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Can AI’s lack of empathy be an asset in coaching? Let’s challenge our thinking.
As AI becomes more embedded in coaching, it’s worth considering an unusual perspective: AI’s inability to feel empathy, fear, or existential angst mirrors traits of psychopathy. Drawing on research by Kevin Dutton, who explored the “good psychopath,” we see that AI—like psychopathic thinking—offers clarity, objectivity, and detachment. But can this detached, clinical approach help individuals or organizations, particularly in high-pressure sectors like finance or sports clubs in small jurisdictions such as Jersey?
AI, devoid of emotions, works purely by analyzing and predicting responses. While this may seem disconcerting, it can also free coaching interactions from biases, enabling decisions based purely on logic and data. Psychopaths—often found in leadership roles, such as CEOs or surgeons—demonstrate an ability to handle high-stakes scenarios with emotional detachment. As Dutton and McNab argue, there’s a skill in knowing when to “turn on” or “turn off” emotional responses. This level of detachment can bring clarity where emotional bias clouds decision-making.
Yet, it’s crucial to balance this detachment with human empathy and ethics. AI can help with fact-based decision-making, but as coaches and leaders, we must integrate human values into the equation. Reflecting on the Henley Eight framework, for example, ensures that we maintain a personal and ethical lens in coaching, encouraging deeper self-awareness:
1. What did I notice?
2. How did I respond—emotionally, cognitively, and behaviorally?
3. What does this tell me about myself as a coach?
4. What are the strengths and pitfalls here?
By blending AI’s precision with human reflection and ethical practice, we perhaps can forge a future where technology and humanity collaborate more effectively?
#AI #Leadership #Coaching #Psychopathy #Ethics #Jersey #ReflectivePractice
