The term 'Luddite' historically referred to English workers in the 19th century who resisted machinery that threatened their jobs, highlighting their struggle against poverty and exploitation rather than an outright rejection of technological progress.

In the 21st century, resistance to technology often stems from concerns about job displacement, ethical implications, and the concentration of power among corporations, echoing the original Luddites' fears of economic insecurity.

Psychological factors, such as fear of the unknown and loss of control, contribute significantly to resistance, as individuals may perceive new technologies as threats to their routines and competencies.

Cultural and organizational norms also play a role, with environments lacking transparency exacerbating resistance due to uncertainty and fear of change.

Generational differences influence attitudes toward technology, with older employees often slower to adapt due to preferences for traditional methods, while younger generations embrace rapid change and innovation.

Resistance is further fueled by fears of job displacement and privacy violations, as automation and surveillance technologies are perceived as intrusive and undermining autonomy.

Ethical concerns, such as algorithmic bias and data misuse, amplify skepticism about new technologies, prompting calls for regulation and oversight.

To address resistance, strategies like reverse mentorship and transparent communication can foster collaboration and alleviate fears by emphasizing the benefits of technological adoption.

Providing tailored training programs and involving employees early in the transformation process can help build trust and reduce anxiety about adapting to new tools.

Interns can navigate workplace dynamics by empathizing with resistant supervisors and highlighting how technology enhances productivity and creativity, fostering a culture of continuous learning.

The term 'Luddite' historically referred to English workers in the 19th century who resisted machinery that threatened their jobs, highlighting their struggle against poverty and exploitation rather than an outright rejection of technological progress.

Title:

Content: Brian Merchant, author: “Luddites are more dangerous to the rich than Robin Hood”

The Luddites have been a great historical resource. Any showy enemy of anything that looked like technological progress has been called a Luddite. Today with generative artificial intelligence and its critics, the word has been revived. The author and journalist Brian Merchant (Iowa City, USA, 1983) saw it coming and has written a book that reviews the Luddite revolt in England at the beginning of the 19th century and its similarities with current technologies: Blood in the Machine (Blood in the Machine, currently without a planned edition in Spanish) thus explores the origins of the current revolt against big technology.

Although the book has appeared in the midst of the AI hype, Merchant began his research a decade ago: “Uber was growing and it was beginning to be seen that it was having a hard impact on taxi drivers, I heard the term Luddite from the pro-Uber sector and wrote an article titled You don't understand anything about Luddites”. Now in his book he remembers that the Luddite revolt was a labor struggle, not anti-technology, at a time when unions were prohibited. In a conversation with EL PAÍS from his residence in Los Angeles, Merchant clarifies the historical impact of the Luddites and the possible similar struggles that are being played today in Silicon Valley.

1. The Luddites were not against progress

The labor revolt over the loss of rights was more important than the destruction of textile machines: “The biggest mistake about the Luddites is to say that they were against technology and progress,” says Merchant. “They were against certain technologies because they recognized the way in which they were going to be used in their context against them as workers. It was a labor movement, against poverty, not anti-technology. The British Government began to mold them in this way almost immediately, it was keen to mock the Luddites and present the argument that they were against progress. It is very similar to how today people in positions of power in technology companies accuse those who complain about poor working conditions. It's the same story for 200 years.”

The book quotes a phrase from historian Eric Hobsbawm that explains this stage: “It was collective bargaining through riots.” According to Merchant, this tactic in a workers' struggle was very powerful for two reasons: “First, it was symbolic because everyone understood that what they were destroying was not just a machine. It was also the specific machine used to transfer wealth from the workers to the employer. Second, it was useful because they destroyed the equipment that businessmen needed.”

2. Why Robin Hood is better accepted than Ned Ludd

Ned Ludd was a legendary character. No one knows for sure if he existed. It was the legend of a teenager who would have broken the first machines at the beginning of the Industrial Revolution. In 1811, rebellious workers used his legendary name to sign letters and further scare: “Ludd probably never existed. But the incarnation of it would become a mascot, an organizational tool, a wink: a powerful 19th-century meme,” Merchant writes.

