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Use It or Lose It: How AI and Digital Tools May Be Changing Our Brains

Use It or Lose It: How AI and Digital Tools May Be Changing Our Brains

by Florian Biedermann | May 26, 2026 | Leadership and AI, Leadership Tips, Learning Transfer | 0 comments

Use It or Lose It: How AI and Digital Tools May Be Changing Our Brains

You travel to Madrid and want to chat with the locals, but you realize that after five years without practice, your rudimentary Spanish skills are now practically nonexistent and you even struggle to ask for directions. Then you try to find your way using a paper city map and notice that without GPS navigation, you are completely lost when it comes to finding the nearest tapas bar. This phenomenon can be extended in many directions: Your physical condition deteriorates rapidly without exercise, and your mental sharpness declines if your daily life consists solely of TikTok videos. Simply put, “use it or lose it” – both your muscles and your brain lose their abilities if you stop using them.

The Hidden Cost of Convenience and Digital Dependence

This natural selection of our abilities has, of course, existed since the dawn of humanity and affects everyone equally. In recent years, however, our lives have changed significantly in terms of convenience and the outsourcing of skills and knowledge. Especially due to apps like Google Maps, as well as functions such as autocorrect, we no longer have to make much effort and thus gradually lose both cognitive and physical abilities – our handwriting says it all.

We have all likely made this observation, both in ourselves and in others, but I have often wondered whether this is merely a subjective impression or a real phenomenon. In other words, are there reliable studies showing that the excessive use of tools gradually causes us to lose our cognitive abilities?

“There is a hotly debated but widely accepted consensus that the increasing use of navigation aids is accompanied by a decline in our cognitive navigation abilities,” explained PD Dr. Kai Hamburger from the Department of General Psychology and Cognitive Research at Justus Liebig University Giessen (JLU) as early as 2023. The same applies to handwriting, which activates the brain more than typing; teachers observe that less handwriting correlates with poor spelling. And regular GPS use leads to measurable declines in spatial memory and an accelerated loss of navigation-related skills.

How AI Is Reshaping Critical Thinking and Human Interaction

So far, so bad – but since 2022, we have had a new sparring partner in our lives that makes many things easier and takes a lot off our hands: Artificial Intelligence (AI).

Compared to autocorrect, text prediction, or GPS, AI tools offer a vast array of functions that can significantly impact our lives. This also affects critical thinking and conscious decision-making, which we are increasingly happy to “ask the AI” to handle for us. Instead of doing our own research, we use AI for ideas, texts, and problem-solving. And when we systematically delegate decisions and evaluations, we train our own judgment and creativity less and less, placing ourselves in ever greater dependence on AI.

Furthermore, depending on how it is used, AI can also have significant effects on our personal development and social skills. More and more people are using chatbots, avatars, and social AI tools as conversation partners, advisors, and sometimes even as friends. And because AI generally agrees with you and does what you tell it to, it is likely only a matter of time before we gradually lose our ability to engage in critical discourse, resolve conflicts, clear up misunderstandings, and build relationships and empathy.

MIT Study: What Happens to the Brain When We Use ChatGPT?

Media scientists at the Massachusetts Institute of Technology (MIT) conducted a study on this topic in 2025 and published it under the title “Your Brain on ChatGPT: Accumulation of Cognitive Debt when Using an AI Assistant for Essay Writing Tasks.”

More than 50 American adults between the ages of 18 and 39 participated in this small study. The participants were asked to write four essays over a four-month period, using:

  • ChatGPT
  • A search engine such as Google or Yahoo!
  • Their own brains (without search or AI tools)

Electroencephalography (EEG) was used to record the participants’ brain activity in order to assess their cognitive engagement and mental effort, and to gain a deeper understanding of neural activation during the essay task.

For the first three essays, electrical connectivity in the ChatGPT group’s brains was lower than in the other two groups. It was also lower in the search engine group than in the group that used only their own brains.

