TECH

Human learning is an underestimated factor in the success of human–AI teams
Humans collaborating with AI hold the promise of achieving superior outcomes compared to either acting alone (i.e., human-AI synergy). However, the conditions that facilitate such synergy when humans are advised by AI are not well understood. A recent meta-analysis showed that, on average, human-AI combinations do not outperform the better individual agent. We argue that this pessimistic conclusion arises from insufficient attention to human learning in experimental designs. To substantiate this claim, we reanalyzed all 74 studies included in the original meta-analysis and found that most previous research overlooked design features that foster human learning (e.g., outcome feedback to participants). Our reanalysis further revealed that studies providing outcome feedback show tentatively higher synergy than those without outcome feedback.
Crucially, feedback paired with AI explanations was associated with positive synergy, while explanations without feedback were associated with negative synergy-suggesting that explanations improve synergy mainly when humans can learn to verify the AI's reliability through feedback. Our reanalysis suggests that the current literature underestimates the potential of human-AI collaboration because it predominantly relies on paradigms that do not facilitate human learning, thus hindering humans from effectively adapting their collaboration strategies. However, experiments directly varying learning opportunities are needed for stronger, causal conclusions. We advocate for a paradigm shift in human-AI interaction research that explicitly addresses human learning and thus enhances our understanding of and support for successful human-AI collaboration.
New study suggests that human–machine interaction is better than its reputation. Human–AI collaboration is widely seen as the work model of the future: The expectation is that together, humans and AI will be more productive than either working alone. Yet the research to date seemed to tell a different story: On average, human–AI teams did less well than the better of the two alone. A reanalysis led by researchers at the Max Planck Institute for Human Development now suggests this verdict was overly pessimistic.
“The potential of human–AI collaboration is underestimated.” That is the central conclusion of the new study published in the Proceedings of the National Academy of Sciences, and conducted by an international team led by Julian Berger and Stefan Herzog from the Center for Adaptive Rationality at the Max Planck Institute for Human Development. The research team took a closer look at a review study that made waves in 2024. The review analyzed 74 studies on human–AI interaction, spanning a wide range of tasks from classifying images and predicting house prices to writing code.
Its findings were sobering: On average, the synergy effect was negative. In other words, the human–AI team performed worse together than the better of the two working alone. This fueled doubts about whether human–AI collaboration was worth pursuing at all.
Learning effects underestimated...Is the situation really that bleak? That is the question the researchers set out to answer in their new review. They revisited the 74 studies, examining the nature of the human–AI interaction in more detail. They wanted to know whether the picture would look any different if AIs explained their results or if humans were given feedback on what the right answer would have been after each decision, giving them the chance to learn and adapt to the algorithm.
The first surprising result was that most studies did not offer learning opportunities. Only 10 of the 74 gave participants any feedback at all, and none varied it experimentally. “Learning effects in human–machine interaction remain virtually unexplored,” says Julian Berger, who explored this topic as part of his doctoral dissertation at the Max Planck Institute for Human Development.
To tease out these effects, the researchers dug deeper. Using a statistical method known as meta-regression, they compared studies with and without feedback, factoring in whether the AI explained its recommendations. And here came the second surprising result: When participants had access to both feedback and explanations, the human–AI tandem tended to outperform the better partner working alone. On the other hand, explanations alone—without feedback—were associated with a distinctly negative synergy.
What appears to be the key is a combination of explanation and feedback. Feedback alone—without explanations—made no clearly discernible difference. This result suggests that “explanations improve synergy mainly when humans can learn to verify the AI’s reliability through feedback,” the researchers write.
Open questions: causality and generative AI...Because none of the 74 studies varied the learning opportunities provided within an experiment (e.g., feedback vs. no feedback), the studies were compared based on their design features. The researchers stress that experiments directly manipulating learning opportunities are needed for stronger, causal conclusions to be drawn. Another open question is how the findings translate to generative AI and large language models (LLMs). “Verbal interaction with chatbots could make it easier to provide people with personalized feedback and explanations, thereby stimulating learning. But for that to happen, people also need to find out what is actually correct; a chatbot’s answers can be wrong and do not constitute independent feedback,” says Stefan Herzog, Senior Research Scientist in the Center for Adaptive Rationality at the Max Planck Institute for Human Development. “At the same time, new risks arise from cognitive ‘offloading’—that is, delegating mental work to AI. In the medium and long term, this could jeopardize learning success or even lead to loss of skills.”