See also  The Commander of the Land Forces meets in Muscat a number of Omani military leaders

Ludd lived near Nottingham (United Kingdom), like another legendary figure who has been better treated by history. There must be a reason, says Merchant: “The Luddites organized a popular and powerful rebellion. People wrote popular songs about them. They were like Robin Hood. But it is interesting that Robin Hood has endured as a positive light, while the Luddites have not. He suggests that the myth of Ned Ludd is in some ways more dangerous to the elites and the wealthy than that of Robin Hood, which is a little more nebulous and open. The Luddites say: go ahead and break the machines of your oppression. Robin Hood says: steal from the rich and give to the poor. “I think that’s a little more tolerable.”

3. How are they similar to today's problems?

The background of the book is that the history of the Luddites is similar to what happens today in Silicon Valley, where a small group of corporations dominate new technologies. “The way technologies are developed has basically not changed. You have a handful of people with access to enough capital or political influence to be able to build a factory and use automation technologies. “Back then, the most aggressive owners didn’t ask anyone how to find a way to make this a win-win.”

Merchant has received criticism for equating the great businessmen of 19th century England with 21st century America. But there are details that he does not see that far away: “The technology development process is in some ways even more undemocratic today than then. There is this immense pool of capital available to Silicon Valley innovators through venture capital. Uber wasn't profitable for 10 years, but they had access to that capital. Did anyone really like that? Did it work for workers and delivery people? Nothing mattered, they just had more money and moved on.”

See also  Just the mystery

In the 21st century, resistance to technology often stems from concerns about job displacement, ethical implications, and the concentration of power among corporations, echoing the original Luddites' fears of economic insecurity.

Psychological factors, such as fear of the unknown and loss of control, contribute significantly to resistance, as individuals may perceive new technologies as threats to their routines and competencies.

Title:

Content: BETA
This is a BETA experience. You may opt-out by clicking here

More From Forbes

Edit Story

The Right Way To Evaluate A Technology Solution For Your Organization

Founder and CEO at Ludi, Inc., a healthcare technology company making it easy for hospitals to pay physicians.

Selecting a new technology for your company can be daunting. Organizations usually begin this process with a desire to either streamline or solve specific pain points. Regardless of your specific needs, implementing new technology will involve change. For your organization as an entity, change can be great. Change can reduce inefficiencies and errors, as well as usher in new opportunities. But for the people who work for your organization, change can trigger anxiety and ultimately resistance to the new technology. Here are six things to keep in mind when evaluating new technology:

1. Identify your problem. It sounds simple, but many organizations jump straight to the solutions they find appealing. If you focus on the true problem you’re trying to solve, you will stay goal-oriented while searching for a vendor.

2. Keep an open mind. You may have seen a solution you find appealing, but remember that you don’t know what you don’t know. The technology partner you choose should be an expert in the field and may offer you products that you didn’t even know existed. Stay open to new ideas and solutions. One of the things I’ve noticed is prospective clients saying, “We can’t buy this product unless it handles this exact case we’re trying to solve for.” That’s not always the most effective approach because it doesn’t take all the variables into consideration. For example, my company works with hospitals to streamline complex physician payment structures. The hospital may have had the doctor recording their time one way because they were using a paper system and approvals needed to be checked in a certain manner for that doctor to get paid. Once you eliminate paper, though, in that particular scenario, everything is up for discussion – not just the way doctors record their time, but the entire physician payment process at the hospital. Rigidity will not benefit you when evaluating new technology.

3. Get your people on the same page. Meet with department heads to pull together all the pain points that need to be solved. You must be comprehensive during your internal review because needs come out differently across different departments. You may not be able to solve everyone’s problem with the new technology, but it’s important to align your team before you bring in a vendor. Then prioritize your needs. Once your departments agree on the priorities, be clear with your team on who is making the final decision. Departmental input is important, but knowing who the purchaser is within your organization is equally important. Remember: Don’t lose sight of why you're buying this technology. Keep the ultimate purpose in mind.

