizations should build governance frameworks that can adapt as AI capabilities advance and as they develop greater understanding of how humanAI collaboration works in their specific context. Invest in the human side. The most sophisticated AI system delivers limited value if the humans working with it dont understand how to collaborate effectively. Training, cultural development, and organizational design are as important as the technology itself. The organizations that thrive in the AI era wont be those that simply deploy the most advanced systems. They will be those who master the art of human-AI collaborationunderstanding when to rely on AI capabilities, when to assert human judgment, and how to create partnerships that leverage the distinctive strengths of both.Adapted from Reimagining Government: Achieving the Promise of AI, by Faisal Hoque, Erik Nelson, Tom Davenport, et al. Post Hill Press. Forthcoming January 2026. {"blockType":"mv-promo-block","data":{"imageDesktopUrl":"https:\/\/images.fastcompany.com\/image\/upload\/f_webp,q_auto,c_fit\/wp-cms-2\/2025\/10\/creator-faisalhoque.png","imageMobileUrl":"https:\/\/images.fastcompany.com\/image\/upload\/f_webp,q_auto,c_fit\/wp-cms-2\/2025\/10\/faisal-hoque.png","eyebrow":"","headline":"Ready to thrive at the intersection of business, technology, and humanity? ","dek":"Faisal Hoques books, podcast, and his companies give leaders the frameworks and platforms to align purpose, people, process, and techturning disruption into meaningful, lasting progress.","subhed":"","description":"","ctaText":"Learn More","ctaUrl":"https:\/\/faisalhoque.com","theme":{"bg":"#02263c","text":"#ffffff","eyebrow":"#9aa2aa","subhed":"#ffffff","buttonBg":"#ffffff","buttonHoverBg":"#3b3f46","buttonText":"#000000"},"imageDesktopId":91420512,"imageMobileId":91420514,"shareable":false,"slug":""}}
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E-Commerce
What can a pair of pants tell you about leadership? Much more than you think. How do you feel when you pull a pair of non-stretch jeans straight from the dryer? Theyre stiff. Way too tight. The waistband digs into your belly. Now picture trying to work an eight-hour day in them. That discomfortand sense of restrictionis exactly what it feels like to work for a micromanager. On the other end of your closet are those oversized sweatpantstheyre comfy, but theres no shape (or direction) to them at all . . . kind of like a workplace where everyone might like the manager, but no one has any idea whats actually expected or where theyre headed. Between those two extremes sits the gold standard of workplace comfort: cozy joggers. Stretchy. Supportive. They move with you, not against you. If youve ever worked for a leader who gives you the right balance of support and freedom, you know exactly how good that kind of fit feels. Because managers not only usually fall into one of these categoriestight jeans, oversized sweatpants or cozy joggersbut their teams respond accordingly. Heres what those leadership styles look like, why they matter and how to move toward the cozy joggers approach that gets the results that every style of leader is looking for. The Tight Jeans Manager: Restrictive, Rigid and Always Tugging at the Seams We all know that managerthe one who wants to sign off on every sentence, join every meeting and get updates so frequently you spend more time summarizing your work than doing it. Tight jeans managers often dont mean to restrict their teams. In fact, they usually come from a good place: they care deeply about the work and want to maintain high standards. But like those freshly washed jeans, this style leaves no room to move. How to spot a tight jeans manager: They jump in to fix work instead of guiding. They insist on approving even the smallest decisions. They monitor progress constantly. They prefer their way over any new approach. They struggle to let go of tasks they used to do themselves. And the impact on the team is real. People feel stressed and stuck. They stop speaking up or trying new things because theyre afraid of getting it wrong. Meetings turn into long status updates instead of actually solving problems. Everything slows (way) down because nothing can happen without the manager weighing in on every little thing. To loosen the metaphorical waistband, tight-jeans leaders can ask themselves: Is this about quality, or is it about control? Whats the actual risk if I step back? If I never delegate, am I prepared to own this forever? Micromanagement might feel productive in the moment, but it turns leaders into bottlenecks and employees into order-takers. Great managers recognize when theyre clinging too tightly and intentionally make space for others to stretch. The Oversized Sweatpants Manager: Comfy but Directionless If tight jeans restrict movement, oversized sweatpants eliminate shape altogether. These are the managers who pride themselves on being hands-off, but in their quest to avoid micromanaging, they end up providing almost no guidance at all. Once again, the intention is usually goodtrust your people, give them room, empower thembut empowerment without clarity quickly turns into ambiguity. How to spot an oversized sweatpants manager: They assume teams will figure it out. They dont have regular 1:1 meetings, just find me if you need me (but never seem to be available). They dont set clear expectations or deadlines. They rarely give feedbackunless something goes wrong. They avoid hard conversationsso the team ends up side-texting about it. At first, this style can feel freeing, especially for high performers. But after the initial cozy comfort wears off, people get frustrated. They arent sure what good looks like. They dont know how decisions are being made. They cant get any (much-needed) help. Even top talent needs an idea of the what, how, and why. To add structure without sliding into micromanagement, these managers can focus on: Clear expectations: What does success look like? Lightweight checkpoints: Not every project needs a meetingbut a text, Slack message, or short huddle goes a long way. Actionable feedback: Not looks good, but This direction works because . . . Its not about controlling every moveits about making sure everyone has what they need. The Cozy Joggers Manager: Flexible, Supportive, and Built for Real Work The magic of cozy joggers is their blend of stretch and structure. They hold their shape, but they dont hold you back. Theyre comfortable without being sloppy. Theyre supportive without being stiff. Cozy joggers managers operate the same way. They encourage autonomy while offering guidance. They give direction but dont dictate. Theyre not hovering, but theyre not disappearing. Theyre reliable, predictable and consistentthree qualities that transform team culture (and dont require any extra budget). Signs youre working with a cozy joggers manager: They communicate expectations clearly, including context (not just instructions). They ask questions instead of giving orders. They check in without it feeling like surveillance. They help employees grow instead of doing the work for them. They trust their teamsand their teams trust them back. Most importantly, these managers create environments where people feel both supported and capablethe real sweet spot of leadership. Managers who want to move into this style can build three simple habits: Communicate the why: Great managers explain the purpose behind the work. It builds alignment and better decision-making. Replace answers with questions: Guiding questions help employees think critically instead of relying on the manager for every answer. Build autonomy gradually: Start with more structure and intentionally pull back as confidence grows. This is leadership thats effectivebecause it builds your people up instead of adding more to their plates. You Wont Be Cozy Joggers Every DayBut You Can Always Adjust Managers are human. We all have tight-jeans days when stress makes us hold on too tight, and oversized-sweatpants weeks when were stretched thin so we cant be as present. The goal isnt to be perfectits to be aware and make the small adjustments that matter. The question every leader should ask is: What does my team need from me right nowstructure, space, or a blend of both? Effective leadership is about finding that in-between spacegiving enough support to guide without taking over, and offering enough autonomy without disappearing. Your team doesnt need perfect; they need steady, clear, human direction and room to do their best work. Because in the end, leadership is a lot like what we wear: The right fit changes everything.
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E-Commerce
Some studies show that the interview process can take up to six weeks. But there are ways that might help speed up the process and get those final hiring managers to land on you as the one they offer the job to.
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E-Commerce
Just under a year after the rebirth of the Kickstarter favorite Pebble smartwatch, the founder of that tech gadget is debuting the company’s next product. The Pebble Index 01 is a smart ring of sorts, but instead of focusing on health data or sleep cycles, the sole purpose of this ring is to help wearers remember thoughts that bolt out of the blue during the middle of the day. “Do you ever have flashes of insight or an idea worth remembering? This happens to me five to 10 times every day,” Eric Migicovsky, who shepherded Pebble from Y Combinator to an angel investment of $375,000 to the record-setting Kickstarter campaign, wrote in a blog post. “If I dont write down the thought immediately, it slips out of my mind. Worst of all, I remember that Ive forgotten something and spend the next 10 minutes trying to remember what it is. So I invented external memory for my brain.” While some gadget hounds might balk at the Index’s singular focus, they can’t grumble at the price or battery life. RePebble (the company’s new operating name) says people who preorder the Index 01 will pay just $75and the product will cost $99 when it ships in March 2026. As for the battery life? Forget recharging. Migicovsky said it lasts for years. When the battery does reach the end of its life, the Pebble app will alert users and ask if they want to order another ring. (There’s no charger, as Pebble believed people were more likely to misplace the charger before they needed it.) [Screenshot: Eric Migicovsky] Worn on the index finger, the ring has a button you can click with your thumb to record your thoughts to internal memory. If your phone is within range, that recording is automatically sent over and converted to text on the device. A large language model (LLM) will then select the appropriate action (which could be anything from creating a note to scheduling an appointment). And if there’s wind or loud background noises, you can listen to a raw audio playback to recapture your thought. The ring itself is water-resistant up to 1 meter and doesn’t need to be removed when showering or washing your hands. Unlike some digital assistants, it’s not listening to anything you do if you’re not pressing the button. There’s no monthly subscription fee either. “Initially, we experimented by building this as an app on Pebble, since it has a mic and Im always wearing one,” Migicovsky wrote. “But, I realized quickly that this was suboptimalit required me to use my other hand to press the button to start recording (lift-to-wake gestures and wake-words are too unreliable). This was tough to use while bicycling or carrying stuff. Then a genius electrical engineer friend of mine came up with an idea to fit everything into a tiny ring.” The Index 01 comes in three colorspolished silver, polished gold, and matte blackand in U.S. ring sizes 6 to 13. While the point of the ring is to do one thing well, Migicovsky said Pebble is leaving