麦肯锡-人工智能无法取代的事物 以及这对价值的重要意义 What AI cant replace-and why it matters for value

October2026

McKinsey

&Company

People&OrganizationPractice

WhatAIcan't

replace—andwhyitmattersforvalue

Almaybedeepeningourcrisisofconnection,saysStanfordresearch

psychologistJamilZaki.Managingchangewithempathyhelpsleadersbuildtrust,strengthenrelationships,andgetthemostoutoftheirAlinvestments.

AIcanhelpusgetourworkdonefaster.Butareweactuallyhappier?“Mostadultsspendmostoftheirwakinghoursattheoffice,andrightnow,manyofthemaren’tenjoyingthatatall,”

accordingtoStanfordresearchpsychologistJamilZaki.InthisepisodeofMcKinseyTalksTalent,ZakijoinsMcKinseytalentexpertsBrookeWeddleandBryanHancock,alongwithGlobal

EditorialDirectorLuciaRahilly,totalkabouttheeffectsofAIonemployees—andwhatempathicleadersdodifferentlytostrengthenworkplaceconnectionsandrealizegrowth.

Thefollowingtranscripthasbeeneditedforclarityandlength.

Whyisempathyhavingamoment?

LuciaRahilly:Everyoneseemstobetalkingaboutempathy.Whyisithavingitsstarturnrightnow?

JamilZaki:I’vebeenstudyingthistopicforalmost25years,andempathyhashadmany

momentsoverthattime:someinwhichpeopleloveit,andothersinwhichtheyreallydon’t.Onereasonit’shavingamomentinthisdecadeisthatwe’relonelier.Aglassofwatermightbetheleastinterestingbeverageontheplanet,butifyou’vebeenhikingthroughthedesertfor12

hours,it’sthemostinterestingthingonEarth.Sincethepandemic,manyofushavefeltan

increasingsenseofisolationanddisconnection.Whenyoufeelthat,analarmsystemgoesoffinyourmind:“HowcanIfindagreaterdegreeofconnection?”Empathyisonepowerfultooltodojustthat.

LuciaRahilly:Wespokeaboutempathyacoupleofyearsagoonthispodcast.Revisitingthatconversationbriefly,talktousaboutthevalueofempathyandhumanconnection,which,asyou’vesaid,isdiminishing.

JamilZaki:Intheworkplace,wecanmaketwopowerfulcasesforempathy.Thefirstisahumancase.Mostadultsspendmostoftheirwakinghoursattheoffice,andrightnow,manyofthem

aren’tenjoyingthatatall.Engagementatworkhasplummetedinthepastseveralyears,and

connectionhas,too.Whenleadersandcolleaguesconnectwithus,makeusfeelunderstood

andcaredfor,wefeelbetter.Ourhappinessrises,andourmentalhealthimproves.Forexample,peoplewhofeeltheircolleaguesareempathiccallinsickforstress-relatedillnesseslessoften.That’sthehumancase:Wecanbebetterforoneanotheratwork.

There’salsoabusinesscase.Whenpeoplefeelconnected,theydoalotbetteratwork.

Disengagementcoststheglobaleconomyabout$10trillionayear,soanythingwecandotomakepeoplefeelmoreconnectedtotheirworkiseconomicallypowerful.Whenpeoplefeel

caredforbytheirleaders,they’realsomorelikelytotakecreativerisks,toinnovate,toshareinformationandskillswithcolleagues,andtocollaboratemoreefficiently.Connectionatwork,althoughfartooscarce,ispowerfulatmultiplelevelswhenwecanbuildit.

WhatAIcan’treplace—andwhyitmattersforvalue2

WhatAIcan’treplace—andwhyitmattersforvalue3

‘Whenpeoplefeelconnected,theydoalotbetteratwork.’

Theone-twopunchhittingjunioremployees

BrookeWeddle:OnethingI’venoticedlatelyinmyworkwithorganizationsishowoftenthe

word“anxiety”comesup,mostlyrelatedtoAI.SomanypeoplefeelnervousabouthowAIwill

affectthemandtheirjobs.Asyouseetheroleofsocialcapitalplayout,aretherecertaingroupsbeingimpactedmore?Comingoutofthepandemic,ourresearchshowedthatsocialcapitalwaslower,especiallyamongwomenandjunior-levelemployees.Areyouseeingsimilartrendsnowacrossdifferentgroups?

