Generative AI by Kate Niederhoffer, Alexi Robichaux and Jeffrey T. HancockJanuary 16, 2026HBR Staff; Printer: Alexisaj/dp3010/Getty ImagesPostBuy CopiesSummary. Leer en españolLer em portuguêsPostBuy CopiesAs AI tools have proliferated in workplaces and pressure to use them has mounted, employees have had to contend with the scourge of workslop, or low-effort, AI-generated work that looks plausibly polished, but ends up wasting time and effort as it offloads cognitive work onto the recipient. For the person on the receiving end, it can be a confusing and infuriating experience.PostBuy CopiesRead more on Generative AI or related topics Technology and analytics, Automation, AI and machine learning, Collaboration and teams and Leadership and managing people
Why People Create AI “Workslop”—and How to Stop It
With the rise of gen AI tools, offices have had to contend with a new scourge: “workslop” or low-effort, AI-generated work that looks plausibly polished, but ends up wasting time and effort as it offloads cognitive work onto the recipient. Workslop can have a corrosive effect on office dynamics. But why do people create it and send it to their colleagues, especially if it can lead to bosses, coworkers, and subordinates thinking less of them? New research suggests that the recipe for workslop is surprisingly simple and under the control of management: It’s the result of unclear AI mandates and overwhelmed teams. Leaders are issuing vague directives for employees to start using extremely powerful tools, while many of those employees are overburdened, psychologically depleted, and operating in environments where it doesn’t feel safe to admit uncertainty or ask for help. Addressing this problem first requires understanding pressures at both the top and bottom of organizations.
