Erik Brynjolfsson

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When we're thinking about the people driving this, you've spoken a lot about the power law adoption of AI, where you got like a

small group of rock stars who have these outsized gains where the rest of the company is just kind of like trickling along.

What should everybody in this room be doing to get the longer tail of people on board with this?

So we've had a bunch of different discussions here about entry-level workers and declines in employment

for certain types of entry-level workers.

And I want you to talk about what you're seeing there and the difference between the AI tasks that are automating work and ones that augment it and how that's affecting that employment.

Tell us about the Turing Trap and why we all need to be

worrying about that a little bit.

The idea is that, you know, AI is doing these amazing things, but we want to do it in service of humans and make sure that we keep humans at the center of all of that.

The idea is that, you know, AI is doing these amazing things, but we want to do it in service of humans and make sure that we keep humans at the center of all of that.

The idea is that, you know, AI is doing these amazing things, but we want to do it in service of humans and make sure that we keep humans at the center of all of that.

Too many people think of machines as just trying to imitate humans. But machines can help us do new things we never could have done before. And so we want to look for ways that machines can complement humans, not simply imitate or replace them.

Too many people think of machines as just trying to imitate humans. But machines can help us do new things we never could have done before. And so we want to look for ways that machines can complement humans, not simply imitate or replace them.

Too many people think of machines as just trying to imitate humans. But machines can help us do new things we never could have done before. And so we want to look for ways that machines can complement humans, not simply imitate or replace them.