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AI Exposure Scores: what they measure, what they miss, and what comes next

Original authors: Campbell Lund, Thomas Euyang, Zanele Munyikwa, Marzieh Fadaee

Published 2026-06-23
📖 6 min read🧠 Deep dive

Original authors: Campbell Lund, Thomas Euyang, Zanele Munyikwa, Marzieh Fadaee

Original paper licensed under CC BY 4.0 (http://creativecommons.org/licenses/by/4.0/). This is an AI-generated explanation of the paper below. It is not written or endorsed by the authors. For technical accuracy, refer to the original paper. Read full disclaimer

The Big Picture: A Map That's Getting Old

Imagine a group of researchers in 2023 drew a map of the world to show which jobs could be replaced by AI. They called this the "GPTs are GPTs" score. It was a huge hit. Policymakers and news outlets started using this map to decide who needs help, which industries are in danger, and how to write new laws.

The Problem: The paper argues that while this map was accurate in 2023, the world has changed rapidly since then. Using this old map to navigate a new, fast-moving road is dangerous. It's like trying to drive a car in 2026 using a GPS that only knows the roads as they were in 2023. The paper calls this a "gap" between what the data actually says and how people are using it.


Part 1: What the Old Map Misses (The Three Blind Spots)

The authors say the original map has three major flaws that get worse the further you get from 2023:

1. The Time Machine Problem (Temporal Limitations)

  • The Analogy: Imagine taking a photo of a sprinter in 2023 and saying, "This is how fast they can run." If you use that photo in 2026 to predict race results, you're wrong because the sprinter has trained and gotten faster.
  • The Reality: The AI scores were based on a specific version of AI from early 2023. AI gets smarter every month. The paper shows that AI capabilities have grown by about 26% since then. Relying on the old score is like looking in a rearview mirror while driving fast; it tells you where you were, not where you are going.

2. The American Lens Problem (Geographic Limitations)

  • The Analogy: Imagine a dictionary written only for New York City. If you try to use that dictionary to understand how people speak in London or Tokyo, you'll get confused. You might translate words, but you'll miss the local slang and culture.
  • The Reality: The original map was built using a U.S. government database of jobs. It doesn't account for how work is done in other countries, or for jobs that exist in the Global South (like data workers who train AI but aren't listed in the U.S. job list). When other countries try to use this U.S. map, they have to force-fit their jobs into a system that wasn't built for them, leading to errors.

3. The Puzzle Piece Problem (Ontological Limitations)

  • The Analogy: Imagine trying to describe a symphony by listing the individual notes. You can list the notes, but you miss the music, the emotion, and how the musicians play off each other.
  • The Reality: The original scores treat jobs as a simple list of separate tasks (like "write an email" or "file a report"). But real work is messy. It involves trust, relationships, and "gut feelings" that can't be broken down into a checklist. The paper argues that for jobs requiring human judgment and connection, this "list of tasks" method fails completely. It's like trying to measure the value of a friendship by counting how many times you shook hands.

Part 2: Building Better Tools (The New Research)

The paper doesn't say we should stop measuring AI risks. Instead, it says we need better tools. It highlights four new ways researchers are trying to fix the map:

  1. Dynamic Maps: Instead of a static photo, these are live video feeds. They update as AI gets smarter, showing what AI can actually do right now, not just what it could do in 2023.
  2. The Ensemble Approach: Instead of trusting one single score, these researchers combine five or six different scores together. It's like asking five different weather forecasters for a prediction and taking the average, rather than trusting just one.
  3. Connecting the Dots: New tools look at how tasks connect to each other. It's not just about whether AI can do one task, but whether it can do a whole chain of tasks that depend on each other.
  4. Asking the Workers: The old map ignored the people doing the work. New research asks workers: "Do you want this part of your job automated?" and "Are you ready to learn new skills?" This adds a human layer to the data.

Part 3: What's Still Missing? (The Human Element)

Even with better maps and tools, the paper argues we are missing two huge pieces of the puzzle:

1. From Prediction to Preparedness

  • The Analogy: A weather app can predict a storm, but it can't stop the rain. Instead of just trying to predict exactly when the storm hits, we should build better shelters and emergency plans that work no matter what the forecast says.
  • The Reality: We shouldn't just try to guess which jobs will disappear. We should build systems (like safety nets and training programs) that help people survive any change, whether the AI predictions are right or wrong.

2. The Work of Imagination

  • The Analogy: If you are building a house, you don't just look at the bricks (the technology); you have to decide what kind of home you want to live in.
  • The Reality: The paper argues that the future isn't something that just "happens" to us. It is a choice. We need to have a political conversation about what kind of future we want. Do we want a world where AI replaces people, or one where AI helps people? The paper says we need to stop assuming layoffs are inevitable and start imagining a future where technology serves workers.

The Final Takeaway: A Team Effort

The paper concludes that fixing this problem requires two groups to work together:

  • Policymakers need to stop relying on one old number. They need to listen to workers, look at data from many different sources, and focus on building resilience (making people ready for change) rather than just predicting the future.
  • Researchers need to keep updating their tools, include workers in their studies, and make sure their data is useful for real-world decisions, not just for academic papers.

In short: The old "AI Exposure Score" was a good first step, but it's now a snapshot of the past. To navigate the future, we need live data, a global perspective, and a clear vision of the future we want to build together.

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