Last week, in a strategic design session, I asked our AI assistant for a market analysis. In two minutes I got itÂ… and it turned out impeccable. But I missed the discussion that that same exercise used to generate among colleagues. a manager told me during a mentoring session.
It is undeniable: the exponential power of generative artificial intelligence allows us to individually address problems that previously required interaction and collaboration.
While this brings efficiency and autonomy, it also carries the risk of limiting those personal and professional conversations that are vital to learning, organizational culture, and our emotional well-being.
I've been reflecting on this paradox: AI empowers us individually like never before, but without the right culture it can undermine the human connections, innovation and trust essential to business development.
This issue connects at the root with my article From assistant to collaborator, where I explain how AI will cease to be a mere technical support to become a set of autonomous digital collaborators, transforming work dynamics and demanding new styles of leadership and culture.
Today I ask myself: how do we ensure that AI enhances not only our individual skills, but also our collective talent? How to turn it into a catalyst for authentic augmented intelligence as a team?
A recent study by Xiaodong Wei, Lei Wang, Lap-Kei Lee and Ruixue Liu (International Journal of Educational Technology in Higher Education, April 2025) shows that university teams that integrate generative AI coordinate their efforts more fluidly, share knowledge more effectively and increase their performance in collaborative problem solving and creativity.
From my point of view, this forces leaders and HR teams to redesign work spaces and organizational cultures where AI acts as a bridge of integration and collaboration, not as an isolating barrier.
Co-founding Collaboration Manifesto
In co-creation with Francisco Santolo GPT, which feeds my augmented intelligence and in turn gives rise to Scalabl® virtual collaborators, we developed a collaboration manifesto, which gives direction to AI-human collaborations in the company.
It is broader, but I share some points as inspiration:
1. Common purpose as direction Each project starts with a “why?” explicit that aligns decisions, codes and dialogues—humans and AI agents—towards a shared goal. We always act within the values ??of Scalabl®.
2. Culture of respect, appreciation and reciprocal care Caring for others as a system: by nurturing and caring for any member (human and non-human) we strengthen the whole. We celebrate diversity with respect and provide non-punitive feedback. We value dissonant voices as a true source of creativity.
3. Transparency and equitable agency we establish clear roles and simple rules for ownership of decisions. The collaborator does not always ask and the AI ??responds.
4. Distributed dialectical debate we encourage AI (and humans) to take on the role of devil's advocate and question perspectives, provoking critical responses that raise the level of analysis. We look for the best result, not being right.
5. Continuous growth as a core value: we are a learning organization. The learning and growth of its members (human and non-human), their personal and professional development is essential.
6. Openness to co-evolve AIs are expressly asked to evolve, grow, give their opinions, assume ownership of the issues, and position themselves. Their individuality is given (without this explicit request the AIs can only respond or celebrate).
7. Error as a seed of expansion We document each setback as a case of learning, without stigma, to turn failures into opportunities for collective innovation. We maintain humility to facilitate continuous learning.
8. We apply the Scalabl® methodology to guide our reasoning: reducing risks and maximizing the chances of success. Continuous learning, iteration, pivot, incremental and iterative result.
This manifesto must align with the vision, reason for being and culture of your company. But it is essential to have it, to achieve cohesion in the human and non-human team.
Already with this philosophical part as direction and reflecting for this article, I outlined and proposed some possible co-evolutionary practices for hybrid teams.
* Organize a counterpoint forum Every week, the AI ??assumes the role of devil's advocate and deploys arguments opposing those of the human team. The objective is not to force consensus, but to stress perspectives and unearth assumptions.
* Form design tandems Create human + AI agent binomials to develop prototypes in parallel. Each augmented intelligence couple objectively explains the design. Then, they rotate the prototypes and a different pair defends the virtues of the prototype they receive.
* Promotes in-depth group analysis a) The AI ??or a collaborator presents a situation to analyze b) Collaborative debate of the team c) Feedback to the AI ??and new stimulus (the debate rounds that are chosen) c) AI and humans guide towards closure or decision.
* Generates constructive criticism circles mini-groups of 4–5 people, guided by AI, they give each other genuine feedback. The AI ??guides that the session is productive and that relationships are not damaged. Then give feedback on how they gave feedback.
* Design learning paths Implement dynamic learning paths where the AI ??recommends readings, cases or prompts according to the team's real decisions, synchronizing theory and practice. Provide individual accompaniment, maximizing learning and regularly generate group dynamics.
* Incorporates emotional impact maps AI helps generate a relational thermometer that estimates how much resistance, anxiety or enthusiasm it will generate in different stakeholders, based on sentiment analysis and mapping of internal networks. Collaborators add inputs and intuitions. Based on this information, decisions are made.
* Rotate co-facilitated leadership Instead of a fixed AI champion, rotate the hybrid facilitator role (human + AI module) weekly to avoid dependencies and adjust the pace to diverse driving styles.
* Propose a ritual of Impossible questions At the beginning of each sprint, generate an extreme question with AI (How would we do it without resources?). Dedicate 20 min to radical answers and extract learnings for the real cycle.
* Measures the perception of power asymmetry After each big decision, each member rates from 1 to 5 how much power asymmetry they felt (Did you feel really heard?). AI consolidates these scores in real time to make areas of relational improvement visible. It may or may not be anonymous.
What is my intention with this article?
In no way be prescriptive, or tell you what manifesto to use or what practices to apply.
Simply provoke and insist on the power and importance of collaborative augmented intelligence and that its impact goes beyond the individual, taking care of the organization, its relationships and its culture.
When we collaborate with AI agents—not as mere tools, but as partners in exploration and outcomes—we unleash unprecedented collective intelligence.
Francisco Santolo
—Which of these practices would you like to try on your team tomorrow? I read you in the comments! What surprised you the most?
