AI is now embedded in healthcare, finance, policy, and many other domains, yet genuine human-AI synergy - combined performance that exceeds what either party achieves alone - is uncommon. Meta-analyses show that AI assistance tends to improve human performance compared to working alone, but studies finding true synergy are scarce. We call this persistent shortfall the synergy gap. Most current work treats human-AI combination as an engineering problem and concentrates on interpretability, trust calibration, or interface design. These matter, but they cover only part of what determines whether combination works. Closing the synergy gap, we argue, requires explicit engagement with a wider design space. We map that space through six interconnected elements: sociotechnical context, decision-making frameworks, human decision participants, AI capabilities, interaction, and holistic evaluation. For each element, we describe what it covers, how it shapes the others in practice, and what it implies for design. The result is a shared vocabulary for practitioners building hybrid systems, an analytical lens for researchers studying combination patterns, and a starting point for evaluators interested in the full quality of human-AI decision-making rather than accuracy alone.
As generative and agentic AI becomes embedded in everyday products, practitioners face a persistent challenge: how to design human-AI coordination -- the ongoing mutual adjustment between users and AI systems as mediate through interfaces-that supports usability, trust, and safety. Existing resources offer high-level principles ("be transparent," "maintain user control") or low-level UI patterns, but there is a lack of mid-level design knowledge bridging the two. Through landscape and artifact analysis of 60 commercial AI applications, we introduce a framework defining human-AI coordination as the interplay of three dimensions: salience (how prominently AI is presented), involvement (what users can do to engage AI), and activity (what AI actually does). We contribute mid-level tools including coordination zones (done-for-me, done-under-me, done-with-me, done-without-me), an input taxonomy (prompted, sparked, inferred, layered), coordination curves for mapping user journeys, and design patterns demonstrating the generative capacity of the framework. The framework can be applied generatively to design experiences, analytically to evaluate existing ones, and communicatively to articulate ideas across stakeholders.
James Pierce, Vaiva Kalnikaitė, Siddharth Gupta +1
Automated AI agents are increasingly capable, yet many scientific and professional tasks require human judgment and contextual expertise. We use simulated shared-workspace human-AI teams as a controlled testbed for studying how collaboration structure shapes team behavior. Using the Collaborative Gym environment with tasks from DiscoveryBench, we vary team compositions and collaboration structures across 1,482 sessions. We find that adding additional collaborators can lower performance when coordination structure is absent. We then evaluate collaboration scaffolding that combines shared group memory with simulated human-in-the-loop (HITL) gates, where selected actions require approval from a designated simulated participant. This scaffolding improves performance, most clearly in three-person teams, with clearer responsibility signals and stronger routing of expertise to team actions. Overall, our results suggest that coordination structure is central to whether available capability improves team outcomes.
Artificial intelligence (AI) has been applied across educational contexts to support learning. One approach to such support is "human-AI collaboration" (also termed "hybrid intelligence"), where human(s) and AI components interact to promote human learning. However, as in human-to-human computer-supported collaborative learning (CSCL), unstructured interaction does not necessarily produce an effective learning experience. This paper reports a systematic literature review of empirical studies (N=62) on human-AI collaboration and hybrid intelligence for learning support. The review characterizes collaboration processes, their structures, and contexts of application. It also extracts emerging design knowledge and research gaps. Researchers and technology designers can use these findings as a starting point for structuring more effective AI-enhanced technologies for collaboration, in educational practice and future research.
Luis P. Prieto, Juan I. Asensio-Pérez, María Jesús Rodríguez-Triana +2