How AI is teaching us to be more human
At a recent retreat I was attending, I found myself in one of those “hallway moments.” Walking out of a lecture, I was engaged in conversation with a fellow attendee. Soon it became clear we had differing opinions about the topic. As I felt myself getting tense, formulating my response in my mind, I caught a glimpse of myself in a wall of mirrors as we walked by a pilates studio on the property. I didn’t like what I saw—it was not my best self. I did not look calm, cool and collected; instead, I looked tense and ready to charge. The exact opposite vibe that was the goal of this retreat. That quick glimpse of myself helped me to check myself, adjust my face, slow down my thinking and turn to the person, more readily available to consider their perspective.
That moment of self-awareness—when observation sparked reflection—captures something counterintuitive emerging in workplaces today. In an era when we fear AI is making us less human, a new generation of tools is doing something unexpected: they’re teaching us to be more emotionally intelligent.
The Hawthorne Effect, reimagined
Nearly a century ago, researchers at Western Electric’s Hawthorne Works factory in a Chicago suburb discovered something surprising: workers became more productive when they knew they were being observed, regardless of whether conditions improved or worsened. The conclusion? Simply knowing that someone was paying attention changed behavior.
Rick Fiorito, co-founder of CivilTalk and its conversational intelligence tool Clarion AI, has witnessed this phenomenon play out in real-time. When his team introduced AI-powered observation into university classrooms—designed to assess emotional intelligence in peer-to-peer discussions—they braced for conflict. What happened instead stunned them.
“When people asked us what we do when participants behave badly, our answer was: ‘They don’t,’” Fiorito told me. “When people know they’re in a situation where they’re being observed for civility, they behave more civilly.”
This is the Hawthorne Effect for the AI age: not surveillance that breeds resentment, but awareness that cultivates better behavior. The technology isn’t forcing compliance; it’s creating the conditions for people to show up as their better selves.
Beyond observation: The power of the reframe
But observation alone isn’t transformation. What makes tools like Clarion AI distinctive is what happens after the conversation ends. The platform doesn’t just identify when emotional intelligence is present or absent—it offers something Fiorito calls “reframing.”
Consider a heated discussion about a contentious topic. One participant erupts: “You have a right to your opinion, but you don’t have a right to your facts!” The conversation spirals. Emotions eclipse substance. Nothing productive emerges.
The AI observer catches this moment and offers an alternative: “That is your opinion. What facts do you use to support it?” Same intention. Different outcome. The technology identifies the breakdown, explains why it derailed the exchange, and models a more emotionally intelligent path forward.
This follows the classic leadership principle: praise in public, correct in private. The AI becomes a coach, not a critic.
The business case for emotional infrastructure
For skeptics who dismiss emotional intelligence as “soft skills,” the data tells a harder story. Sixty-one percent of executives believe emotional intelligence will be a must-have competency in the next five years as automation grows. Emotional intelligence accounts for 58% of job performance across industries—making it the strongest predictor of success among 34 essential workplace skills. And employees with empathetic leaders report 76% higher engagement and 61% greater creativity.
As Fiorito frames it, the real value proposition isn’t technological efficiency, it’s human effectiveness. “Likability, credibility, and dependability,” he says. “Those three factors have nothing to do with technology. They are all related to emotional intelligence.”
The paradox is clear: in an age when AI threatens to automate technical skills, the distinctly human capacities of empathy, self-regulation, social awareness, become the competitive advantage that technology cannot replicate.
Einstein on your shoulder
When people express fear about AI taking over, Fiorito offers a reframe of his own: “How can you not want Einstein on your shoulder?”
Having worked at the leading edge of technological innovation for three decades—from the early days of cell phones to internet payments to AI-powered lending—Fiorito sees a consistent pattern. Technology itself holds no inherent value. “It’s in the application,” he emphasizes. “It’s what you do with it, and how you use it.”
The most promising application isn’t using AI to replace human connection, it’s using AI to amplify it. Tools like Clarion don’t compete with counselors, mediators, or leaders. They give those professionals an observer who catches nuances they might miss, documents patterns they couldn’t track, and identifies points of agreement obscured by emotional noise.
What this means for you
The rise of AI-powered emotional intelligence tools offers three immediate opportunities:
- Embrace the observer effect intentionally. The Hawthorne research shows that attention itself changes behavior. Create contexts where your team knows their interactions matter—not through surveillance, but through genuine investment in how people communicate.
- Build reframing into your culture. Rather than punishing communication breakdowns, model the alternative. Ask: “How might you have said that differently?” This transforms conflict into learning.
- Use AI as a starting point, not an endpoint. The real skill isn’t prompting AI—it’s what you do after. Let technology surface insights, then step away from the screen. Tinker with those ideas. Engage with other humans about what you’ve discovered.
The future doesn’t belong to those who fear AI or those who blindly worship it. It belongs to those who recognize that the most powerful technology is one that makes us more human—one conversation at a time.