Building Workplace Judgment as AI Handles More Tasks

The article examines how artificial intelligence is reducing opportunities for employees to develop judgment through everyday work. It outlines six evidence-informed practices that individuals and teams can use to strengthen decision-making deliberately. It also advises leaders to make their reasoning visible so less experienced staff can learn how to evaluate situations.

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The article cites Sir Andrew Likierman, a London Business School professor, who describes judgment as blending individual attributes with pertinent knowledge and experience to shape opinions and choices. His research identifies six elements; the piece highlights learning, trusting relationships, and experience. Learning means absorbing information and noticing patterns, while trusting relationships involve diverse contacts for advice and feedback.

Onboarding and mentoring can help workers form those networks. The article notes that employees with few connections are two to three times as likely to leave and may miss key conversations, informal support, and growth chances. Experience draws on prior context to spot patterns, challenges, and possible paths. Because AI shortens that runway, leaders are urged to reveal their reasoning around negotiations, difficult client talks, tradeoffs, reflection, and escalations.

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