Artificial intelligence (AI) is taking on more and more tasks that used to require us to use our brains: writing texts, developing concepts, analysing information – quickly, efficiently and conveniently. And that’s exactly where the danger lies: if we rely too much on machines, we forget how to think for ourselves, question things critically and come up with new solutions.
Learning requires effort, thinking requires friction. We cannot delegate either of these to AI without becoming cognitively dull. This is also confirmed by recent studies such as ” AI can do a lot. And you? ” by the Pinktum Institute: The more unreflectively people work with AI, the greater the risk of losing key thinking and learning skills – from critical judgement and creativity to self-reflection.
The key is not to do without AI. Rather, it is to use it consciously, critically and as a sparring partner – in such a way that our thinking is stimulated rather than replaced.
Thinking is more than consumption: activating the ‘eight’ in your head
Prof. Dr. Julius Kuhl’s action control model shows what really constitutes productive thinking and action: not an automatic process, but the interaction of several cognitive systems that ideally form a ‘figure eight’.
The ‘eight’ comprises four systems that must be consciously activated
Managing director (goal setting)
This is where visions, ideas and orientation arise. The managing director thinks creatively and maintains an overview: What do I actually want? Why is this important?
→ Without this system, there is a risk of blind activism: we ‘work away’ but don’t know what for.
Logician (planning)
This is where concrete steps and strategies are developed. The logician analyses and plans: How do I get from here to there? What sub-goals do I need?
→ If this system is bypassed, structure and efficiency are lacking.
Doer (implementation)
This is where plans are turned into action. The doer gets stuck in and gains experience: act now, try things out, adapt.
→ If action is only taken here, without goals and reflection, the effect will be lost.
Controller (results control)
Here, what has been achieved is reviewed. The controller critically analyses results: what worked? What do I need to change?
→ Without this system, learning from experience is lost.
This cycle is essential for learning, decision-making and action – and this is precisely where humans remain superior to machines.
AI can facilitate some of these tasks – suggesting plans, providing texts, highlighting options. But if we rely on it too much, the cycle remains incomplete: goal setting, critical reflection and our own ideas are suppressed.
This is because AI works in a linear and selective manner: it perfects what already exists and provides answers, but no questions. This is precisely why the ‘eight’ remains irreplaceable: only humans can connect perspectives, experiment courageously, show empathy, remain curious and thus develop solutions that no one has thought of before.
Attitude matters: question rather than accept
How we use AI shapes not only our results but also our development. Those who accept everything uncritically will, over time, forget how to make their own decisions and take responsibility. This is especially true for managers: their attitude is directly reflected in their team. Those who only consume and reward efficiency turn employees into passive consumers.
In contrast, managers who ask critical questions, allow discussions and contribute their own ideas not only promote the ‘eight’, but also motivation, commitment and creativity. In concrete terms, this means:
In concrete terms, this means:
- Questioning results: Is this really appropriate? Where are the blind spots?
- Examine alternatives: Are there better solutions?
- Form your own opinion: Do I stand behind the result?
- Take responsibility: The decision remains with the human being.
AI is like a navigation device: It shows you the way – but you have to know for yourself where you want to go and whether the path is right for you.
What managers need to do
Managers play a key role: they shape their team’s attitude towards AI and prevent people from becoming passive consumers.
In concrete terms, this means:
- Be a role model: make your own thoughts and questions visible.
- Encourage reflection: Question results and suggestions together.
- Allow friction: Encourage discussion instead of just rewarding efficiency.
- Create learning spaces: Offer workshops, debriefings and feedback loops.
- Emphasise responsibility: ‘AI provides suggestions, but we make decisions.’
- Allow mistakes: Test your own ideas and value failed attempts.
- Explain connections: Highlight the limitations of AI and make them transparent.
- Use team diversity: Specifically incorporate different perspectives.
- Define rules: Set guidelines for responsible use.
This is how managers strengthen their teams’ ability to think critically and actively shape their work – even in a working world dominated by AI.
Conclusion: AI can do a lot. And you?
AI is powerful – but it must not turn us into passive consumers. It can sharpen our thinking if we use it as a sparring partner, a source of ideas and a provocateur. It is crucial that we do not relinquish responsibility for our thinking – but actively use the ‘eight’ in our heads: consciously go through goal setting, planning, implementation and reflection, instead of letting ourselves be driven by the machine.
Learning comes from friction – thinking remains our task. And leadership needs people who make decisions with attitude, awareness and critical thinking – and who use AI wisely as a tool without letting it replace them.