In settings where human decision-making relies on AI input, both the predictive accuracy of the AI system and the reliability of its confidence estimates influence decision quality. We highlight the role of AI metacognitive sensitivity -- its ability to assign confidence scores that accurately distinguish correct from incorrect predictions -- and introduce a theoretical framework for assessing the joint impact of AI's predictive accuracy and metacognitive sensitivity in hybrid decision-making settings. Our analysis identifies conditions under which an AI with lower predictive accuracy but higher metacognitive sensitivity can enhance the overall accuracy of human decision making. Finally, a behavioral experiment confirms that greater AI metacognitive sensitivity improves human decision performance. Together, these findings underscore the importance of evaluating AI assistance not only by accuracy but also by metacognitive sensitivity, and of optimizing both to achieve superior decision outcomes.

In AI-assisted decision-making, it is crucial but challenging for humans to appropriately rely on AI, especially in high-stakes domains such as finance and healthcare. This paper addresses this problem from a human-centered perspective by presenting an intervention for self-confidence shaping, designed to calibrate self-confidence at a targeted level. We first demonstrate the impact of self-confidence shaping by quantifying the upper-bound improvement in human-AI team performance. Our behavioral experiments with 121 participants show that self-confidence shaping can improve human-AI team performance by nearly 50% by mitigating both over- and under-reliance on AI. We then introduce a self-confidence prediction task to identify when our intervention is needed. Our results show that simple machine-learning models achieve 67% accuracy in predicting self-confidence. We further illustrate the feasibility of such interventions. The observed relationship between sentiment and self-confidence suggests that modifying sentiment could be a viable strategy for shaping self-confidence. Finally, we outline future research directions to support the deployment of self-confidence shaping in a real-world scenario for effective human-AI collaboration.

Across various applications, humans increasingly use black-box artificial intelligence (AI) systems without insight into these systems' reasoning. To counter this opacity, explainable AI (XAI) methods promise enhanced transparency and interpretability. While recent studies have explored how XAI affects human-AI collaboration, few have examined the potential pitfalls caused by incorrect explanations. The implications for humans can be far-reaching but have not been explored extensively. To investigate this, we ran a study (n=160) on AI-assisted decision-making in which humans were supported by XAI. Our findings reveal a misinformation effect when incorrect explanations accompany correct AI advice with implications post-collaboration. This effect causes humans to infer flawed reasoning strategies, hindering task execution and demonstrating impaired procedural knowledge. Additionally, incorrect explanations compromise human-AI team-performance during collaboration. With our work, we contribute to HCI by providing empirical evidence for the negative consequences of incorrect explanations on humans post-collaboration and outlining guidelines for designers of AI.

Imagine if AI decision-support tools not only complemented our ability to make accurate decisions, but also improved our skills, boosted collaboration, and elevated the joy we derive from our tasks. Despite the potential to optimize a broad spectrum of such human-centric objectives, the design of current AI tools remains focused on decision accuracy alone. We propose offline reinforcement learning (RL) as a general approach for modeling human-AI decision-making to optimize human-AI interaction for diverse objectives. RL can optimize such objectives by tailoring decision support, providing the right type of assistance to the right person at the right time. We instantiated our approach with two objectives: human-AI accuracy on the decision-making task and human learning about the task and learned decision support policies from previous human-AI interaction data. We compared the optimized policies against several baselines in AI-assisted decision-making. Across two experiments (N=316 and N=964), our results demonstrated that people interacting with policies optimized for accuracy achieve significantly better accuracy -- and even human-AI complementarity -- compared to those interacting with any other type of AI support. Our results further indicated that human learning was more difficult to optimize than accuracy, with participants who interacted with learning-optimized policies showing significant learning improvement only at times. Our research (1) demonstrates offline RL to be a promising approach to model human-AI decision-making, leading to policies that may optimize human-centric objectives and provide novel insights about the AI-assisted decision-making space, and (2) emphasizes the importance of considering human-centric objectives beyond decision accuracy in AI-assisted decision-making, opening up the novel research challenge of optimizing human-AI interaction for such objectives.

AI assistance in decision-making has become popular, yet people's inappropriate reliance on AI often leads to unsatisfactory human-AI collaboration performance. In this paper, through three pre-registered, randomized human subject experiments, we explore whether and how the provision of {second opinions} may affect decision-makers' behavior and performance in AI-assisted decision-making. We find that if both the AI model's decision recommendation and a second opinion are always presented together, decision-makers reduce their over-reliance on AI while increase their under-reliance on AI, regardless whether the second opinion is generated by a peer or another AI model. However, if decision-makers have the control to decide when to solicit a peer's second opinion, we find that their active solicitations of second opinions have the potential to mitigate over-reliance on AI without inducing increased under-reliance in some cases. We conclude by discussing the implications of our findings for promoting effective human-AI collaborations in decision-making.

In AI-assisted decision-making, a central promise of putting a human in the loop is that they should be able to complement the AI system by adhering to its correct and overriding its mistaken recommendations. In practice, however, we often see that humans tend to over- or under-rely on AI recommendations, meaning that they either adhere to wrong or override correct recommendations. Such reliance behavior is detrimental to decision-making accuracy. In this work, we articulate and analyze the interdependence between reliance behavior and accuracy in AI-assisted decision-making, which has been largely neglected in prior work. We also propose a visual framework to make this interdependence more tangible. This framework helps us interpret and compare empirical findings, as well as obtain a nuanced understanding of the effects of interventions (e.g., explanations) in AI-assisted decision-making. Finally, we infer several interesting properties from the framework: (i) when humans under-rely on AI recommendations, there may be no possibility for them to complement the AI in terms of decision-making accuracy; (ii) when humans cannot discern correct and wrong AI recommendations, no such improvement can be expected either; (iii) interventions may lead to an increase in decision-making accuracy that is solely driven by an increase in humans' adherence to AI recommendations, without any ability to discern correct and wrong. Our work emphasizes the importance of measuring and reporting both effects on accuracy and reliance behavior when empirically assessing interventions.

Today, companies are faced with two enormous challenges: complexity coupled with an ever-increasing speed of change. Technology like artificial intelligence (AI) can help to overcome those challenges. These technological advancements are automating, augmenting and combining human intelligence and the power of decision intelligence to enable smarter and more efficient decision-making processes. Ronald van Loon is a paretos partner and has used the decision intelligence platform to support key business decisions. Businesses must maintain a heightened awareness of ever-changing circumstances and real-world scenarios, analyze these perspectives and information, and act with timing.