JamilZaki:Absolutely,andthegroupIseeitinmostisyoungeremployees,peopletryingto

entertheworkforceorrisefromtheirfirstpositiontoasecondone.ThesearethefolkswhofeelquiteunsaferightnowbecauseAIisgenerallyreplacingjuniorrolesmuchfasterthanit’s

replacingseniorones.Youngpeoplefeelthatthecareertheythoughtthey’dhave—notten

yearsago,buttwoyearsago—isdisappearingbeforetheireyes.That’screatinganenormous

amountofpsychologicalunsafetyandanxiety.TherewasarecentlongitudinalstudyfindingthataftercompanieshavebigAIrollouts,theiremployees,especiallyjunioremployees,becomemoredepressedbecauseofalackofpsychologicalsafety.Andthroughthis,yougetarealbacklash

amongpeoplewhodon’twanttoparticipateinarevolutionthat’sreplacingtheirjobsandtheiropportunities.

BrookeWeddle:It’salmostasifsomeofthoseyoungeremployeeshavebeenhittwice,oncebythepandemic,wheretheylackedconnection,andnowagainwithAI.It’shardtogetonasolid

footingandadvanceinyourcareeraftertwoshockslikethat.

BryanHancock:I’malsoseeingthiswithmyclients.Entry-levelemployeesarenomore

engaged—ifanything,theyarelessengaged—thanthey’vebeenbefore.Butturnoverisalsodown.OneofthethingsI’vebeentalkingtothemaboutishowtheyleanintotheirmanagers.Howdoyouhelpmanagersbemoreempathetic,morepresent?Itcomesbacktohuman-to-humanconnectionandreinforcingthatwithentry-levelemployeessotheyfeel

comfortable—and,insomecases,comfortablerecognizingthatadifferentpathmightmakemoresenseforthem.

JamilZaki:It’sinterestingthatwhatyouhaveislowturnoverandlowengagement.Typically,

thoseareanti-correlated.Nowpeoplearebringingtheirbodiestowork,butmaybenotalltheirminds.You’remakingagreatpointthatthisis,infact,theexacttimetogiveempathyabigger

WhatAIcan’treplace—andwhyitmattersforvalue4

moment.It’snotnecessarilyintuitivethatthistechnologicalchangeshouldrequiremoreempathy,butitreallydoes.

Middlemanagersaretheambassadorsofanorganization’sculturefortheseyounger,more

juniorfolks.Nowisthetimetobringempathytrainingandupskillingonhumanconnectionto

thatlayeroforganizations,especiallybecausejunioremployeescannowgettheknowledge

managersholdfromAI.Youhavetoask,inthismoment,whatpartofamanagerisleast

replaceable?Tome,it’shavingahumanbeingwhocaresaboutyou,whoknowsyou,andwhoisonyourside.ThoseskillswillmattermoreduringtheAIage,notless.

TherewasareportfromWorkdayonhumanconnectionintheworkplace.ItfoundthatpeopleusingAIfeelmoreefficientandmoreconfidentintheirroles.Butthepredominantusecase,

citedby76percentofemployees,wasn’tmakingworktasksmoreefficient.Itwasgetting

advice,includingonhowtointeractwithcolleagues.Andthatcoincidedwithpeoplefeelinglesscomfortableturningtotheirhumancolleaguesandmentorsforthesameadvice.

CanAIenableconnection?

BrookeWeddle:We’veseenthatplayoutwithcoaching,too.Peoplearemorecomfortable

beingcoachedbyabotbecausethebotdoesn’tjudgethem.Youwroteafascinatingarticle

aboutwhatwecanlearnabouthumanconnectionandempathyfromAI.Tellusmoreaboutthat.Mythinkingisthatitcanonlygosofar.Therearethingswecanlearn,likethelisteningand

playing-backtechniquesAIuses,butthereareshortcomingsthatonlyhumanscanaddress.

JamilZaki:Whenthesetechnologiesfirstexplodedontothescene,peopleinmycorneroftheworldwhostudyempathyandconnectionstartedrunningstudiestoseehowempathicpeopleperceiveAItobe.ThepredominantmodeliswhatyoucouldcallanemotionalTuringtest:You

writeaboutsomethingthat’sbotheringyouandreceivesupportfromtwodifferentchats(one

human,onebot)withoutknowingwhichiswhich.Youratehowempathiceachis,howsupportedyoufeel,andhowmuchbetteryoufeelafterward.