Factoring human learning into AI implementation...To get a clearer picture, the researchers call not only for further experiments but, above all, for “a paradigm shift in human–AI interaction research that explicitly addresses human learning.” They emphasize that “supporting human learning—particularly by providing outcome feedback and AI explanations—is an underappreciated and understudied but promising lever for increasing human–AI synergy. Our findings paint a more optimistic picture and highlight the need to explicitly and experimentally study when and how fostering human learning boosts human–AI synergy.”
The research already supports a clear recommendation: AI is a tool, and like any tool it must be designed with humans in mind from day one. “When designing AI systems and interactions with them, we need to consider humans as learning beings from the outset,” Herzog stresses. Only then can the full potential of the interaction be realized.
Earlier analyses of human–machine interaction mostly showed negative synergy effects. A review of 74 studies suggested that human–AI teams perform less well than the better of the two working alone.
These 74 studies have been reanalyzed by researchers from the Center for Adaptive Rationality at the Max Planck Institute for Human Development. Their results paint a much more positive picture.
The reason for the difference: The studies systematically underestimated human learning ability; most did not examine it a all. Yet when participants were able to learn from feedback and explanations, human–AI teams tended to outperform the better partner alone.
Need for a paradigm shift: The researchers call for future work on human–AI interaction to explicitly factor human learning ability into studies and experiments.
Human learning is undoubtedly one of the most underestimated yet critical factors for the success of teams comprising both humans and Artificial Intelligence (AI).
Organizations often focus almost entirely on training and "teaching" the AI model (Machine Learning), overlooking the fact that the true effectiveness of this partnership relies on a two-way street. For collaboration to be productive, humans must also undergo a profound process of adaptation and skill development.
Human learning is an underestimated factor in human–AI teams because prior research largely ignored whether human participants could adapt, learn, and verify AI reliability through feedback.
Recent reanalysis by researchers at the Max Planck Institute for Human Development of 74 previous studies revealed key insights:
• Lack of Learning Opportunities: Out of 74 analyzed studies, only 10 provided outcome feedback to human participants.
• Overlooking Synergy Potential: Because humans could not adapt their collaboration strategies or learn how to use the tool, human–AI teams often performed worse than the best individual working alone (negative synergy).
• Misleading Explanations: Explanations from an AI without outcome feedback were actually linked to negative synergy, as users could not tell if the rationale was trustworthy.
Why human learning changes the outcome:
• Feedback + Explanations: When participants received both clear outcome feedback and AI explanations, human–AI teams regularly outperformed the better partner working alone.
• Verifying Reliability: Feedback allows humans to test and verify whether the AI's advice is accurate, building an effective working strategy over time.
• Designing for Learning: Treating humans as active learners—rather than passive recipients of AI output—unlocks true positive synergy in technology design.
🌐 Why is Human Learning Neglected?
• The "Plug-and-Play Tool Myth": There is a misconception that generative or predictive AI functions like traditional software. In reality, it behaves more like a dynamic—and sometimes unpredictable—colleague.
• Focus on the Algorithm: Millions are invested in calibrating data and training neural networks, yet almost nothing is spent on training the professionals who will interpret and act upon the technology's outputs.
📊 What Do Humans Need to Learn?
For this symbiosis to occur, the human learning curve must address three key pillars:
AI Mental Models Understanding what AI can and cannot do, as well as its biases and limitations. Avoiding blind trust in or complete rejection of the technology.
Prompt Engineering & Dialoguen...Learning to formulate questions, provide context for problems, and refine responses. Extracting maximum value and accuracy from the tool.
Critical Interpretation Developing the ability to audit AI responses (curation). Mitigating the risks of "hallucinations" and technical or ethical errors. 🚀 The Impact of Learning on Team Dynamics
When the human element is integrated into the learning process, team dynamics shift dramatically:
1. Reduced Technology Abandonment: Professionals who understand how AI works are less likely to give up on it after the first error.
2. Co-evolution: As humans learn to guide the AI, interactions generate better data, which in turn improves the algorithm's long-term performance.
3. From Operator to Supervisor: The human role shifts from "executing tasks" to "managing intelligence," requiring greater critical thinking and decision-making skills.







