AI has a Problem of Privilege.This week’s Thursday Thought draws an unlikely parallel between Woodstock ’99 and the burgeoning issue of AI’s privilege problem, warning of an oncoming “Tr-AI-wreck.
I was MC for the tech stage at the Fifteen Seconds Festival in Graz, Austria. My friend Greg Satell joined me on stage and wrapped his change framework around the compelling question: “How Can We Save The World From AI.”
I was MC for the tech stage at the Fifteen seconds Festival in Graz, Austria. I had the pleasure of meeting the brilliant Phaedra Boinodiris. She is the author of the book āAI for the Rest of Usā, and is a co-founder of the Future World Alliance, a non-profit dedicated to curating K-12 education in AI ethics.
Hire For Neurosignature Train For Skill. In a changing workplace, rather than hiring solely based on skill, we might consider a candidate’s neurosignature. Each neurosignature brings unique strengths to the table. Hiring for neurosignature and training for skill might lead to higher workplace happiness, higher revenue and lower employee turnover.
To successfully navigate the new world, we must humbly accept; that we don’t know what we donāt know. Like the mapmakers of the past, we must accept that accepting ignorance had to come before embracing knowledge. In the business world, this means a departure from the world of a five-year plan (map) in favour of the uncertain harbour of a five-year direction, where an organisational North Star serves as a magnetic force. This new mental map leaves enough room for uncertainty, deviation and exploration, just like the Ribeiro map.
In his book, Undisruptable: A Mindset of Permanent Reinvention for Individuals, Organizations, and Life, Aidan McCullen writes about how, centuries ago, sailors would set out to sea with maps labelled with the Latin words hic sun dracones – here be dragons – which meant that they didn’t know much – if anything – about the uncharted waters and unexplored lands that awaited them.
In, “How Will You Measure Your Life?”, Clay Christensen and Karen Dillon apply the theories developed by Clayton Christensen to our lives.
Using the rational, analytical investment processes that most well-managed companies have developed, it is nearly impossible to build a logical case for diverting resources from known customer needs in established markets to markets and customers that seem insignificant or do not yet exist.
“Many of us are living a very narrow life; we have self-inflicted blinkers on. Widen your view, widen your mind, widen your life.ā ā Marcus Aurelius
The information we absorb dramatically impacts how we perceive the world.
Martin Grunburg produces an epic finale and at the same time, introduces an innovative and simplified behaviour change model already impacting the coaching and behaviour change professions. Find Martin here: https://thehabitfactor.com