For the final essay, the groups were swapped: The “brain-only” group was now allowed to use ChatGPT, and the ChatGPT group was required to rely only on their brains. The group that had switched from using ChatGPT to relying solely on their own thinking showed significantly lower electrical connectivity in the brain than the “brain-only” group had in their third session, reported a reduced sense of personal responsibility for what they wrote, and showed a poorer ability to recall quotes from the essay they had written.

The Cognitive Risks of Overusing AI Tools

According to a 2024 research review, an increasing reliance on AI assistants and digital tools when performing tasks that require deeper thinking can entail the following risks:

  • Reduced mental engagement
  • Neglect of cognitive abilities such as arithmetic or information retrieval
  • Declining memory
  • Shorter attention spans and concentration problems
  • Inability to apply knowledge to new situations
  • Ethical and social concerns, such as reduced interpersonal interaction and social isolation
  • Mental health challenges, such as reduced self-confidence

The Cognitive Risks of Overusing AI Tools

Does AI Make Us Less Intelligent?

So does AI make us less independent or even dumber?

The answer is yes and no: excessive use of and reliance on AI technology can profoundly impair our understanding and critical thinking skills, but it does not have to be that way – it always depends on how and how often these tools are used.

On the other hand, AI is not inherently bad. When used correctly, it can certainly stimulate our creativity and promote learning. When applied appropriately – such as in cancer screening – it can work wonders.

It is therefore not simply a matter of “using AI less”; what is most important is that, for tasks requiring deeper thinking, we primarily use our own brains and employ AI at most as a supporting aid. When used correctly, it can even help foster deeper thinking, stimulate creativity, and increase efficiency.

How to Use AI Without Losing Your Cognitive Abilities

1. Think for Yourself First, Then Use AI

  • First formulate your own ideas or answers, then use AI to supplement them, find counterarguments, or uncover blind spots.
  • Use AI as a “sparring partner”: it can provide alternative perspectives, pros and cons, or additional hypotheses that you consciously examine and evaluate.
  • Practice conscious reflection: always view AI’s responses as suggestions and actively question them (“What is accurate here, what is missing, and what do I see differently?”).

2. Use AI as a Starting Point for Research

  • Use AI for initial structuring, clarification of terms, or exploring a topic – then move on to primary sources, studies, and specialist texts.
  • Practice source criticism: consciously compare AI answers with other sources to assess validity, timeliness, and quality – this strengthens critical thinking.
  • Promote metacognitive learning: obtain an answer from AI first and then analyze it critically (“What did it leave out? What is unclear? What sources would we need for this?”).

3. Use AI for Analysis, Not as a Shortcut

  • Identify patterns that are hard to spot on your own: AI can quickly analyze large amounts of data or complex patterns – you then consciously use the results to make decisions.
  • Run through scenarios: ask AI “what if?” questions in strategy, change management, or product development and use the variations as a basis for team discussion.
  • Delegate operational tasks, retain the thinking: outsource repetitive tasks such as sorting, transcribing, or formatting to AI in order to reserve your cognitive resources for conceptualization, evaluation, and creative decisions.

4. AI as an Idea Generator, Not an Idea Replacement

  • First create your own drafts, then use AI to generate variations, stylistic ideas, or examples.
  • Simulate a change of perspective: ask AI to argue from the perspective of other stakeholders – this fosters empathy and systems thinking when you actively evaluate its input.
  • Use AI as a writing coach instead of a ghostwriter: ask for feedback on clarity, structure, or tone instead of having it write entire texts.

5. AI as an Assistant, Not an Autopilot

  • Use AI as an assistant that provides inspiration but does not take over your entire thought process.
  • Brain first, then prompt: spend 2–3 minutes thinking or sketching out ideas yourself before asking AI.
  • Use AI judiciously: accelerate complex or time-sensitive tasks with AI, but consciously handle simple everyday tasks without AI to maintain basic skills.

