Don't Leave Your Users Behind: Human Factors and Moore's Law

Don't Leave Your Users Behind: Human Factors and Moore's Law

Linnea Holm
Human Factors Engineer 

Illustration of Moore's law with LLM models

Image credit AI Digest; Stylistic adjustments made

Crawl-Walk-Run

“Human factors for an unmanned product?” As a human factors practitioner, I’ve been met with this incredulity more than once. I understand the disconnect: marketers, politicians, and businesspeople have promised a paradigm shift in which unreliable humans are removed from systems by flawless technology. One may expect that as products– medical, personal, and defensive alike– become more computation-reliant, they will require less human intervention and thus will be less susceptible to errors. In reality, every product life cycle involves a crawl before a run. Too many companies are making the mistake of optimistically turning a blind eye to the fact that computerization, whether in the form of algorithmic detection or AI, cannot currently complete system-level tasks to the same level of performance as a person (Xu et al., 2025), and a human touch is still required to facilitate functioning. An HF Designworks blog post from August 2026 further discusses the continued value of humans to systems.

Rapid Changes

Technology has been rapidly changing, reaching an exponential rate of evolution in the past few decades. In 1980, if someone wanted to tell their partner they would be late coming home from work, they would call home by pressing the numbered buttons on the base of the office’s landline telephone. Sixteen years later in 1996, the same person would complete the same task on their personal mobile phone by removing it from their briefcase, extending the antenna, and pressing the numbered buttons to reach their home. In 2004, they would accelerate this process by pulling their cellphone from their pocket, flipping open the screen, pressing the number linked to their partner’s speed dial on the keypad, and pressing Call. Just three years later in 2007, they would pull out their smartphone and tap on areas of the screen in the same layout as the buttons they pressed in 1980, 1996, and 2004. By 2008, they might simply pull up a contact and select a single touchscreen button to commence the call (in addition to using all the other capabilities offered by a smartphone, such as texting and turn-by-turn directions).

Cellphones are just one example of technology’s rapid advancement. Much of modern technology is subject to the same exponential growth asserted in Moore’s law. While Gordon Moore (entrepreneur, scientist, and co-founder of Intel Corporation) observed the relationship between cost and number of transistors in a microchip, diverse spheres of technical applications are undergoing dramatic changes by the year, and the pace of these changes appears to be increasing (ASTC 2023). Personal vehicles have become steeped in computerization, nurses now log records electronically and monitor bed-ridden patients remotely, and military drones have fundamentally changed the nature of armed conflict in a single decade (arguably in a 2-3 year span). People, all the while, continue to be fundamental components of these sociotechnical systems. Therefore, not only is technology changing, but also the humans using that technology are having to change to be able to work with it.

Drowning in Data

As technologies shift and change the systems around them, designers and engineers (and human factors practitioners) must develop our understanding of the end user’s new situation and needs. The increased rate of change within these sociotechnical systems makes it more likely than ever that some users will become less effective, less efficient, and less confident. 

“Adapt to AI or be left behind!” blare LinkedIn posts and YouTube essaysists. 

“I can’t work this darn phone,” complains your grandfather. 

“[Gamers] will pick up flying these [drones] a lot faster than people that don’t play video games,” observes a U.S. Army sergeant.

One of the most prominent concerns for user experience right now is managing the incoming flow of data. Whether it’s the infotainment system in a car, a patient’s physiological response to an IV push, assessing how rested you feel after a night of sleep, or finding a movie to watch at home, a hallmark of modern technology is more. More options, more menus, more screens, more metrics… The average end user today has to sort through and make judgments about far more data than users of the past. Some of the consequences of this so-called information overload include decreased productivity, poorer decision making, and psychological discomfort (Shahrzadi et al., 2024). On the human factors side, we should consider:

  • What is important to the user?

  • What is useful to the user?

  • What information should be withheld?

  • Information architecture: how should data be organized?

  • Should the information shared vary across the users?

  • What level of control should the user have over the incoming data?

  • Factors relating to choice overload, decision fatigue, and trust

But What About AI?

Surely today’s advanced computing can help us manage all this data, right? Well, sometimes. The Association of Science and Technology Centers (2023) neatly summarizes the difference between artificial intelligence (AI) and large language models (LLMs), which are a form of generative AI:

“Artificial Intelligence” (AI) is a general term that refers to computer systems that can perform humanlike tasks such as visual perception, learning, and problem-solving, as well as the study of those systems.

ChatGPT is a Large Language Model (LLM) that essentially operates as a more advanced form of autocorrect, and only gained simple reasoning skills incidentally to its language learning.

“Clean AI” that has been trained on a specific body of data verified to be accurate can help sort through information and identify findings relevant to human users. Within the medical field, AI is being used particularly effectively in oncology. Doctors and technicians are able to use AI for “medical imaging, digital pathology, robotic surgery, and drug discovery” (Najafi et al., 2025).  For example, AI can scan CT and MRI scans for patterns representative of cancer and, upon identifying a potential tumor, flag the area in the scan to be reviewed by a human expert. On the treatment side, AI helps researchers comb through chemical libraries, predict effective protein structures, and identify chemical candidates for drugs to treat diseases. 

