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A Four Quad Framework for Human-AI Partnership
A nuanced reality lies underneath the current hype, associated with, both the utopian and dystopian visions of the future of Artificial Intelligence (AI).
And to add to that, what we call “Artificial Intelligence” isn’t truly intelligent.
Artificial diligence
I have recently talked about how today’s AI systems demonstrate what might more accurately be referred to as “Artificial Diligence” – the ability to process vast amounts of data with tireless consistency while lacking true understanding, creativity, or purpose. The systems excel at pattern recognition and computational analysis but do not possess the contextual awareness, emotional quotient, and ethical reasoning that define real human intelligence.
There has been much discussion related to machine intelligence, ranging from narrow artificial, in comparison to more expansive human authentic and the vision of the collaborative augmented mode. There is also the assisted-augmented-autonomous continuum based on who does the action and who makes the decisions. To add to this are assertions and assumptions about Artificial General Intelligence (AGI) and Artificial Super Intelligence (ASI).
This, as headlines create AI doomsday scenarios with potential loss of livelihoods and/or lives. The 2024 3M State of Science Insights reveal that 77% of respondents believe AI will change the world as we know it; an equal percentage also believe that AI needs to be heavily regulated due to its revolutionary potential.
Given the juncture we are at, the distinction between artificial diligence and real intelligence can have profound implications for leadership as it relates to successfully configuring and operationalizing AI within their organizations to drive real, tangible outcomes.
Four quadrant framework
Instead of a continuum, reconfiguring a simple 2X2 matrix, a four-quadrant framework, that visualizes orthogonal dimensions of intelligence (artificial vs. real) and diligence (artificial vs. real), can reveal distinct modes of operation that leaders must learn to orchestrate, communicate and navigate.
Let’s examine the four quads of the 2X2 RADIO matrix (Real-Artificial-Diligent-Intelligent Operations):
- The Authentic Quad (Real Intelligence + Real Diligence)
The Authentic quadrant represents purely human capabilities, combining natural intelligence with human perseverance. This is where we find the most profound expressions of human potential – from artistic masterpieces and scientific breakthroughs to intrinsic motivation, compassionate care and ethical reasoning.
Leadership implication: Leaders must recognize, preserve, and cultivate spaces where authentic human capabilities drive outcomes. As technological solutions proliferate, the temptation to try to automate everything becomes stronger, however, true leadership requires discerning where human wisdom, creativity, passion and ethical judgment remain essential – especially during times of uncertainty.
- The Assisted Quad (Artificial Intelligence + Real Diligence)
The Assisted quadrant represents algorithmic systems guided and refined by persistent human effort. These can be the implementation of technologies that provide narrow intelligence, i.e. computational and pattern generation capabilities, but require significant human oversight, correction, and direction to function effectively and ethically. This quadrant highlights the crucial role of human diligence in developing, training, monitoring, and continually refining AI systems.
Leadership implication: Leaders must design meaningful human oversight processes that ensure AI systems align with human values and organizational intentions. This requires substantive engagement between human judgment and the algorithmic processes.
- The Augmented Quad (Real Intelligence + Artificial Diligence)
The Augmented quadrant represents human intelligence enhanced by machine persistence and automation. Human abilities are amplified by technologies that process vast amounts of data and execute with tireless precision.
Leadership implication: Leaders must champion systems that genuinely enhance human capabilities rather than constraining them. This requires deep understanding of workflows – of both human potential and technological affordances to leverage the best of both – complementary strengths of human intelligence (creativity, intuition, contextual understanding) and artificial diligence (consistency, speed, and tireless execution).
- The Autonomic Quad (Artificial Intelligence + Artificial Diligence)
The Autonomic quadrant represents self-operating systems that combine algorithmic capabilities with mechanical persistence. These systems handle well-defined tasks with minimal human intervention, operating within carefully established parameters and closed systems.
Leadership implication: Leaders must establish appropriate boundaries and governance mechanisms for autonomic systems, ensuring they operate in service of human flourishing rather than undermining it. This requires a careful walk through the quadrants and clarity about what can and cannot be safely delegated to a fully autonomous operation.
Operations Across the Four Quadrants
Leadership isn’t about choosing one quadrant over others – instead, by recognizing the distinct contributions of both human and machine capabilities, leaders can achieve outcomes neither could accomplish alone.
Ongoing development of agentic AI further emphasizes the fluid nature of agency within the RADIO Matrix.
A quadrant-aware leadership approach is not only an opportunity to shape how technology integrates with human systems but shape public perception as well.
Tuning the RADIO matrix
- Listen for Quadrant Signals
Continually develop the ability and capabilities to recognize which challenges and opportunities belong in which quadrant, when and why. This requires deep listening – to contexts, stakeholders, and understanding the nature of the problem itself as well as proposed solution scenarios.
- Evaluate Quadrant Transitions
Sometimes activities need to move between quadrants. Leaders need to continuously evaluate when a transition is needed – when a process that began in one quadrant should shift to another and the reasoning behind it.
- Align Quadrant Expectations
Different stakeholders often have different assumptions about which quadrant an activity belongs in. Leaders have to actively discuss perspectives and align expectations to ensure overall agreement for productive collaboration.
- Develop Quadrant Fluency
The most effective leaders will be the ones who proactively develop fluency in operating across all four quadrants, recognizing that different challenges require different approaches. They debate, they educate, and they communicate.
The Path Forward: Next-Era Leadership in Action
The 2025 Drucker Forum theme calls for “next-era leadership” that embodies an approach requiring us to fundamentally rethink not just who leads, but how leadership functions in an AI era.
The 2X2 matrix forces clarity, prioritization and decision making around automating of intelligence – represented by contextual thinking and decision making and automating of diligence – represented by persistent action and effort.
This RADIO framework can help broadcast and realize the promise of next-era leadership that is capable of harnessing both real and artificial, diligence and intelligence, to address our most pressing challenges.
About the author:
Jayshree Seth is a Corporate Scientist at 3M and holds 80 patents for a variety of innovations. She was appointed 3M’s first ever Chief Science Advocate in 2018. In 2025 she was named to the Thinkers50 Radar and is the author of three books published by Society of Women Engineers. Jayshree is involved in developing AI strategy for R&D and is currently leading one of the R&D use cases for AI at 3M.