Therapy Without a Heart: Why Even Psychologists Fall for AI 🤖

Are machines becoming better listeners? A 2025 study investigated in a scientific blind test how well Artificial Intelligence can give therapeutic advice compared to real experts. The AI used was based on the GPT-4 language model. The result is absolutely mind-blowing!

Key Facts from the Experiment:

• AI Wins on Emotions: The AI’s responses were rated significantly more empathetic than those of real therapists, especially regarding emotional and motivational empathy.
• Equal Quality: In terms of scientific quality and cognitive empathy, the AI and the experts were completely on par.
• Flying Blind: The participating psychologists could not reliably distinguish whether a text was written by the AI or a human colleague.
• The Illusion (Bias): When test subjects believed a text came from an expert, they preferred it over 93 percent of the time—regardless of whether it was actually written by a human.

Important Limitations: Despite the excitement, science puts the results into perspective:

• Not Real Therapy: The AI merely answered one-off advice column letters. This cannot replace real psychotherapy, as it lacks the foundation of a genuine therapeutic relationship and human trust.
• Risk of Loneliness: Those who get too used to an always-agreeing AI might struggle with human conflicts in real life. A longitudinal study suggests that excessive use of AI for social companionship can actually make people lonelier in the long run.
• Data Privacy: Currently, highly intimate problems are often processed on the servers of large tech companies, which poses a clear privacy risk.

Despite these limitations, the development is rapid: Around 22.2% of 18- to 21-year-olds in the US already turn to AI for emotional distress. Furthermore, initial studies show that special AI therapy bots are already showing success in alleviating symptoms of depression and anxiety.

📚 Sources:

Main Study (Blind Test AI vs. Experts): Föyen, L. F. et al. (2025). Artificial intelligence vs. human expert… Internet Interventions, 41.

Therapy Chatbot (Therabot Study): Heinz, M.V. et al. (2025). Evaluating therabot: a randomized control trial… NEJM AI.

Longitudinal Study (AI & Loneliness): Folk, D., & Dunn, E. How does turning to AI for companionship predict loneliness and vice versa? (Preprint).

Usage Frequency Survey: McBain, R.K. et al. (2025). Use of Generative AI for Mental Health Advice Among US Adolescents and Young Adults. JAMA Network Open.

#ArtificialIntelligence #Psychology #ComfortWithoutAHeart #Science #Psychotherapy #ChatGPT #Therabot

What makes people “successful” in life?

For decades, researchers have been trying to answer this question in numerous studies. In the process, they have indeed come across some personality traits that can be used to predict at least a large part of some people’s success (e.g., intelligence, self-control, conscientiousness, openness, extroversion, self-efficacy expectations, etc.). However, even when these “best” predictors are combined and statistically corrected for measurement error, a very large amount of variance remains unexplained in many studies.

Apparently, there is another major success factor that is drastically underestimated by many people. There is some evidence to suggest that this is the “chance” factor. And some researchers – such as today’s guest speaker Professor Dr. Christian Busch – are convinced that we can learn to make better use of the success factor of chance by adopting the right mindset. And so we can possibly turn a trivial coincidence into luck.

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Studies (small sample only):

Busch, C. (2020). The serendipity mindset: The art and science of creating good luck. Penguin.

Busch, C. (2022). Towards a Theory of Serendipity: A Systematic Review and Conceptualization. Journal of Management Studies.

Busch, C., & Barkema, H. (2022). Planned luck: How incubators can facilitate serendipity for nascent entrepreneurs through fostering network embeddedness. Entrepreneurship Theory and Practice, 46(4), 884-919.

Busch, C., & Barkema, H. (2021). From necessity to opportunity: Scaling bricolage across resource‐constrained environments. Strategic Management Journal, 42(4), 741-773.

Duckworth, A. L., & Seligman, M. E. (2005). Self-discipline outdoes IQ in predicting academic performance of adolescents. Psychological science, 16(12), 939-944.

Moffitt, T. E., Arseneault, L., Belsky, D., Dickson, N., Hancox, R. J., Harrington, H., … & Caspi, A. (2011). A gradient of childhood self-control predicts health, wealth, and public safety. Proceedings of the national Academy of Sciences, 108(7), 2693-2698.

PLUTINO, A., BIONDO, A., & Rapisarda, A. (2018). Talent vs Luck: the role of randomness in success and failure.

Schmidt, F. L., Oh, I. S., & Shaffer, J. A. (2016). The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 100 years. Fox School of Business Research Paper, 1-74.

