As artificial intelligence reshapes industries, economies, and daily life, a profound shift is underway in how we approach creativity. Jeremy Utley, an adjunct professor at Stanford University, offers a compelling vision in a recent EO video: AI is not just a tool but a teammate capable of amplifying human ingenuity. His insights, drawn from 15 years at the intersection of creativity, innovation, and now AI, challenge us to rethink our relationship with this transformative technology. Utley's perspective underscores a critical truth for policymakers, business leaders, and individuals: AI’s potential to enhance creativity hinges on how we engage with it.
Utley’s anecdote about Winston Churchill dictating speeches from a bathtub, assisted by a secretary attuned to his voice and intent, sets the stage. Today, AI makes such assistance accessible to all, from Palo Alto’s poorest to global professionals. This democratization of creative support is revolutionary. Yet, as Utley notes, less than 10% of professionals are reaping meaningful productivity gains from AI, despite its ability to boost speed by 25% and quality by 40%. This “realisation gap” demands attention. Why are so few harnessing AI’s creative power?
The answer lies in mindset. Utley’s research reveals a stark divide between those who treat AI as a mere tool and those who view it as a teammate. The former settle for mediocre outputs, tweaking or discarding them. The latter coach AI, provide feedback, and—crucially—let it ask questions. By flipping the dynamic from “I ask, AI answers” to a collaborative dialogue, outperformers unlock novel solutions. Consider Utley’s example of a difficult workplace conversation: AI can role-play, build a psychological profile of a colleague, and offer feedback. Such applications transcend traditional tool use, fostering creative outcomes that surprise even seasoned experts like Utley.
A striking case study illustrates this potential. Adam Rymer, a backcountry ranger at Glen Canyon National Park, attended Utley’s AI training. Frustrated by days of paperwork to replace lodge carpet tiles, Rymer built an AI tool in 45 minutes that slashed the process to moments. Shared across 430 national parks, this tool is projected to save 7,000 days of labor annually. A non-technical ranger, with basic training, achieved system-wide impact. This is the power of treating AI as a teammate: it empowers ordinary professionals to drive extraordinary change.
Yet, Utley’s findings also raise concerns. His studies show AI can make people less creative if used poorly. Underperformers, fixated on early solutions, fall into the trap of “satisficing”—settling for good enough. AI makes “good enough” easier than ever, but true creativity, as a seventh-grader in Ohio aptly defined, is “doing more than the first thing you think of.” To achieve world-class results, users must prompt AI for volume and variation, investing time to sift through diverse outputs. This disciplined approach, akin to what Utley calls the “inspiration as a discipline” mindset of creative giants like hip-hop artist Lecrae, is what differentiates the exceptional from the adequate.
For Washington, these insights carry weighty implications. As AI adoption accelerates, policymakers must prioritize education to bridge the realization gap. Basic training, like that provided to Rymer, can unlock vast productivity gains across public and private sectors. Workforce development programs should emphasize collaborative AI skills, teaching non-technical workers to treat AI as a teammate. Meanwhile, businesses must foster cultures that reward creative risk-taking over quick fixes, ensuring AI amplifies innovation rather than stifles it.
Utley’s call to “work with AI, not use it” is a rallying cry for creators. Far from a threat, AI is a catalyst to unleash latent human potential. Every individual, he argues, possesses innate creative capacity. By bringing unique experiences, perspectives, and inspirations to AI collaborations, we can achieve differential outcomes. The National Park Service’s 7,000-day labor savings began with one ranger’s frustration and a 45-minute experiment. Imagine the possibilities if millions embraced this mindset.
As AI reshapes our world, we stand at a crossroads. Will we settle for “good enough,” or will we lean in, as Utley urges, to unlock unprecedented creativity? The choice is ours—and the stakes are nothing less than the future of human innovation.
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