4. Consider internal change management. Change is difficult for many of us, so it’s important to stop and consider the people who will be affected by this change. Resistance to change can originate from any of the following: loss of control, insecurities about competence, feeling defensive about past work, concern about more work and general uncertainty. Be proactive in preparing your staff for a change, because all of these responses tend to have a ripple effect in corporate cultures.

5. Focus on the future. If you’ve ever bought a house, you know that there are things you didn’t know you needed until you lived with your investment for a few years. Technology is no different. You may have a list of goals for your business, but there is no telling what you’ll need 10 years from now. The best technology partner will be flexible enough to support your organization as it grows. How can you find a partner with this type of future-focused outlook? See point number two.

6. Listen and be patient. The people delivering technology solutions in the market are experts and can offer you insights into the industry. I suggest finding a solution that can handle 90% of what you need out of the box. Work with your solution provider and try their out-of-the-box solutions for 90 days before you decide what you need next. Make sure the product you choose is flexible enough to grow with your business, but resist over-customizing the product because that can back you into a corner.

Technology solutions truly can help you streamline and standardize your business. Time spent organizing what problem you are trying to solve will make the search much more efficient. While there may not be a solution out there that does everything you hope to accomplish, keep an open mind and you'll find a solution that's right for your specific needs.

Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?

Follow me on Twitter or LinkedInCheck out my website

Cultural and organizational norms also play a role, with environments lacking transparency exacerbating resistance due to uncertainty and fear of change.

Title:

Content: Change Management
|
The world is in a state of great transformations that bring with it new patterns of behavior and living, and if we look at the world of business, it is in a state of greater and deeper transformation.
These transformations call for building distinctive capacities in the field of helping different communities and entities to interact and engage in the new wave of demands.
All societies can contribute to the evolution and transformations that we see every day and different systems can accelerate the process of acceptance, and then creativity in dealing with emerging technologies and environmental transformations, this requires the creation of a basic structure that helps humans to understand, accept and react quickly to developments.
This advantage achieves competitiveness in environments that are able to embrace change as an important feature of the times.
It can be said that the most difficult element in the face of change is the human, despite the fact that his life is based on continuous change, whether biological, intellectual or psychological, but over time he tends to try to stay on a specific system and harmony in which he sees security.
Fear is what drives people to resist change, and many scientific studies have shown that even those who suffer and live in non-positive situations, tend to escape change by virtue of fear of the unknown, and there are many examples that are circulated in societies what pushes towards trying to stay in a situation that may not be happy or healthy because of this fear.
Many patients are afraid to go to hospitals and even resist attempts to treat them because of fear of the next.
Perhaps the most useful sentence in this context is Roosevelt ’ s statement, “There is nothing to fear but fear itself. ”
If everyone goes beyond fear, they can enter a new world with new challenges and a different future.
Perhaps it is important to mention here that transparency and clarification of facts are the most important elements of removing fear.
As part of planning for change, the more people understand the purpose of the change we want, whether it is small or large, the clearer their acceptance of the next steps will be, and help achieve the goals quickly.
Management scientists are interested in many other elements that fall under the planning of change, the most important of which are the creators in the organization who have within them the ability to accept the new, and this subject deserves a detailed talk does not allow space ways here.
Publish it.

Generational differences influence attitudes toward technology, with older employees often slower to adapt due to preferences for traditional methods, while younger generations embrace rapid change and innovation.

Title:

Content: These Strategies Will Help You Manage And Lead Multigenerational Teams To Success

One of the most pressing challenges facing managers today is effectively leading multi-generational teams.

Written By Chelsea C. Williams, Founder & CEO, Reimagine Talent Co.

One of the most pressing challenges facing managers today is effectively leading multigenerational teams. With five generational cohorts in today’s workplace–traditionalists, baby boomers, Gen Xers, millennials, and Gen Zers–each brings unique experiences, values, and approaches to work.