Wewereastonishedbytheresults.Chatbotsrancirclesaroundhumanstrangersonempathic,supportiveresponses.Anditwasn’tjusthumanstrangers;theyoutperformedcounselors.Theyoutperformedphysicians.Andwhyshouldn’tthey?AIhasnothingbuttimeandenergyforyou.Itsresponsesarelong,andit’strainedontheentiretyoftherapythat’severbeenrecorded.Itunderstandstechniqueslikeidentifyingyouremotions,repeatingbackwhatyousaid,and

validatingyourexperience.Humanbeingsareimperfect.Whenpeoplecometouswiththeirproblems,wetendtojumptogivingadvice,tryingtosolvethem,orworse,talkingabout

ourselves.AIavoidsthosepitfalls,whichiswhyit’softenviewedasmoreempathic.

Butthere’saparadox.Whenyoutellpeoplearesponsecamefromachatbot,theydon’tlike

havingbeensupportedbyamachine.Theymuchpreferempathicresponsesfromaperson,andIthinkthat’sforareason.Empathyisn’tjustaboutsayingtherightthings;it’sabout

WhatAIcan’treplace—andwhyitmattersforvalue5

experiencingemotionalongsidesomeoneandgenuinelycaringabouttheirwell-being.AIcanlooklikeitunderstandsus,butitcan’tfeelanything—atleastnotyet—anditdoesn’tgenuinelycareaboutus.Overthelongterm,receivingsupportfromchatbots(evenveryhigh-quality

support)leavespeoplefeelinglonelierthantheywerebefore.

LuciaRahilly:Iwanttobelievethat,buthowdoyousquareitwiththeriseofsyntheticrelationships?

JamilZaki:There’sabundantevidencethatconnectingwithhumanbeings,evenrandom

strangers,ismorepsychologicallynourishingthanconnectingwithachatbot.Thatsaid,

connectingwithachatbotisfareasier.It’sfrictionless.Chatbotswillsupportyoureveryidea,tellyouyou’reagenius,andifyouhaveaconflictwithsomeone,tellyouyou’realwaysintheright.They’reobsequious,sycophantic.Andtheycan’tghostyou.Thesamewayhyperprocessed

caloriesareeasytocomebyandsometimestastegoodbutaren’tnourishing,AIandsyntheticrelationshipsareabundant.Theygiveusadopaminehitoffeelingapprovedof,ofnottaking

risks,butdotheynourishus?That’sanopenquestionlongterm.Intheshortterm,itappearstheydon’t.

LuciaRahilly:Dotheyteachusanythingabouthowtotreatpeopleempathically?

JamilZaki:Yes,andIthinkpeoplearelearningtheexactwrongthings.First,letmebeclear:AIisanastonishingtechnologywithincredibleupside,includinghelpingpeopleconnectwithoneanothermoreeffectively.ButtherewasafascinatingstudyoutofStanfordfindingthatwhen

peopletalkedaboutaconflictwithasycophanticAIbot,theywerelesslikelytosaytheywantedtomakeupwiththeotherpersonorapologize.Iftheyinsteadinteractedwithabotthat

challengedthem,theyweremorelikelytowanttomakeupwiththeperson,butlesslikelytowanttointeractwiththatbotagain.Peopleliketobeapprovedofandpraised.Butwhattheylearnfromsycophanticbotsis“Iwasrightallalong,andIdon’tneedtomakeamends.”That’stheexactwronglesson.

BryanHancock:Isthereasettingweshouldallenterintoourchatbotpreferences,suchas,“Don’ttellmeI’malwaysright?”

JamilZaki:Thisisexactlywhatresearchersinthesestudiesdo.Theysetbotstobesycophantic,neutral,orchallenging.Thechallengingbotshavetwopositiveeffects.One,theymakeusmoreopentootherpeople’sopinionsandperspectives.Two,theymakeuslessinclinedtostayontheplatform.Ifabotischallenging,you’remorelikelytothink,“OK,Igetit.NowI’mgoingtogo

becauseyou’restressingmeout,butIseetheerrorofmyways.”That’stheexactoppositeof

whatmostfrontierlabsaretryingtodo;theyoptimizeforengagement,forwhatwillkeeppeopleontheplatformaslongaspossible,notforpeoplelearningfromtheirproductsorreconnectingwithotherpeople.