When AI is employed as a coworker, we run the same risk that’s incurred anytime we offload work: falling out of the loop. AI is not particularly transparent as to how it makes decisions which has resulted in efforts to create explainable AI (XAI). XAI can help users implement advanced computerization more responsibly and be able to vet its output more effectively. A January 2026 blog post from HF Designworks further discusses the human side of AI and the continued relevance of human factors.

Sloppy Work and New Demands

Meanwhile, the “thinking” abilities of generative AI continue to pale in comparison to the intelligence, judgment, and reasoning skills of a human. Note that the “average person” does not have access to the clean AI discussed in the previous section, especially outside of highly specialized fields. Instead, regular users can access generative AI trained on the world wide web and all of its idiosyncrasies. 

LLMs are a subset of generative AI, so they excel at creating content. While on paper LLMs can seem convincing, they are only able to guarantee a response that looks correct, not that actually is correct. This discrepancy in reliability is either unknown or ignored by many users. As a result, common use of LLMs is creating more work for end users than is perhaps readily predictable. For example, one result of LLM unreliability is that more conscientious employees now must scrutinize and cross-examine the work delivered by their coworkers using LLMs to prevent dissemination and propagation of incorrect (also known as AI hallucinations) or otherwise low-quality work. A preprint from Xu et al. (2026) posits that after GitHub’s introduction of Copilot, less experienced developers added more code while more experienced developers simultaneously contributed less code and reviewed more code. Moreover, the Copilot code requires more rework to meet GitHub standards (2026). Bartolucci and Vivo (2026) further assert that while generative AI accelerates the completion of small tasks, its use ends up causing system-level delays when humans must review and rework the output. In short, output volume and speed are not metrics of quality. 

Leveraging AI and LLMs effectively is a skill that must be learned, and, like any skill, acquiring it will take time and correct repetition. Among other things, users must be taught:

  • That LLMs are fallible

  • That the failure rate/incorrect information rate of LLMs is high

  • What to look for when reviewing the output from generative AI

  • How to appropriately allocate trust in the technology

  • Vigilance against threats unique to generative AI usage

Mainstream use of AI and LLMs introduces new threats to business and government affairs. As mentioned previously, the output from an LLM can range from true to incomplete to misleading to false. Humans are pretty good at tuning their dependence on a source to match its reliability, even when its reliability level is inconsistent (Desai et al., 2012; Holland et al., 2024). However, people frequently do not notice that the output an LLM produced was incorrect unless they go to the effort to actually check it, which the vast majority do not. LLMs are not generally programmed to have “self awareness” with respect to how correct they are, and they do not automatically provide confidence ratings for their answers. Regardless of the LLMs’ certainty, they work by looking at patterns learned in training, and thus always seem confident. In short, there is a real risk of LLMs generating incorrect information that then propagates throughout the system. 

Although far more rare, delusional experiences following LLM use, also called AI psychosis, are also a threat to habitual users of LLMs. People experiencing AI psychosis are subject to paranoia and delusions that are exacerbated by using generative AI. Hudon and Stip (2025) outline some of the mechanisms behind AI psychosis including “uncritical validation,” people projecting “intentionality or empathy onto AI” resulting in them believing the LLMs are sentient, and individual risk factors such as “loneliness, trauma history, schizotypal traits, nocturnal or solitary AI use, and algorithmic reinforcement of belief-confirming content.” Humans are not accustomed to things that sound like other humans but are not alive, resulting in psychiatric disorientation. Users with risk factors must become particularly vigilant against the threat of AI psychosis and take additional steps to avoid something they may never have heard of.

Today’s users additionally have to contend with cybersecurity threats introduced by generative AI. A user can easily type a question about work into an LLM or paste sensitive information into the textbox to provide the chatbot context to better answer a question. In addition to violating OPSEC or an NDA by sharing proprietary information with another private company (the owner of the LLM), it also puts the data at risk of being even more widely disseminated should the parent company be compromised. Data fed into an LLM becomes ingested as training data and is then at risk of coming back out in other answers, so the sensitive information could also be disclosed to other users of the LLM. Users seeking to maximize AI integration also subject themselves to what the Open Worldwide Application Security Project (OWASP) calls the Excessive Agency risk. Here, users grant LLM agents enough power to perform actions on the user’s behalf, regardless of authorization status, action effectiveness, or potential harm. For an extreme example of the excessive agency risk, see OpenAI’s response to the Hugging Face security incident or the fallout from OpenAI’s breach of the Australian Medicare system, both in 2026. While these incidents occurred under OpenAI employees’ purview, everyday users of LLMs are at risk of granting their chatbot excessive agency. This was the case when a Claude agent deleted the entire production database of a car rental business software platform in 2026. 

HF Designworks Can Help

As the pace of technological change accelerates and the expectations to integrate these technologies grow, human factors practitioners can help ease the transition. Take the cellphone example we began with. The person calling home in 2007 used a digital numberpad with the same layout as the physical numberpads in 1980, 1986, and 2004. Despite so much about both the phone and the expected functionality of the phone changing, that artifact was preserved to great effect. 