Strömbäck, C., Lind, T., Skagerlund, K., Västfjäll, D., & Tinghög, G. (2017). Does self-control predict financial behavior and financial well-being?. Journal of Behavioral and Experimental Finance, 14, 30-38.

Wiseman, R. (2004). The luck factor. Random House.

When employees experience discrimination, harassment or bullying in the workplace, it can lead to anxiety, depression, sleep disturbances and other health problems. Furthermore, it can also cause employees to lose confidence in their abilities and self-esteem, which affects their performance and engagement.

Aside from the individual impact, poor treatment in the workplace can also lead to a problematic work climate and high levels of employee turnover. Employees who have experienced workplace abuse often become internally disengaged and may feel compelled to leave the company.

But how big is the problem? How often do psychological and physical assaults take place in the workplace? A gigantic new meta-analysis (Dhanani et al., 2021) provides hard numbers, and the researchers even calculate the financial cost to our society…

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Studies (small sample only):

Cortina, L. M., Rabelo, V. C., & Holland, K. J. (2018). Beyond blaming the victim: Toward a more progressive understanding of workplace mistreatment. Industrial and Organizational Psychology, 11(1), 81-100.

Dhanani, L. Y., LaPalme, M. L., & Joseph, D. L. (2021). How prevalent is workplace mistreatment? A meta‐analytic investigation. Journal of Organizational Behavior, 42(8), 1082-1098.

Han, S., Harold, C. M., Oh, I. S., Kim, J. K., & Agolli, A. (2022). A meta‐analysis integrating 20 years of workplace incivility research: Antecedents, consequences, and boundary conditions. Journal of Organizational Behavior, 43(3), 497-523.

McCord, M. A., Joseph, D. L., Dhanani, L. Y., & Beus, J. M. (2018). A meta-analysis of sex and race differences in perceived workplace mistreatment. Journal of applied psychology, 103(2), 137.

Vranjes, I., & Lyubykh, Z. (2021). Workplace mistreatment: A review and agenda for research. Oxford Research Encyclopedia of Business and Management.

Yao, J., Lim, S., Guo, C. Y., Ou, A. Y., & Ng, J. W. X. (2022). Experienced incivility in the workplace: A meta-analytical review of its construct validity and nomological network. Journal of Applied Psychology, 107(2), 193.

Zhou, Y., Mistry, T. G., Kim, W. G., & Cobanoglu, C. (2021). Workplace mistreatment in the hospitality and tourism industry: a systematic literature review and future research suggestions. Journal of Hospitality and Tourism Management, 49, 309-320.

Leaders play an outstanding role in companies and organizations. While an incompetent boss can spoil the pleasure of working (and sometimes even more), an inspiring boss can contribute to work being perceived as meaningful and fulfilling. All the more important is the question: Can good leadership behavior be trained?

To answer this question, a gigantic meta-analysis evaluated 335 studies with over 26,000 subjects (Lacerenza et al., 2017). The researchers were able to show not only that good leadership behavior can indeed be trained, but also what is particularly important in leadership training….

These research findings are of great importance for decisions in the field of industrial and organizational psychology, business psychology, personnel psychology, and leadership psychology.

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Studies (small sample only):

Collins, D. B., & Holton, E. F. (2001). The effectiveness of managerial leadership development programs: A meta-analysis of studies from 1982 to 2001. Human Resource Development Quarterly, 15, 217-248. http:// dx.doi.org/10.1002/hrdq.1099

Day, D. V. (2000). Leadership development: a review in context. The Leadership Quarterly, 11, 581-613. http://dx.doi.org/10.1016/S10489843(00)00061-8.

Lacerenza, C. N., Reyes, D. L., Marlow, S. L., Joseph, D. L., & Salas, E. (2017). Leadership training design, delivery, and implementation: A meta-analysis. Journal of Applied Psychology, 102(12), 1686.

Nerdinger, F. W. (2014). Work motivation and job satisfaction. In Industrial and organizational psychology (pp. 419-440). Springer, Berlin, Heidelberg.

Nerdinger, F. W. (2014). Leadership of employees. In Industrial and organizational psychology (pp. 83-102). Springer, Berlin, Heidelberg.

Nerdinger, F. W., Antoni, C., Bamberg, E., Blickle, G., Felfe, J., & Göritz, A. (2016). Industrial and organizational psychology A & O. Journal of Industrial and Organizational Psychology, 60(1).