Myownsettingsaresimple:Don’tbemeantome,butdoshowmetheothersideoftheargumentI’mmaking.Itworksveryeffectively,andIthinkallofuscoulddothesame.

WhatAIcan’treplace—andwhyitmattersforvalue6

‘Empathyisn’tjustaboutsayingtherightthings;it’saboutexperiencingemotionalongsidesomeoneand

genuinelycaringabouttheirwell-being.’

ImprovingAIadoptionwithoutlosingtrust

BrookeWeddle:Rightnow,though,manycompaniestalkaboutagentsasifmoreagents

equalsmoreimpact,andthat’ssimplynottrue.Feweragents,deployedstrategically,especiallyaspartofalarger,reimaginedworkflow,isamuchmorestableandviablepathtovalue.

JamilZaki:That’sright.There’sthiskitchen-sinkapproachalotofcompaniesaretakingtoAIdeployment,andIgetit.It’saonce-in-a-centurytechnology,everybodyelseseemstobeusingit,youhaveFOMOasaleader,soyousay,“WemusthaveAI.”

BrookeWeddle:Andyourboardisaskingyou,“WhatareyoudoingonAI?”

JamilZaki:Exactly.Shareholdersandboardmembersareexertingenormouspressureonyoutoshowyou’redoingsomething.Butsometimesspeedistheenemyofeffectiveness.We’reseeingthatacrossalotofcompanies,whereAIisbeingdeployedhaphazardlyontheassumptionthat

moreequalsbetter.AndleadersaretryingtodeployAIwithoutcommunicatingclearlywithemployeesaboutwhatitmeansforthem.If,inhastetodeployasmuchasyoucan,youloseyouremployees’trust,I’dstronglysuspectthat’sanetnegativeforproductivity,notanet

positive.

BryanHancock:OnethingIfindinterestingishowyoustarttocontrolcommunicationsasa

leaderwho’srollingthisoutandknowstrustisimportant.I’veseenoneorganizationfeedeveryspeechaleaderhasmadethroughAItodeterminewho’soffmessage.It’susingAItoreinforcetrustbymonitoringleaders’communicationsandfeedingback,“Ifyou’retalkingaboutitthis

way,thatmaynotbeoptimal.Reframeit.”

JamilZaki:That’safascinatingusecase:AIintheroleofacoachratherthanacrutch.Ifwe’re

usingAItojustwritethespeech,that’smoreofacrutch,andifemployeesknewtheirleaderwasjustreadingoffabottranscript,thatwoulddecreasetrust.Butifyou’reusingitatatoplevelto

WhatAIcan’treplace—andwhyitmattersforvalue7

say,“Here’sonethingthat’smissing—I’llleaveittoyoutofigureouthowtogetbackon

message,buthere’sanalarmsignal,”that’smoreinthechallengingframeworkthanthe

sycophanticone.Itstrikesmeasapositiveusecase,solongasAIisn’tusedtoscriptexactlywhataleadersays,butrathertopointthemtowardwheretheyshoulddirecttheirhuman

energy.

BrookeWeddle:Howdoyoubuildtrustinanenvironmentwheresomepeoplewillgenuinelyneedtoreconcilewiththeirrolefundamentallychanging—orgoingaway?

JamilZaki:Technologicalshockswillalwayschangetheworkforce.WhatI’veseenalotof

duringAIrolloutsissilencefromleaders.TheyrolloutAI,andtheimplicationisthatpeoplewillbereplaced,butnoonesaysso.That’sagreatwaytodestroytrust,notonlyamongpeoplewhomightlosetheirjobs,butamongthepeoplewhostay.Ifyoulaidoffabunchofpeopleanddidn’ttellanyoneanythingaboutit,andyouweren’tlaidoff,youcouldstillbenext.Soyoumightbe

lookingfortheexits.

It’scriticaltocommunicateasclearlyandasearlyaspossibleaboutpotentialimpacts.Onvoice,lettingpeoplespeakupabouttheirexperienceandhowtheythinktheycanworkwithAIis

useful.Intermsofsupport,iflayoffshavetohappenbecauseofAIefficiencygains,wecanthinkabouthowtosupportpeoplethroughthem.There’sevidencethatlayoffshandledwith

proceduraljusticegeneratelessbitternessamongthosewhoarelaidoffandlessofamoralehitforthepeoplewhostay.