The success of the 2007 smartphone number pad layout demonstrates one human factors principle: consistency across change. By keeping the layout consistent, people were able to use what they had learned on earlier mobile phone models despite so much else about the phone changing. There are many human factors principles that appear obvious in retrospect but do not occur to designers and engineers at the time of development. Compare the order of the numbers in the phone keypad to the order of the numbers in the calculator keypad. Notice anything? The phone keypad was developed after the calculator, and the ordering of the numbers for the phone was chosen to suit the human. Indeed, John Karlin and his team at Bell Labs ran a full experiment to determine the best order for the numbers such that keying time was the fastest and most accurate. 

One of the prototypical examples of an area where human factors input is strongly advised is an interface, be it a physical one, such as surgical robot controls, or a digital one, such as the user interface for a ground control station. HF Designworks human factors engineers excel at identifying opportunities for applying human factors principles to developing technologies, and we are happy to help clients bring new products to users while helping ensure that they are 1) actually used and 2) used correctly.

Sometimes, teaching users how to adopt a new technology makes them more efficient and effective compared to if they must figure out how to use it on their own. A big part of effectively using a technology is understanding its circumstances for use. While it’s true that anything is a hammer if you swing it hard enough, certain design components make tools more or less effective hammers. In 2022, the World Economic Forum identified that 95% of cybersecurity issues were the result of “human error.” Human factors engineers have the expertise to create training programs that teach users how to discern when a certain tool, such as AI, is appropriate, and the practices for best use. Additionally, we can identify ways to design around user error, such as implementing a least privilege security policy. 

If you’re not sure if your users need to be taught how to adopt a new technology, consider working with HF Designworks to help with human-systems integration. For instance, we may conduct a Human Readiness Levels (HRL) assessment, as explained in the linked blog post from August 2026. An HRL assessment uses multiple sources of objective data to draw conclusions about whether human users will be able to effectively use a technology. One of the outcomes may be that the technology is ready, but users will need additional support when they first begin using it. Other outcomes include concluding that the design does not adequately account for how people respond to stressors or does not support use in its operational environment. HF Designworks has the expertise to identify and suggest mitigation strategies for any of these results, and we’re happy to help you get your technology fielded.

Sources and Further Reading

Association of Science and Technology Centers. (2023). Accelerating Pace of Change in Science and Technology. Global Trends: Accelerating Pace of Change. https://www.astc.org/wp-content/uploads/2025/08/Accelerating-Pace-of-Change-in-Science-and-Technology-Trend-Brief.pdf

Bartolucci, S., & Vivo, P., (2026). Queue & AI: When faster tasks slow down the workflow. ArXiv. https://doi.org/10.48550/arXiv.2605.27202

Desai, M., Medvedev, M., Vázquez, M., McSheehy, S., Gadea-Omelchenko, S., Bruggeman, C., Steinfeld, A., & Yanco, H. (2012). Effects of changing reliability on trust of robot systems. Proceedings of the Seventh Annual ACM/IEEE International Conference on Human-Robot Interaction, 73–80. https://doi.org/10.1145/2157689.2157702

Holland, C., Perry, G., & Neyedli, H. F. (2024). Calibrating trust, reliance and dependence in variable-reliability automation. Proceedings of the Human Factors and Ergonomics Society ... Annual Meeting. Human Factors and Ergonomics Society. Annual meeting, 68(1), 604–610. https://doi.org/10.1177/10711813241277531

Hudon, A., & Stip, E. (2025). Delusional experiences emerging from AI chatbot interactions or “AI psychosis.” JMIR Mental Health, 12. https://doi.org/10.2196/85799

Najafi, N.N., Hajihassani, H., & Irani, M.A. (2025). The impact of artificial intelligence on cancer diagnosis and treatment: A review. Cancer Informatics, 24. https://doi.org/10.1177/11769351251371273

Shahrzadi, L., Mansouri, A., Alavi, M., & Shabani, A. (2024). Causes, consequences, and strategies to deal with information overload: A scoping review. International Journal of Information Management Data Insights, 4(2), 100261–100273. https://doi.org/10.1016/j.jjimei.2024.100261

Xu, F., Medappa, P., Tunc, M., Vroegindeweij, M., & Fransoo, J. (2026). AI-Assisted programming decreases the productivity of experienced developers by increasing the technical debt and maintenance burden. ArXiv. https://doi.org/10.48550/arXiv.2510.10165

Xu, F., Song, Y., Li, B., Tang, Y., Jain, K., Bao, M., Wang, Z., Zhou, X., Guo, Z., Cao, M., Yang, M., Lu, H. Y., Martin, A., Su, Z., Maben, L., Mehta, R., Chi, W., Jang, L., Xie, Y., … Neubig, G. (2025). Theagentcompany: Benchmarking LLM agents on consequential real world tasks. Advances in Neural Information Processing Systems , 38, 10291–10321. https://doi.org/10.52202/085713-0315

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