It’s Hard to Use AI as a Team. These 3 Practices Can Help.
Many organizations expect AI to automatically improve teamwork, but research shows the opposite can occur. Without intentional integration, AI can reduce engagement, narrow participation in meetings, and shift ownership away from the team. A five-month study of managers identifies a critical new capability: Human-AI Team Chemistry. This does not emerge naturally and must be deliberately developed through three practices. First, teams should engage with AI as a team , ensuring it responds to the group’s full context rather than a single user. Second, they should leverage AI’s role fluidity, assigning it multiple personas to deepen discussion. Third, teams must maintain collective ownership, jointly shaping prompts, debating outputs, and critically evaluating AI’s contributions. When applied, these practices significantly improve outcomes. Teams report higher engagement, stronger alignment, and better decisions, while also reducing risks like over-reliance on AI.
by Gabriele Rosani, Elisa Farri, Daniel Trabucchi and Tommaso Buganza
According to a global survey of 500 executives conducted by the Capgemini Research Institute, the active use of AI in team meetings is anticipated to more than triple in the next three years. The executives surveyed said that they expect group use of AI to lead to better meetings that arrive at higher-quality outcomes. Leaders should not let this optimism obscure the challenges ahead. Our research suggests that integrating AI into team settings doesn’t happen naturally, and introducing AI into meetings without laying the proper groundwork can narrow participation, fragment discussions, or shift ownership away from the team.