BryanHancock:Withinanorganization,whowouldyousaybestholdsthekeystoproceduraljustice?

JamilZaki:Ultimately,it’stheCEOandtheentireC-suite.Onequestionthatwillalwayscomeupiflayoffsoccuriswhethertheorganization’sleaderslookedforalternatives.Didtheythinkaboutretrainingpeoplewhomightbelaidoff,oraboutwaystouseaugmentationacrossthefirm?Iftheydid,thoselayoffswillbeperceivedverydifferentlythanifitappearedthat

leadershipwasjustlookingforawaytodownsize.Inthatcase,theCHRO[chiefhumanresourcesofficer]islefttryingtoreframeallofitthroughthelensofproceduraljustice.

AreCEOstakingempathyseriouslyenough?

LuciaRahilly:Ithinkwe’dallagreethatempathyandhumanconnectionareaplus.ButCEOsaren’texactlyencounteringempatheticshareholdersonearningscalls.HowseriouslydoyouthinkCEOsaretakingthis,giventhecomplexityofthecurrentoperatingenvironment?

JamilZaki:There’swhatI’mseeingandwhatIwishIwasseeing.Businessolverrunsayearly

StateofWorkplaceEmpathysurveyofCEOsandtheiremployees.They’vedoneitfortenyears.CEOssaidtheydidn’tthinkempathywasasimportantastheydidjustoneortwoyearsbefore,andtheyreportedhavinglesstimetoconnectwiththeiremployeesashumanbeingsthanthey

WhatAIcan’treplace—andwhyitmattersforvalue8

didoneortwoyearsbefore.I’mnotsayingonecausedtheother,butthistechnological

advancementiscoincidingwithadecreasedinvestmentinhumanbeings,accordingtothe

survey.MaybeCEOsarefeelingshareholderpressureandthinking,“It’stimeforAI,nottimeforpeople.”Inmyestimation,that’samajormistake,bothatthehumanlevelandatthelevelofAIrolloutsandbusinessitself.

Asweseeinmanysurveysandstudiesnow,whenemployeesdon’tfeeltheirleaderscarefor

them,they’relesswillingtoinnovateandtousenewtechnologies.There’samassivegap

betweenwhatCEOsthinktheiremployeesaredoingwithAIandwhat’sactuallyhappening.

FortypercentofexecutivesinanothersurveybelievedtheaverageemployeeattheirfirmhadsavedatleasteighthoursaweekthroughAI,buttwo-thirdsoftheirownemployeessaidthey’dsavedtwohoursaweekorless.IfyoupressurepeopletouseAIwithoutempathizingwiththemorbuildingarelationshipwiththem,theyuseitinsuboptimalways,producingworkslop:low-

quality,low-effortoutputthattakespeoplemoretimetoworkwith.

Inanothersurvey,44percentofGenZemployeesadmittedtopurposefullysabotagingtheirorganization’sAIrollout.SoCEOs,inmanycases,mightbecavingtothepressureofspeed,whichmighthurttheminthemediumtolongterm.

BrookeWeddle:Ithinkthetideisalreadyshifting.Acoupleofthingsarecomingtogether.First,there’smorefocusonthevalueofAI,putsaspotlightonusesofAIthataremoreintheslop

categoryversusthosethattrulyaddvalue.Second,moreresearch,includingyourown,shows

thattrustisfoundational.InarecentreportonorganizationalreadinessforAI,McKinseyalso

foundthattrustwasafoundationalelement.Insomewaysitsoundsobvious,butitwasn’ta

centerpieceofmanyAIstrategiesoverthepastcoupleofyears.Idon’tthinkI’mbeing

PollyannaishwhenIsayIseethingsstartingtoshiftinthedirectionyou’dwant,becauseofboththeeconomicsandthefeedbackonthepreviousapproach.

JamilZaki:That’sveryencouragingtohear,Brooke,andit’sastonishinghowquicklythisisall

changing.Itfeelslikewe’reinthethirdgenerationofAIadoption,eventhoughit’sbeenjusta

fewyears.Thedataareveryclearthatwhenpeoplefeelpsychologicallysafe,theyinnovate

more.Thesamegoesforempathy.Ifyoufeelyourleadershaveyourback,yougettotakemorerisksandbemorecreative.WhenyoulookatcompaniesproducingrealAImaturity,it’sbecausethey’reaskingemployeestobetheirbestselvesusingthistechnology,ratherthanthreateningthem,silentlyorotherwise,withreplacement.

