The Chronicle is an ongoing research initiative documenting how people are adapting to AI—through workshops, interviews, story analysis, and direct observation. Our first release offers an exploratory map of emerging psychological patterns.
At the Artificiality Institute, we want to know how to think better with AI. Over the past two and a half years, we've studied how over 1,000 people are adapting to this collision of intelligences. What we found challenges almost everything being said about AI and productivity.
People are forming psychological relationships with AI systems that feel unprecedented to them. The Chronicle maps the psychological changes happening as people incorporate AI into their thinking, creativity, and daily relationships.
Research-backed programs that help teams think better with AI while staying distinctly human.
Your people are worried about being sidelined by AI. We help you build a people-first AI culture so that your teams thrive instead of just survive.
Over the past two and a half years, through The Chronicle—our ongoing research initiative—we've documented how people are actually adapting to AI through workshops, interviews, story analysis, and direct observation.
What we found challenges almost everything being said about AI and productivity.
People are forming psychological relationships with AI systems that feel unprecedented to them. They're not just learning new tools—they're reorganizing how they think, create, and relate to their own intelligence.
The Chronicle maps these psychological changes. And more importantly, it reveals the patterns that separate those who thrive with AI from those who struggle.
We help people think better in a world where machines don't just automate tasks—but shape thoughts, decisions, and relationships. In our sessions, we help your teams build the three essential capabilities that emerge from our research:
1. Reclaim Judgment in a World of Automation
AI moves fast. So fast, it’s easy to slip into autopilot—accepting suggestions before we’ve even noticed a choice was made.
We help your teams notice when they’re thinking by default, not by design. They’ll learn to pause, surface their own reasoning, and build conscious agency—so AI becomes a partner, not a pilot.
The result? Decisions that feel truly their own, even when AI supports the process.
2. Stay Flexible in the Face of Complexity
Complex problems don’t have clear edges. They call for more perspective, more interpretation, more comfort with ambiguity.
We train your teams to hold competing truths, reframe challenges, and navigate uncertainty without rushing to closure.
The result? Adaptive, resilient thinking that finds strength in nuance—especially when AI trends toward clarity and closure.
3. Collaborate Across Minds—Human and Machine
The future of work is shaped by human–machine collaboration—where artificial minds amplify, challenge, and sometimes surprise our own.
We help your teams grow the clarity, ethics, and creativity to navigate these relationships. They learn to collaborate across difference while deepening what makes them distinctly human.
And often, they discover that thinking with AI invites them to become more human than they were before.
These aren't just skills. They're seeds of culture change.
When your people learn to notice their thinking, navigate complexity, and collaborate across minds, they begin to transform the organization from within.
What emerges is a new kind of cultural intelligence—one informed by deep understanding of how humans actually experience AI collaboration.
We work with a wide range of corporate, government, higher education, and non-profit organizations, including Capgemini, E.ON, EY, Galp, the House of Beautiful Business, Linn-Benton Community College, Lane Community College, Lotto NZ, the National Head Start Association, Numenta, Montana University System, Oregon State University, Quartz, R/GA, Santander, Starbucks, the State of Oregon, StraitNZ, The New York Times, Transpower NZ, Webjet, and the Western Interstate Commission for Higher Education.
"With discussions around AI often centred around efficiency or the technicalities, it was valuable to go a level deeper and discuss with the Artificiality Institute how it influences leadership, human systems, and organisational readiness. While understanding what AI can do is the first step, it’s just as important to then contextualise this with how teams learn, adapt and make decisions under pressure. As a utility working with real-time systems, regulatory oversight, and critical infrastructure, we appreciated this opportunity to build our understanding of where AI can provide value in the unique dynamics of the electricity sector in which we operate."
— Brighid Kelly, Chief People Officer, Transpower NZ
“Helen and Dave delivered a brilliant session for our 500-person advertising team at The New York Times. For businesses not inherently rooted in technology, there is perhaps no phenomena as alluring in its potential, inevitable in its advance and utterly terrifying by virtue of its technical and moral complexity as artificial intelligence. Dave and Helen delivered a uniquely engaging session that addressed this exact complexity and everyone came away from the workshop more optimistic about the role AI will play in their business moving forward.”
— Zazie Pence, Talent and Culture, The New York Times
“Helen and Dave were great workshop facilitators and our diverse group—from AI novices to experts—was able to learn valuable AI insights and create new ideas for ethical AI in education.”
— Taylor Bohn, Partnerships, National Head Start Association
“I have been involved in executive development and digital transformation for a number of years and can safely say that Helen and Dave's ability to make AI simple and accessible is outstanding. They break down technical barriers so executives can understand new strategic opportunities and the extent to which machines will change people and the way we work.”
— Paulo Pisano, Chief People Officer, Galp
“Helen and Dave have a unique understanding of AI technology, its business opportunities and its effect on people and society. They have a knack for pulling disparate pieces together in a way that helps people understand the bigger picture.”
— Kevin Delaney, Co-President and Editor-in-Chief, Quartz
”Helen and Dave sparked a candid and vigorous conversation among senior administrators from Oregon colleges and universities during their half-day session. While we've all been inundated with news reports and commentaries about AI, their presentation cut through the noise by helping identify key information and issues for these leaders to wrestle with.”
— Ben Cannon, Executive Director, Oregon Higher Education Coordinating Commission
“Helen and Dave have a unique ability to describe what it means to be human in the age of AI. They prompt an audience to think beyond the technology and to consider how technology can be both humanizing and dehumanizing. They are masters in translating complex issues into compelling, relatable stories, and theirs was the first presentation about AI that reassured me that, yes, we can do this, a beautiful future is possible with AI.”
— Tim Leberecht, Co-CEO, The House of Beautiful Business
“The incredible workshop session led by the Edwards at the 2020 Talent Summit was not only thought provoking, engaging, and innovative, but came with practical takeaways. Feedback on the workshop from summit attendees was excellent. The Edwards knocked it out of the park!”
— Todd Nell, Director, State of Oregon Workforce and Talent Development Board
"The fascinating thing about you is that you’re always at least two or three years ahead of what everyone else is talking about." — Dave Copps, CEO, Worlds
Writing and Conversations About AI (Not Written by AI)
