金融时报专栏作家莎拉·奥康纳在其新书中探讨了技术变革对基层员工的影响，指出人工智慧并未如宣传般释放人类的创造力，反而使部分员工感觉自己变得更像机器。例如，亚马逊仓储员工在机器人协助下工作节奏更加紧凑且感到孤立，而翻译人员则被迫以更低廉的价格和更快的速度修改机器翻译的内容。

研究表明，技术引进的成功关键在于赋予员工自主权，让他们自行探索与决定如何使用这些新工具。当管理阶层强行围绕机器的优缺点重新设计工作，而非考虑人类的需求时，员工往往会沦为填补人工智慧缺陷的「机器保姆」，从而降低了工作的满意度与价值。

奥康纳在个人工作中也对人工智慧保持审慎态度，她仅将其用于寻找文献等研究辅助，但坚持亲自阅读完整内容以保持大脑活跃。这种做法呼应了她的研究结论：唯有在劳资双方通力合作、而非由上而下强制命令的模式下，人工智慧的转型才能为企业和员工带来双赢。

In her new book, FT columnist Sarah O'Connor explores the impact of technological transformation on frontline workers, noting that AI has not freed human creativity as promised, but has instead made some workers feel more like machines. For instance, Amazon warehouse workers face a faster, lonelier pace alongside robots, while translators are forced to edit machine outputs at a quicker speed for lower pay.

The research shows that successful technology implementation depends on giving workers control over how and when to use these new tools. When management forces redesigned roles around machine capabilities rather than human strengths, workers end up as "babysitters" for AI to fix its inadequacies, reducing job satisfaction and meaning.

O'Connor also adopts a cautious approach to AI in her own work, using it only for research assistance like finding papers, while insisting on reading them herself to keep her brain active. This practice reflects her core finding: tech transformations succeed best when implemented through collaboration with workers rather than top-down mandates.