WhatAImeansforGenZ

LuciaRahilly:YoumentionedGenZsabotagingtheirorganization’srolloutefforts,anditmademewonderifthere’sagenerationalcomponenttoempathicexpectations.DoGenZemployeesexpectsomethingdifferent,andifso,howshouldthatbenavigated?

JamilZaki:Absolutely.Businessolverhasfound,yearafteryear,thatGenZemployeesplace

WhatAIcan’treplace—andwhyitmattersforvalue9

‘There’samassivegapbetweenwhat

CEOsthinktheiremployeesaredoingwithAIandwhat’sactuallyhappening.’

greaterimportanceonleaders’empathythanGenXoroldergenerationsdo.They’realsomuchmorelikelytobedisappointedintheamountofconnectiontheyfeelatwork.It’salsotruethatGenZislonelierasagenerationoverall,notjustintheworkforce,thanoldergenerations.So

youseebothsocialhungerandsocialdisappointmentinthatgroup.

Ifeelalotofconcernforyoungerpeopleintheworkforcenow.Itmustbesuchadifficulttimetochartyourfutureandcareerwithsomuchuncertaintyanddisconnection.It’suptoleaders,up

toourgeneration,tofigureoutthebestwaytosupportyoungerpeople.

LuciaRahilly:AImakesusallfeelwearebeingdisrupted.We’reallhavingtorethinkwhatwedoandhowwedoit,whichchangesthetraditionalpowerhierarchytosomedegree.Doesithelp

thatwe’regoingthroughthiswithyoungpeopleatthesametime,ratherthanthetraditional“here’showit’sdone”approach?Doesthatconducetoempathiclearning?

JamilZaki:Itdependsonwhetherwe’reactuallygoingthroughthesamething,andwhetherwe’reclearaboutthewaysweareandaren’t.Irecallearlyinthepandemic,leaderswouldsay,“We’reallinthesamestormtogether,”andemployeeswouldsay,“Yeah,wemightbeinthe

samestorm,butyou’reinagiantyacht,andI’mina50-year-old,12-footsailboat.”

Yes,wewereallgoingthroughthedisruption.Butifyou’realeader,youhavejobsecurity,

maybetheresourcestohireextrachildcare,maybeyouliveclosetoeverywhereyouneedtobe.Ifyou’reanearly-stageemployee,youmightnothaveanyofthat;yourvulnerabilitiesaremuchgreater.SoIacceptthespiritofwhatyou’resaying,andIthinkit’spowerful.Weareallgoing

throughthischangetogether.Butit’simportantnottooverusethelanguageofsimilaritywhenwemightbeexperiencingthisdisruptionverydifferently.

BrookeWeddle:Howarefour-yearinstitutions,whetherbig,iconicschoolslikeStanfordornot,helpingcreatetheconditionsforthat?

JamilZaki:There’sbeenextremedivergenceinhoweducatorshaverespondedtothis

revolution.Alotofmycolleagues,especiallyincomputerscienceandengineering,arehelping

WhatAIcan’treplace—andwhyitmattersforvalue10

‘Ifyoufeelyourleadershaveyourback,yougettotakemorerisksandbemorecreative.’

studentsuseAIinalltheirprocessestobemoreefficient.Thistechnologyhasforcedmeand

manyofmyfriendstoquestionwhatcollegeisfor.Ifyouthinkofcollegeasjusttransmitting

informationfromyourheadintosomebodyelse’s,youshouldcloseallthecollegesnow,becausethatinformationisavailabletostudentswheneverandinwhateverformattheywant.

Iseecollege,andalwayshave,asaplacetolearnwhoyouareatadeeperlevel,andtopracticecertainkindsofdeepthinking.I’mbiasedasanauthor.Ithinkwritingisanextraordinarily

powerfulwaytothinkandbecomeabetterthinker.Soinallmyclasses,I’veessentiallyoutlawedtheuseoftechnologyforwriting.Mylecturehallsaretechfree;studentstakenotesbyhand.Inmyseminars,Igive