I lead research on AI
and how people work together.

I lead research on human–AI teamwork. I set the direction for our projects and work with my teams to turn research questions into AI systems and studies. I also build systems hands-on.

My work connects AI development with the people who have to work alongside it. We study how an AI’s behavior changes the team, then use what we learn to design AI teammates and train people to work with them.

In my research on social influence, people changed their behavior to complement an AI teammate. I study that influence because an AI’s place in a team can affect how people work with each other, too.

With collaborators, I’ve studied how AI information-sharing shapes people’s views of their team. In a survey of hypothetical teams, information about the situation and support for team memory most strongly shaped participants’ attitudes and how well they thought the team understood its work.

I also co-authored guidance for designing human–AI teaming experiments. That work connects the research question with decisions about team composition, the environment, and what to measure.

I received a 2025 AFOSR Young Investigator Award for research on managing conflict in human–AI teams. I also helped start Clemson’s Center for Human-AI Interaction, Collaboration, and Teaming, which I now co-direct.

AI should disrupt the processes that need to change. But human-human collaboration is getting caught in the crossfire.

My research shows how workplace relationships can worsen because of AI, knowledge can become harder to manage, and teams can break down. Those are problems we have to account for when we build these systems.

I build AI and train teams to preserve and improve those relationships. I want people to be better able to work together because the technology is there.