The Future of AI: Benefit or Dependency?

Will we adhere to such rules? Some of us, for whom it is important to keep training as many of our faculties as possible and to avoid dependence on technical tools, will certainly use AI wisely. But for humanity as a whole, I honestly see a rather bleak future. Too many inventions that were originally intended for a positive purpose have unfortunately been turned into the exact opposite in reality.

One example of this is Alfred Nobel’s invention of dynamite. It was originally developed as a safer alternative to nitroglycerin in order to facilitate tunneling, road construction, and mining, and to protect human lives. Yet in reality, dynamite is used less often for meaningful civilian purposes than for destroying things and killing people.

What was once intended for bridge-building is more frequently used to destroy bridges.

Not least for this reason, Alfred Nobel established a foundation to counter his negative image as a “merchant of death” and to do some good for the world by honoring people who have rendered outstanding service to humanity.

May AI also bring more benefit than destruction in the future – it is still in our hands.

Florian Biedermann

Florian Biedermann

Learning & Development Consultant at MDI

Florian Biedermann is a Learning & Development Consultant at MDI (Management Development Institute) – a global consulting company that offers solutions for leadership development. His focus is on making complex issues understandable and inspiring people to think – and act. Florian previously worked for many years as an author and manager in the e-learning sector, after spending over a decade as a freelance journalist.

  • LinkedIn

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How Do You Lead People Who Don’t Think the Way You Do?

How Do You Lead People Who Don’t Think the Way You Do?

by Zeca Ruiz | Feb 4, 2026 | Leadership Impact, Leadership Tips, Learning Transfer | 0 comments

How Do You Lead People Who Don’t Think the Way You Do?

Do you want to listen to this article? Click here to access our AI-generated audio version!

 

How do you lead people who do not think the way you do?

Leadership is a challenge, especially when you are not always aligned with your colleagues and employees. Our MDI Ambassador Zeca Ruiz proves that even resistance in your team can be a good thing. You want to know why and how to deal with this? Read this blog article to find out more!

First mistake: Don’t confuse alignment with unanimity

I want to start with a simple, and perhaps uncomfortable, provocation for many leaders. If everyone on your team thinks like you, something is not right.

For a long time, I believed that good leadership meant achieving quick alignment, minimal friction, and decisions flowing with little or no resistance. Today, I think exactly the opposite. Teams that are overly aligned, in the sense of agreement, tend to be fragile, predictable, and dangerous in the long run. One of the most common leadership traps is confusing alignment with unanimity.

Why You Seek Agreement

When we seek to make people think like us, it is usually not a strategic choice. It is about comfort. Agreement gives us a false sense of control, reduces our anxiety, and makes us feel validated. The problem is that it also removes the questioning that could prevent mistakes, poorly calibrated decisions, and strategic blind spots.

The truth is, you do not want people to think like you. You want them to challenge you. When they press the right buttons, the ones that test whether you truly believe in the direction you are proposing, they strengthen the decision, refine the path, and turn a personal idea into a collective commitment.

Strong contributors do not accept everything. They question, create tension, ask for clarity, and force the leader out of autopilot. And strong leaders can hold that space with presence, inner security, and genuine openness, without becoming defensive, without confusing discomfort with threat, and without silencing differences to preserve authority.

Why You Seek Agreement

This is exactly where a fundamental distinction comes in, one that deeply changed the way I lead and develop leaders. You do not need people to agree with the path. You need them to be committed to the shared destination. The role of leadership is not to create copies of yourself, but to sustain a direction that is clear enough to allow diversity of thought without losing coherence.

This Requires an Important Mindset Shift.

Questioning is not disloyalty. Thinking differently is not a lack of engagement. On the contrary, it is often a sign of responsibility, ownership, and genuine commitment to the outcome. In practice, what truly matters is ensuring that you and your team want the same outcomes, even if you take different routes to get there. That only happens when the leader stops trying to convince and starts translating the vision into the language, pace, and motivators of each team member.

