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redesign work so that human capability increases and so that the responsibility, the skills,
and the relationships that give work its meaning remain.

A job is made of tasks, and tasks differ in how far they can be automated. AI may shorten

the time spent on initial research, coordination, or preparing a draft, but it does not
automatically hold an understanding of the institutional context, it does not bear the

consequences of a decision, and it does not build human trust in the same way. It is therefore
more accurate to analyze a job into tasks than to announce that a whole profession will
disappear or survive.

There are four possible decisions for each task. The first is automation, where the task is

repetitive, its rules are clear, and its risk is limited. The second is augmentation, where the
system speeds the work while the professional remains responsible for the judgment. The
third is human protection, where the relationship, the values, or the high impact are the

core of the task. The fourth is redesign, where a new task appears such as reviewing the
system’s outputs, curating knowledge data, explaining results to people, or monitoring drift.
The change needs a clear agreement on who is responsible for what. If an organization cuts

the time available for review because it expects AI to be fast, errors may rise even though
drafting speed improves. And if it measures performance by the number of outputs alone,

it may encourage shallow use. Real productivity means better outputs in reasonable time
with fewer risks and less rework.

The human advantage does not mean claiming that people are always more accurate. People
make mistakes, hold biases, and become tired. It points instead to capabilities and
responsibilities the system should be designed around: understanding meaning and context,

empathy and care, ethical and legal accountability, negotiating between conflicting values,
communicating and building trust, creativity tied to experience and identity, and the ability

to say no when the system misses something that matters.

FIGURE 8-9: FOUR DECISIONS WHEN REDESIGNING TASKS
What to notice: Some tasks can be automated, some augmented, some protected as human
work, and some newly created. There is no single answer for a whole job.

Source: Prepared by the author.

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