the door open for users to customize it and create additional functionality. Pebble was one of the first smartwatches, raising $10.3 million on Kickstarter in 2012. From 2013 to 2016, having a Pebble on your wrist gave you instant geek street cred. But in December of 2016, the company announced it would shut down, as it struggled to find a mainstream audience and competition increased. Migicovsky resurrected it earlier this year, changing the name to rePebble, after Google released the Pebble operating system (OS) as open-source software. With this new product, the company is hoping to show it has learned from its past mistakes. Pebble Time, the second watch in the Pebble’s original incarnation, was largely responsible for the company’s collapse. The company didnt market the new watch properly, basically dropping it in stores and expecting it to sell, based on the Kickstarter success. Pebble failed, for years, to hire a head of marketing, and any promotion decision the company did make was not necessarily one it stuck with. Things are a bit different this time around. RePebble has been working on the Index 01 in the background while developing its new Pebble watch, and it is using the same partner factory. There will be a wide alpha test of the product in January before rePebble launches mass production.
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E-Commerce
Any office party can be challenging, but holiday office parties are particularly stressful. After all, the season brings a set of demandsincluding the need to be merry and bright when you may not feel that way. To survive this end-of-year event (and to use it to advance your career), here are three strategies that will work wonders. 1. Use Holiday Parties as a Chance to Get to Know New People There are good reasons to circulate broadly at your next holiday party and not to hang out with people you already know. Clustering with friends can lead to excessive drinking, and with that comes danger to your health and safety. Staying with your pals or people you work closely with also means you wont broaden your circle of colleagues and that you just might miss an opportunity to get to know someone who could influence your career. Hanging out with people you know often leads to banter about how terrible the party is and how much you dislike these holiday events. This grumbling does not become you or your pals. Instead of staying with your inner circle, use the gathering as an occasion to get to know new staffers or people you may not come in contact with during the workweek. If you do, you will be showing leadershipfor it is a mark of a leader to know how to build relationships. And by seeking out unfamiliar faces and befriending them, you will show that you have the ability to help people who may be feeling holiday anxiety or loneliness. Indeed, a study by the American Psychological Association shows that 54% of American adults feel isolated, 50% feel left out, and 50% say they lack companionship. All these signs of loneliness peak during the holidays. 2. Talk to People Who Might Be Able to Help You Advance Your Career You will find influential people at holiday parties, so seek them out. They could include your boss or the head of your department or invited guests. Approach them and have something warm to say, without feeling that you are kissing up. For example, if someone outside your department is attending, you might say, It is great that you could join us. Your opening to your boss or department head might simply be a positive statement such as This is a great party. Then, go on to say what a good year it has been for the company or the department. The point is to create a positive, upbeat message that will appeal to someone senior in your department or in your company. Another approach is to compliment this individual regarding something he or she has done. For example, you might say, I thought that was a strong speech you gave to our team last month. It raised some interesting goalsones we will have to work hard to achieve. Or you might mention that you saw your department head at a conference, and ask whether he or she enjoyed the two-day event. People at all levels like to know that they are liked and respected. So, focus your remarks on what theyve accomplished or situations in which theyve done something impressive. They will be more interested in you if you show appreciation for them. The point is also to move the discussion toward something you can offer to support the more senior person. So, for example, segue from something impressive theyve done to something you can do for them, or simply share your thinking that dovetails with something they said. There is no ideal length for this conversation. But end with some kind of action or follow-up. 3. Talk to Customers Some holiday parties are company affairs held in honor of customers. In these cases, be sure to make a fuss over them. Dont chitchat with your colleagues and ignore your firm’s customers. I attend lavish holiday parties each year that are hosted by our investment firm. These events have lots of good food and music. But the thing that I like most is when the principals of the company come over to talk to my husband and me, ask pointed questions about our family, and show they care about us. The secret to customer conversations is to be warm. So you might begin with Its a pleasure to see you or So glad you could make the party. Ask good questions. For example: Do you have family plans for the holidays? or How is the family? Beware of questions about business or questions about health. Keep your questions broad and do your best to make sure they lead to positives. You will be strengthening your companys relationship with its customers if you initiate a discussion that shows you care about them and their families.
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E-Commerce
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