People do not engage with your vision. They engage when they can see the vision through their own motivators and their own language. Now, moving into the practical side, here are a few DOs and DON’Ts that make a real difference in everyday leadership.

DOs

  • Align on the why before discussing the how.
  • Explicitly invite dissent in important decisions.
  • Publicly recognize those who challenge you with respect and constructive intent.

DON’Ts

  • Do not confuse questioning with a lack of commitment.
  • Do not demand alignment of form when alignment of intention is what truly matters.
  • Do not label people who think differently as difficult.

Putting Gen Z Into Context

How to Create Real Commitment

In addition, I like to work with a simple set of questions that help reveal motivators and create real commitment.

  • What makes you genuinely care about this project?
  • What would need to happen for you to commit even more?
  • What are you seeing here that I might not be seeing?
  • What would you regret not saying now if things went wrong later?

These questions do something powerful. They move a person from executor to co-creator. And when someone feels like a co-creator, the level of commitment changes completely.

Emotional Maturity All the Way

At the end of the day, leading people who do not think like you is less about management and more about emotional maturity. It is about holding tension without needing to win. It is about sustaining a direction that is clear enough for different voices to contribute without diluting meaning.

Perhaps the most noble role of leadership is not to create loyal followers, but to create spaces where different people can commit to something greater than themselves.

So, Here is the Final Reflection.

Who on your team truly challenges you today?
And when that happens, do you respond with defensiveness or with curiosity?

Zeca Ruiz

Zeca Ruiz

Leadership Trainer and Consultant

Zeca Ruiz is a Leadership Trainer, Facilitator and Consultant in Human and Organizational Development. He works in leadership development across Latin America and Europe, with experience in cultural transformation processes, team dynamics and the integration of systemic methodologies into corporate practice. He is a specialist in complex thinking, a generative coach and an integrative therapist, working at the intersection between human behavior, learning and the evolution of systems. He leads trainings, talks and development programs that combine depth, clarity and practical application to prepare people and organizations for high complexity environments.

  • LinkedIn

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How You Deal With Neurodiversity as a Leader

by Iris Kandlbauer | Feb 3, 2026 | Leadership Impact, Leadership Tips, Short Knowledge Bits | 0 comments

How You Deal With Neurodiversity as a Leader

You prefer listening to this article? You can find our AI-generated audio version below!

How You Deal With Neurodiversity as a Leader

What might be behind “strange” behavior in a team—and how leaders can deal with it constructively.

Irritating behavior—people who are absent

Everyone knows them: the colleague who never attends team events, prefers to work with headphones on, and hardly ever consults with others, but who works with incredible precision and delivers great results. Or the colleague who is chaotic, often late, full of ideas that have made many a project a success, but lacks structure.

It’s easy to jump to conclusions: unmotivated, uncooperative, lazy, they just need to make a little effort… Discussions are held, behavior is demanded – and often nothing happens. Or worse, performance declines and sick days increase. What is going on?

What could really be behind it

Instead of jumping to the conclusion that someone “just doesn’t want to,” it’s worth taking a look behind the façade. Because conspicuous or supposedly inappropriate behavior often has deeper causes:

  • Trauma & developmental experiences: People who have experienced trauma in the past often withdraw in social contexts.
  • Social anxiety/anxiety disorders: What looks like disinterest can be deep insecurity or fear of embarrassment.
  • Cultural or linguistic differences: Misunderstandings can easily arise when norms and communication styles don’t match.
  • Mental illness: Depression or overload often manifest themselves insidiously, for example through social isolation or frequent mistakes.
  • Chronic exhaustion: Care work, illness, or constant pressure lead to cognitive and emotional exhaustion.
  • Personality traits & temperament: Not everyone is extroverted or team-oriented—and they don’t have to be.
  • Neurodiversity: Autism, ADHD, giftedness, or dyslexia affect approximately 20% of people. Often, these conditions are accompanied by special strengths—but also by behavior that deviates from the “norm.”
Neurodiversity at Work

The other perspective: Challenges as strengths

What may appear to be a deficiency at first glance can actually be a resource:

  • Viktor Frankl developed logotherapy from his trauma.
  • Frida Kahlo turned emotional pain into art that still moves people today.
  • People with ADHD bring creative ideas to teams.
  • Introverts like Warren Buffett make wise decisions with caution.

