This rule applies more than ever to the algorithmic world we are entering, which involves greater and greater risks, albeit alongside interesting opportunities. Leadership and the art of questioning “To ask the right questions is already half the solution to a problem,” as CG Jung said. Based on this statement, we would like to ask the reader to go through a short and simple self-assessment exercise that we’ll debrief later on. Just read the description of the leadership situation as it applies here and then select what you think is the best option among the four presented. Don’t think too much about it – go with your intuition. The situation: It has been quite clear to you as a senior leader (in charge of organisational reinvention) that a great number of activities and operations are being increasingly taken over by the so-called artificial intelligence and its algorithms. It has been happening very subtly and discretely in some key areas. You are getting nervous about it and suspicious about its consequences in both the short and long term. You have just heard that the hiring process basically managed by some algorithms has been biased gender-wise – and that can’t be good. Here are your choices in terms of what to do next. A: Set up a working group made up of a selection of key executives of your organisation with the objective of examining practical ways to control or manage the use of AI without jeopardising the bottom line of the company. There is a need for a plan; a blueprint on the proper use of AI will be submitted to the CEO of the company. B: You are convinced that you have no choice – AI is the way to go. Your first step (a basis for factual reflection) is to consult ChatGPT and see what kind of diagnosis and recommendations it will make because you assume that other organisations are facing the same challenge (and are moving faster than you). You are convinced that one algorithm can understand another algorithm. It can also learn how to control itself with some human guidance. C: Set up a survey with the help of some consultants and assess the impact of the growing role of AI on the people within your organisation. You strongly believe that AI is good as long as the basic human values at work are respected, ie responsibility, dignity, trust, cooperation and so on. You are deeply concerned about the fact
that AI operations are becoming uncontrolled and unpredictable. Tension and animosity exist between those people who despise AI and those who love it. D: The critical questions you want to assess are: does it make sense to allow AI to assume more power and responsibilities in your company? What is the meaning of what is happening apparently without any clear understanding or control of the situation? You really believe that the company should take stock of what’s happening, assess the risk involved and then decide on how to work with the non-organic intelligence. The critical thing for you as a leader is to preserve the human side of work and life. So, you decide to defer action before you undertake some deep soul searching. combination of various orientations and that they are changing all the time; all of us have dominant traits that we have acquired through education and experience. We adapt ourselves to the requirements of the various situations we experience over time; this is called survival and it is the ‘game of life’. Deciding where you stand We need to recognise that we all have a
LEADERSHIP ORIENTATIONS FOR A NEW WORLD • Philosophical orientation: high on sense-making and low on value-making. Typical behaviours of this leader include always questioning the meaning of what’s happening; of what one is doing; of other people’s intents and behaviour; reviewing
• Intelligence-plus orientation: high on both value-making and sense-making. Typical behaviours include questioning if we are maximising our partnership with AI and other brand-new technologies; wondering how best to contribute to the survival and improvement of the species; querying if work is a source of mind expansion; and pondering on how we can improve our relationship with the other species. • Old timer orientation: low on both sense-making and value-making. Typical behaviours include asking if this is good for the business; if the organisation is beating the competition; if sta are performing in the best possible way to ensure the success of the company; and if employees are suitably motivated.
the good sense of decisions made by ourselves and by others; and putting things into perspective, ie the purpose of our actions. • Ethical orientation: high on value- making and low on sense-making. Typical behaviours include assessing the value of whatever has been decided; questioning if our actions are improving the quality of our lives; and how we can enhance our collective life in the context of family, business organisations and society.
36 | Ambition DECEMBER 2023/JANUARY 2024
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