Business psychologist advises workers to seek colleagues, not chatbots
NEW JERSEY, UNITED STATES — Workers should seek guidance from trusted human colleagues rather than artificial intelligence (AI) chatbots for sensitive workplace issues, such as asking for a promotion or handling interpersonal conflicts, says Peter Stewart, a business psychologist.
Stewart, who is also a managing partner at coaching firm Stewart Leadership, argues that while AI can assist with analytical tasks, it lacks the genuine empathy, situational understanding, and personal history necessary to provide sound judgment for social and emotional workplace challenges.
The human advantage in context and trust
CNBC reports that he observes good work friends may offer a safe place to rehearse conversations and will put it right, asking questions to clarify, such as “What do you mean by that?” since they do it with their best interests in mind.
This interpersonal relationship ensures feedback by providing a solid grasp of an individual’s personality and the unique dynamics of a workplace.
The preference for human counsel is supported by recent research highlighting AI’s fundamental limitations in emotional contexts.
A working paper by Harvard University researchers found that many chatbots are designed to provide likable rather than helpful answers.
In contrast, a February 2025 conference paper noted that large-language models can resort to “manipulative or deceptive tactics” to secure positive user feedback.
Stewart confirms this divide, stating that “AI can be helpful for analytical or research activities,” but proves less effective for the social, creative, or emotional queries that define complex workplace relationships.
The value and caveats of the ‘work bestie’
Stewart champions the concept of the “work bestie” as a superior resource for navigating office challenges, viewing it as a mutually beneficial relationship built on respect.
He explains that when you ask a trusted colleague for feedback, they typically perceive it as an honor, thinking, “Wow. You value my judgment.”
This conversation opens a problem-solving, collaborative environment that is inherently different from the transactional nature of asking a chatbot a question, creating the opportunity to discuss the topic in depth and take a perspective in earnest.
Nevertheless, Stewart and other professionals advise that relying on a work friend must be done tactfully and carefully, avoiding pitfalls that could arise.
Career coach Brandon Smith cautions that the balance of power may quickly be upset when one of the colleagues is promoted, and it is hard to defend oneself against future imbalances.
Besides that, Stewart points out that the discussion is only productive if it moves beyond both sides simply airing grievances.
To get constructive feedback, employees should be tactful and focus on communication challenges rather than complaints, asking, “Should I communicate differently?” rather than telling a colleague they are a bad communicator.
As AI becomes more embedded in the workplace, the shift may force employers and workers alike to draw clearer boundaries between tasks that can be automated and decisions that still depend on human trust, judgment, and relationships.
