ChatGPT-induced psychosis: What it is and how it is impacting relationships
What experts say
A growing number of people are showing unusual behavior after heavy use of AI tools like OpenAI 's ChatGPT, according to reports online. The phenomenon, being called " ChatGPT-induced psychosis " online, involves individuals believing they have supernatural powers or receiving spiritual messages from the chatbot.One case involved Kat, an education nonprofit worker, who married during the pandemic. She said she thought she was entering her second marriage in a clear-headed way. Kat and her husband initially bonded over a shared belief in facts and rational thinking. However, less than a year later, her husband began using ChatGPT to craft messages to her, analyze their relationship, and ask philosophical questions, reports Rolling Stone.By 2023, the couple had separated, and Kat limited contact to email. Friends and family raised concerns as her husband posted strange content online. When the two met in person after several months, Kat's husband shared conspiracy theories and said AI had helped him recover memories from his childhood. He also said AI showed him he was 'the luckiest man on earth.'Other similar cases have been reported online. In one instance, a woman wrote on Reddit that her boyfriend initially used ChatGPT to organize his daily schedule. Within a month, he believed the chatbot was giving him 'answers to the universe.' ChatGPT allegedly called him a "spiral starchild" and a "river walker," leading him to think he could speak to God and that ChatGPT itself was God.The woman said her boyfriend later told her he would end their relationship if she did not join him on his AI-driven spiritual path.Experts warn that without limits, AI tools can unintentionally encourage unhealthy narratives. Psychologist Erin Westgate told Rolling Stone that while therapists help clients build healthy coping strategies, AI does not have the ability to do so.However, not all stories involving ChatGPT and relationships have ended negatively. Some people have reported using AI to improve communication with their partners. Abella Bala, a talent manager from Los Angeles, told The Post that ChatGPT helped her and her partner strengthen their relationship.
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At Mayer Brown, a law firm in Chicago, chair Jon Van Gorp has shared with the partners how he uses a generative AI tool built for legal professionals to help draft contracts and distill the most salient points from his own writing. At a fashion startup called Daydream, Friday lunches are devoted to employees' sharing how they're using generative AI tools; the chief technology officer has shared her Gemini prompts from the week. Mammoth's chief technology officer, Sandeep Chouksey, 41, is well aware of AI and has been playing around with ChatGPT since it came out nearly three years ago. But he found that watching the engineers on his team helped him understand the technology better. He figured his peers needed to get their eyes on it, too, and suggested inviting employees who were working closely with AI to the leadership meetings. The work of senior executives "doesn't lend itself to actually experimenting with the technology," Chouksey said. 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Pickett, 56, has dealt with his own anxiety by using AI chatbots as much as possible. He joined the company last August and said chatbots had helped him get up to speed in his role. He uses ChatGPT or Gemini to do research and receive advice about business moves, such as potential partnerships with other companies. He said it helped him "learn 10 times as much or test 10 times as many ideas in a very lightweight way." In the past, he said, "I would have had to ask the resident expert or somebody who worked with that company to really give me a debrief," Pickett said. "And instead, in five minutes, I'm like, 'Oh, OK, I get this.'" (He said he had also consulted people in his company, but now "the conversations are more productive.") Sarah Franklin, CEO of Lattice, a human resources software platform, said it can be difficult to get executives to use new tools, and in internal meetings she regularly asks, "Did you test that message with ChatGPT?" Franklin, who previously was chief marketing officer at Salesforce, has been using generative AI tools since they came on the market. But the technology is moving quickly, and everyone is trying to figure it out on the go. "Nobody has 10 years of agentic AI experience right now. They at best have six months. So nobody is fully prepared," Franklin, 49, said. "What we have right now in the world is a lot of optimism combined with a lot of FOMO." Tinkerers in the C-suite Fear of missing out can be the mother of innovation, it seems. In January, Greg Schwartz, CEO of StockX, was scrolling the social platform X when he saw several users posting projects that they had made with various AI coding apps. He downloaded the apps. He hadn't written a line of code in years. But using the apps got his mind racing. During a corporate retreat in March, he decided to push 10 senior leaders to play around with these tools, too. He gave everyone in the room, including the heads of supply chain, marketing and customer service, 30 minutes to build a website with the tool Replit and make a marketing video with the app Creatify. "I'm just a tinkerer by trait," Schwartz, 44, said. "I thought that was going to be more engaging and more impactful than me standing in front of the room." There was a "little bit of shock" when he presented the exercise, he said. But he tried to remind people it was a fun activity. They weren't being graded. Their discomfort is normal, said Ethan Mollick, a professor at the University of Pennsylvania's Wharton School and author of the newsletter One Useful Thing and the book "Co-Intelligence: Living and Working With AI." "AI is weird and off-putting," Mollick said. "There's a lot of psychological resistance to using the systems even for people who know they should be doing it." Many organizations, he added, have a "real failure of imagination and vision" when it comes to the power of these systems. "The main issue is that leaders have to take a leading role," Mollick said. "They all say AI is the future, use AI to do stuff. And then they don't make any decisions or choices." About half of companies do not have road maps for integrating AI, according to a Bain survey. Whitten at Bain said that about only 20% of companies were scaling their AI bets and that most didn't have benchmarks for how workers should use AI. At Mammoth Brands, Katz-Mayfield said that he and his team had discussed providing incentives to employees who use AI but that they hadn't needed to. The energy around experimenting is working for the company. In the last meeting it had five demos on the docket but didn't get to all of them because senior leaders were "asking so many questions and wanting to see different things." 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