Leadership & The Other AI

As a neuroscientist I have been intrigued by the growth of AI and the various positions discussed on the potential and dangers it could spawn.?I consider myself a novice in my understanding of how generative AI actually works- although I can extrapolate to some degree based on my understanding of neuroscience and cognitive information processing. ?As a content creation tool relying on pattern recognition algorithms trained to learn across databases, I find the promise of AI technology more exciting than the fear it is presently generating.?This optimism may be due to my ignorance on the subject; however, I find myself coming out on the side of those experts that have highlighted the similar concerns that were voiced at the introduction of other disruptive technologies (computer, internet, etc.) that didn’t materialize.?At present, generative AI platforms lack an intrinsic locus of control or internal motivation.?In short generative AI doesn’t demonstrate Drive- as we understand the concept, and this makes the human interface a critical component of the promise (or dangers) which it poses.?

Of the promise that AI poses none looms larger than how generative AI can impact the business environment.?While it is certain to replace many tasks currently conducted by humans it will also certainly increase productivity, enable greater creativity and create new/more roles.?But I suggest that the promise of generative AI can be greatly enhanced by recognition of another, more human centered AI set of attributes that will enable businesses to more effectively leverage this powerful technology.

Agility

The number and types of business agility factors identified as critical to successful leadership behaviors can vary across different research and domain providers.?They can include mental, people, change, and results agility, among others that are believed to be essential for leaders to possess in order to build high performing teams and deliver outstanding business results.??However, two things are taken as given: that these agility measures are based on humans and for humans.?But the future business workforce is likely to be hybrid, where AI systems will be working independently and/or in conjunction with their human colleagues.?It seems apparent in the face of these seismic shifts we will need to reassess our perspectives of Agility.?Several years ago, I was introduced to this concept while attending a seminar by Professor Nancy Gleason , currently at NYU/Abu Dhabi.?In her presentation she foreshadowed a time when business teams would work hand-in-hand with AI systems.?She highlighted business scenarios in which knowledge would come from multiple sources- both human and AI.?And as George Siemens (Siemens, 2005), the distinguished learning researcher wrote in his review of learning theory for the digital age, “Know-how and know-what is being supplemented with know-where (the understanding of where to find knowledge needed)”.?What seemed distant at the time of Dr. Gleason’s presentation now seems much more likely.?This raises the question about future business agility factors including some measure of future ready leaders’ ability to effectively interact with, leverage and manage (???) an AI system.?Emerging data from generative AI platforms demonstrate at minimum that the nature of the questions posed can have a dramatic impact on the quality of the response- at times resulting in contradictive output.?As we assess leadership on the dimensions of intelligence, emotional, cultural and resilience quotients- should we prepare future ready leaders for a minimal level of technology quotient as well??Business leaders’ agility capabilities are key in navigating a complex business environment that is ever changing.?What are the agility tools that will equip future leaders in optimizing the performance of a hybrid human/AI workforce??They are likely being developed even as the AI platforms are being conceived.?But the primary point is that the competency of Agility will take on even greater importance in a future where AI becomes a significant and critical part of our business processes and organizational structure.???

Inclusion

A recent research study reported the results of generative AI response to a query on the ideal body type.?The analysis which was commissioned by the Bulimia Project and reported by the New York Post (May 16, 2023), indicated that 40% of the overall images depicted “unrealistic” body types of muscular men and women (37% and 43% respectively).?But aside from the greatly unrealistic proportions of the body types was the bias toward Caucasian features and skin tone as indicative of the ideal specimen.??This study points out both the strengths and limitations of AI in its current form.??While the AI provided a very detailed depiction and solution to a complex question- the output was selectively biased by the number/types of data utilized.?Taken at face value these results would be highly inaccurate at several levels- however if one closely identified with the output, it would at best confirm a preconception and at worse lead to a very inaccurate conclusion.?In business we can afford neither- nor can such inaccurate conclusions based on a limited set of assumptions be continually repeated.?One solution to help calibrate the accuracy of any output is to have it analyzed across several dimensions and perspectives to ensure we are reflecting truth.?Diverse teams can do this because the differing viewpoints allow ideas and conclusions to be rigorously tested- to pass the test of face validity as well as statistical. ?The fact is that the output from AI is only as accurate as the data it has access to, the way it is trained and how the questions are asked.??So, in addition to the agility that future ready leaders must possess personally, they must also ensure they build teams that reflect a diversity of perceptions to ensure that the interpretation of AI output is not the result of group think or cognitive bias.?This brings us to the second attribute that can help assure optimal utilization and interpretation of AI- Inclusive diversity of culture and cognition.?Just as generative AI produces models that are effective and accurate when it accesses a wide and varying set of data- future ready leaders that build teams from diverse experiences and perspectives will not only produce solutions that are robust and actionable- but also be able to accurately assess the AI output. ?This isn’t a unique perspective and is alluded to within the review of learning theory by Kop and Hill, October 2008 in quoting George Siemens, “Learning and knowledge are said to “rest in diversity of opinions” (Siemens, 2008, para. 8). An apt analogy for such diverse/inclusive teams would be the experience one has when going for an eye exam conducted by an optometrist.??While sitting in the office chair the doctor lowers a device over your eyes and after covering one eye proceeds to introduce various lens of differing focal power which systematically adjusts your visual acuity.?As more lenses are added the vision improves- until the process is repeated with the other eye.?At the conclusion of the examination your vision is optimized for near and distance acuity.?In the world of business, people are the lens that increases our acuity and enhances our understanding of the world we see.?They have differing focal strengths that together work to enhance our ability to make the best decisions.?A team of all the same lens and focal strength would add little to a leader’s business resolution or decision acuity.?These perspectives will be critical in a generative AI world as a sense check on how we interpret its output and to ensure that we are asking the right questions.?Particularly when the problem is nuanced and complex! ?

?Generative-AI/Human-AI

That Generative AI will become an integral component of how a business operates is a given.?However, we cannot overlook how leaders will need to adapt to this disruptive technology.?Preparing business leaders for this change needs to begin now. Two critically important attributes that will serve future ready leaders in optimizing the promise of Generative- AI is the Human AI equivalent: ?Agility and Inclusion.?Agility in developing the personal behaviors, tools and capabilities which enable leaders in communicating to a G-AI instrument and assembling organizations which integrate these systems as stand-alone or part of hybrid work teams.?Inclusion in building diverse teams that are inclusive and empowered to ensure the maximum and accurate utilization of our G-AI business partners.??This integration of Generative AI and the Human use of Agility and Inclusion will ensure we make the most efficient and accurate business decisions.

?