Research from Harvard, MIT, and Wharton highlights the dangers of depending on junior staff for AI training

A new study has raised questions about the assumption that younger, tech-savvy employees are best suited to guide their managers in the use of generative AI technology. The research, conducted by academics from top institutions in collaboration with Boston Consulting Group, found that junior employees’ recommendations for mitigating risks associated with generative AI often contradicted expert advice.

The study, which interviewed 78 junior consultants who had experimented with a powerful generative AI system called GPT-4, revealed that their risk mitigation tactics were based on a lack of deep understanding of the technology’s capabilities. Instead of focusing on AI system design, the junior employees suggested changing human behavior and implementing project-level interventions.

These findings highlight the challenges companies face in adopting generative AI systems, which have the ability to engage in open-ended dialogue, answer follow-up questions, and assist with various tasks. The study emphasizes the importance of top-down AI governance, expert input, and upskilling across all levels of the organization, rather than relying solely on digital native employees to guide AI implementation.

As companies navigate the opportunities and challenges of generative AI adoption, the study underscores the need for senior professionals to develop a deep understanding of new technologies and their implications. By acknowledging the limitations of reverse mentoring in the realm of AI, organizations can better prepare for the rapid advancements in technology and ensure responsible and effective use of AI systems.