Those who embrace diversity also get a diversity of solutions, ideas, and perspectives.

What does this mean for leadership?

Good leadership recognizes that people tick differently—and that this is precisely where great potential lies. It’s not about making everyone the same, but about creating the right conditions so that individual strengths can become visible and effective.

In practice, this means:

  • Instead of rushing to judgment: Look closely, observe, and understand patterns
  • Don’t just lay down rules: Have conversations, listen, and ask about needs
  • Instead of one-size-fits-all solutions: Allow for flexibility and individual ways of working
  • Don’t fixate on shortcomings: Focus on existing strengths and opportunities for development

This does not mean simply accepting problematic behavior. But it does mean understanding its origin before reacting—and then providing targeted and appropriate guidance.

Ideas for your leadership practice:

See irritations as an invitation to dialogue.

Ask yourself: What does this person need to be able to work well? What conditions promote performance and belonging for this person?

Because the ability to lead diversity determines how future-proof a company really is.

Iris Kandlbauer

Iris Kandlbauer

Trainer and Coach

Iris Kandlbauer is a coach and trainer for leadership development with a focus on dealing with diversity in teams. She supports managers in understanding and productively utilizing different ways of thinking, working, and communicating—for example, through giftedness, neurodiversity, or cultural influences. She previously worked for many years as a teacher, trainer, and specialist in interpersonal dynamics, and now brings her educational experience to bear in effective leadership coaching and sustainable team development.

  • LinkedIn

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Anita’s Key to Success for International Cooperation

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Anita’s Key to Success for International Cooperation

In our new video podcast format, “Voices of Leadership – an MDI Spotlight Series,” we regularly bring leadership experts in front of the camera to talk to them about their passions in leadership development.

This time, we spoke with Anita Jinju Wimmer, an international leader and expert. She talked about her career, shared more about her patented concept “Female Leadership Essentials,” and revealed her tips for (female) leaders.

We discussed AI in leadership contexts, lessons learned from international collaboration, and much more! Read this blog post to learn more about our conversation.

Anita’s “aha” moment in international cooperation

First, we learn about Anita’s career – she talks about growing up in Indonesia and how her intercultural background has shaped her. She particularly remembers her experience in Nigeria:

“Although I am intercultural myself, it was an ‘aha’ moment for me to realize that I had to adapt to a completely new culture.”

Opportunities and challenges of “Female Leadership Essentials”

Regarding her patented concept “Female Leadership Essentials,” Anita explains that it took a program by female leaders for female leaders. Her work is based on existing leadership studies and also combines her personal professional experience as a leader.

Anita’s concept includes these four main modules:

  • Leadership Mindset, because leadership is first and foremost a mindset
  • Self Leadership – Leadership starts with yourself
  • Leadership Tools – Tailored specifically to the needs and challenges of women
  • Authentic Leadership – Aligning leadership style and career goals with your own passions and values.

Her focus is on the topic of authenticity: “My advice to all women – be authentic. If you are more masculine, be masculine, and if you are more feminine, be feminine.” Anita is also passionate about helping women find out what they really want and what values they represent in order to be authentic and lead.

Anita describes it as a challenge that decision-makers in companies are mostly male and unwilling to adapt to new ways of thinking.

“There is still a lot of work to be done.”

