On Culture: Leading Through Complexity - Ethical AI, Mental Health, Polarization & more
Dear You,
The appointment of Jonathan Mayer as the U.S. Justice Department's first Chief AI Officer marks a significant step towards managing technology's ethical implications.?This development, alongside the pressing need for greater discussion around mental health, preparing for workplace polarization, adapting to generational communication styles, and enhancing organizational culture through effective middle management, outlines the multifaceted challenges we face as leaders. It also reflects what we at Culturati call Cognitive Hospitality.?
These issues require our adaptability, empathy, and inexhaustible commitment to innovation and inclusivity. In short, it's a lot. And, when it all seems too much, let's be there for one another. The Culturati community was designed to be a place for peer-to-peer sharing of war stories and playbooks and of intimacy and vulnerability. We see you and respect your journey. Culturati exists to share insights, strategies & research, to change the world through the workplace, together.?We look forward to seeing some of our community on April 7 & 8 for Culturati: Summit and welcome all of our community's ideas on how else we can gather and connect.
With genuine regard,
Myste Wylde, COO
P.S. See below for our upcoming Culturati: LIVE with Darren Murph (Ford) and Molly Sands, PhD (Atlassian) on March 20th. We're very much looking forward to it as a preview of their Culturati: Summit breakout session. Hope to see you then!
Connective Tissue: What Truly Binds and Bonds a Team ?offers a deep dive into the art and science of building robust, unified teams in the digital era. Hosted by industry leaders Darren Murph (Ford) and Molly Sands (Atlassian), this session unravels the complexities of nurturing team productivity, connection, and engagement across the digital divide. Through a focused exploration of the Meeting on Purpose Pillar, our speakers will guide attendees through the transformative approaches needed to maintain and strengthen bonds in a modern work environment.
U.S. Justice Department Hires First Chief Artificial Intelligence Officer
By Mengqi Sun
Summary: The U.S. Justice Department has appointed Jonathan Mayer, a Princeton University academic, as its inaugural Chief Artificial Intelligence Officer and Chief Science and Technology Adviser . Mayer, who holds expertise in computer science and law, will be a key policy adviser to Attorney General Merrick Garland on technical issues, focusing on artificial intelligence, cybersecurity, and emerging technologies. He will spearhead efforts to enhance the department's technological capabilities, including advising on recruitment and emerging tech across federal agencies. This move aligns with broader governmental efforts to address the legal and safety implications of rapidly advancing AI technologies, highlighted by President Biden's recent executive order for greater oversight of AI systems. Mayer's background includes roles at the California Department of Justice and as chief technologist at the FCC's enforcement bureau, with his research focusing on the intersection of technology and law. He commenced his role at the Justice Department at the end of January, committing to a minimum of 12 months, with plans to return to Princeton afterward. His appointment comes amid growing regulatory scrutiny over AI's societal impacts, underscored by recent controversies involving AI-generated content.
Workers are desperate to talk about mental health at work but bosses just aren’t prepared to have those conversations
By Trey Williams?
Summary: The American workforce is in the grips of a mental health crisis, exacerbated by the pandemic's aftermath and ongoing cultural and sociopolitical tensions. A report from the National Alliance on Mental Illness (NAMI) reveals a significant disconnect in workplace mental health conversations: 74% of employees believe discussing mental health at work should be normalized, and 75% view it as the responsibility of leaders to foster a supportive culture. Yet, 70% of managers lack training on facilitating these discussions, and only half report their companies offer mental health resources. This gap in preparedness and support contributes to only 58% of workers feeling comfortable addressing mental health issues at work, fearing stigma and judgment. The economic toll is substantial, with employee burnout and mental absence costing the U.S. economy $210.5 billion annually, according to the American Psychiatric Association. Research suggests that even minimal mental health training for leaders can significantly improve workplace culture and attitudes towards mental health, highlighting the need for organizations to prioritize education, open dialogue, and flexible work arrangements to address this critical issue.
Preparing Your Team for a Year of Intense Political Polarization
By? Ron Carucci and Caroline Mehl
Summary: As we move into a year anticipated to surpass 2023's social and political unrest, business leaders face the daunting task of fostering a workplace environment conducive to respectful and productive discourse amid deep-seated differences. With the U.S. presidential election ramping up tensions, the challenge intensifies; Gartner research indicates 36% of U.S. employees have avoided coworkers over political beliefs post the 2020 election, while a SHRM survey found 47% of organizations struggling with political disagreements. Strategies for building a conflict-resilient culture include co-creating ground rules for discussion, providing structured spaces for sensitive conversations, celebrating countercultural behavior, being mindful of organizational fault lines, and serving as a stabilizing force. Such approaches aim to mitigate the risk of lowered productivity and unhealthy team dynamics, addressing a critical need for managerial skill in navigating these turbulent times.
The Slack generation can’t communicate with the email generation. Why more platforms are dividing the workplace
领英推荐
Summary: A recent Preply study sheds light on the shifting norms around workplace communications , revealing that 10% of employees have faced disciplinary actions through voicemail, and 40% frequently delete work voicemails without listening. Despite 86% of workers showing a preference for email, nearly 90% of misunderstandings arise from missing nonverbal cues. The research also highlights a generational split, with baby boomers still using landlines, whereas a significant majority of the workforce prefers receiving a text message before a call, attributing to the 25% of employees who report anxiety from unexpected work calls. These insights point to the necessity of choosing communication methods wisely, taking into account the content, urgency, and the recipient's preferences to avoid miscommunications. Moreover, the lack of standardized communication practices has escalated workplace conflicts, as reported by Let’s Grow Leaders, with 71% of Americans experiencing more conflict at work, leading to increased stress, turnover, and decreased productivity. This calls for a strategic approach in managerial training, emphasizing the importance of empathy, clarity, and context in communication to navigate the complex digital communication landscape effectively.
Building Culture From the Middle Out
By Spencer Harrison and Kristie Rogers
Summary:?Organizations worldwide grapple with defining who is responsible for culture , often concluding that it's everyone's responsibility. Yet, when probed on how they actively manage and cultivate this, many executives find themselves at a loss, defaulting to generic management practices rather than culture-specific strategies. This discrepancy highlights a broader issue: while organizational culture is recognized as a set of shared values guiding work, there's a gap in translating these values into daily practice, especially among midlevel leaders . Research suggests that these leaders often feel their role is merely to endorse, not enrich, cultural norms. However, effective culture building requires linking the organization's overarching values (big-C culture) with the everyday interactions and practices (small-c culture) that make those values tangible. Successful midlevel managers navigate this by celebrating and preserving key aspects of the big-C culture that resonate with their teams, learning from peers, and encouraging cultural innovations and employee empowerment within their specific domains. This approach not only makes the culture more vibrant and relevant but also fosters a sense of ownership and connection among employees, enhancing retention and performance. It suggests that the key to a thriving organizational culture lies in empowering leaders at all levels to actively shape and enrich the culture through their actions and interactions.
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LEADERSHIP AND CULTURE
EMPLOYEE
C-SUITE
A.I. AND TECHNOLOGY
MENTAL HEALTH & WELL-BEING
DEI+