Female Leadership Essentials

Staying on the ball with AI

“With every change, there are three groups of people – those who refuse to change, those who go along with it but don’t actively participate, and those who drive change forward.” In her current projects, Anita actively supports executives in making better use of artificial intelligence for themselves and their companies.

Here, too, Anita sees the conservative attitude of many male executives as a challenge. According to her, it is difficult to convince them of the importance of AI and get them to participate. In addition, executives need to invest much more time to stay on the ball:

“AI is like a different culture or language that we have to approach differently. It’s important to be open and willing to continue learning.”

How Anita masters difficult training dynamics

Two factors are important here: authenticity and listening with interest. For Anita, difficult training dynamics are an important challenge that helps her grow and learn more. Ultimately, she recommends calming your own emotions when dealing with conflict situations and approaching the other person with openness and empathy.

Conclusion

In our conversation with Anita, it became clear that authentic leadership is the key to successful international cooperation. With her concept “Female Leadership Essentials,” she empowers women to follow their own path and live their values clearly.

She shows that those who remain open, listen, and stay true to their own values can convince others, shape change, and turn challenges into opportunities.

Want to hear the whole podcast? Click here for the YouTube video and Spotify link! Follow us to make sure you don’t miss any more conversations with leadership experts.

Jana Wölfl

Jana Wölfl

Marketing Assistant

Jana Wölfl is a marketing assistant at MDI and works on our blog. She has already been responsible for several areas of marketing, such as designing our new website and administering our personalist.at portal.

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Fostering True Workplace Commitment

by Marcin Swierkocki | Jan 14, 2026 | Leadership Tips, Learning Transfer, Short Knowledge Bits | 0 comments

Fostering True Workplace Commitment

Do you prefer to listen to this article? Click below to access our AI-generated audio version!

Fostering True Workplace Commitment

Throughout my years of practice, I’ve found that deep workplace commitment is achieved not through surface-level perks, but by meeting core human psychological needs.

The Q12 framework is a powerful, actionable roadmap because it directly aligns with Maslow’s Hierarchy of Needs, ensuring that foundational needs are met before higher-level drivers can activate.

The ladder to Psychological Commitment:

The Q12 questions systematically address Maslow’s hierarchy, from basic security to self-actualization:

Maslow’s Need

Q12 Focus

Management Action

Commitment Impact

Physiological/Safety

Basic Needs (Q01, Q02)

Clarity & Resources

Reduces anxiety; enables task focus.

Safety/Belonging

Individual Contribution (Q03, Q04) & Team Connection (Q05, Q10)

Strengths, Recognition, & Care

Creates Psychological Safety and a sense of value.

Esteem/Self-actualization

Growth (Q11, Q09, Q07)

Feedback, Purpose, & Voice

Drives discretionary effort and innovation by fostering fulfillment.

Create a Safe and Supportive Learning Environment

The business payoff:

By managing to the Q12, organizations systematically address these needs, leading to significant commercial returns:

  • Higher loyalty – meeting basic needs and fostering care reduces turnover.
  • Greater effort, connecting work to purpose (Self-actualization), drives discretionary effort.
  • Superior results – highly engaged (high Q12) teams report up to 23% higher profitability.

My takeaway:

Use the Q12 as your operational model to transition your workforce from simple satisfaction to unwavering commitment.

P.S. The practical steps of how to engage and how to commit are frequently addressed topics in my leadership seminars. Reach out if your organization is ready to move from measurement to meaningful action!

Marcin Swierkocki

Marcin Swierkocki

Trainer, Coach & MDI Partner

Marcin Swierkocki works as an HR business consultant who has specialized in L&D, change- and project management. He brings over 25 years of international experience in change management and operational development with him. His personal motto is influenced by Viktor Frankl: ‘Between stimulus and response there is a space. In that space is our power to choose our response. In our response lies our growth…’. His personal inspiration comes from his optimistic and positive character and by draining the energy that successfully supporting others gives him.

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