Fostering harmony and collaboration among these diverse cohorts is essential for business and team success.

As a founder and CEO, my team and I work with leaders and managers who struggle with multigenerational team dynamics. As retirement patterns shift, individuals are working longer than ever before. Baby boomers and traditionalists are still working because of the COVID-19 pandemic and financial need; this is especially true for communities of color. Meanwhile, Gen Z is hungry for opportunities to advance quickly and move into leadership roles. All generations can become easily frustrated by a lack of understanding of their younger or older co-workers.

All organizations can benefit from learning to lead across generations to build, engage, and retain a multigenerational workforce.

Understanding Each Generation

First, let’s take a moment to clarify what generational analysis means and how it is used to help shape insights into the different cohorts in today’s workforce and workplace.

Now let’s look at the Pew Research Center’s findings about each generation and a few characteristics that affect their work styles and expectations from managers:

Generation Z, born 1997-2012:

  • Accustomed to change and expects it in the workplace.
  • Values in-person interactions.
  • Seeks feedback on a frequent, ongoing basis.

Millennials, born 1981-1996:

  • Wants to be coached and mentored.
  • Prefers collaborative and technology-centric training.
  • Must be in alignment with company values.

Generation X, born 1965-1980:

  • Views change as a vehicle for opportunity.
  • Embraces a hands-off management policy.
  • Is entrepreneurial and results-oriented.

Baby Boomers, born 1945-1964:

  • More reserved in communication style.
  • Values traditional instructor-led courses or self-learning tools.
  • Appreciates managers being ethical, fair, and consistent.

Traditionalists, born before 1945:

  • Believes in hierarchical management styles.
  • Has a strong work ethic and loyalty to an employer.
  • Slow to adapt to new technology.

Values Vary Across Generations

First, let’s recognize that employees’ values vary across generations. What constitutes success, fulfillment, and recognition in the workplace differs significantly from generation to generation. Therefore, adopting a one-size-fits-all approach to management is not effective. Instead, managers must tailor their strategies to accommodate each generation’s diverse needs and expectations.

At Reimagine Talent, we are seeing our clients diversify their benefit options, like retirement, 401(K) savings, and student loan repayment, to appeal to younger and more seasoned employees.

We have heard from many students and early career professionals who decide where to work based on an organization’s social image, commitment to “do good,” and team diversity. Many Gen Zers from underrepresented communities have said they do not want to be a company’s “one and only” minority representative.

Furthermore, external realities, such as social, political, and environmental factors, impact each generation differently. While older generations may have experienced similar challenges in wars and economics today, younger generations, like Gen Z, confront these issues with fresh and inexperienced perspectives. Understanding how these external factors shape each generation’s worldview is crucial for effective leadership.

Different Communication Preferences

For managers from older generations, integrating Gen Z and Gen Alpha members (those born entirely in the 21st century) into their teams requires an understanding of the evolving nature of work. Significant differences exist in how these younger generations access and consume information compared to their predecessors. Platforms like YouTube and TikTok are central to shaping their perceptions and behaviors. According to SocialPilot, it’s estimated that 96% of Gen Z and 87% of millennials in the U.S. have a YouTube account.

Managers must adopt a dual role of overseeing and guiding younger team members, providing mentorship and coaching while sharing best practices to support their professional development. By embracing the shifting trends and preferences of younger generations, managers can create an environment conducive to collaboration and growth.

What resonates with one generation may not satisfy another. Use various methods, from in-person and written interactions with older generations to chat platforms and short video announcements with younger workers.

Consider expanding the communication mediums on your team and, most importantly, ask each team member what communication works best for them. In cases where your team may be hybrid or fully remote, this focus on clarifying communications becomes vital in building a strong team culture.

Challenges Facing Older Vs. Younger Generations

Another important factor to consider with a multigenerational team is the personal challenges that may affect their work, finances, and mental health. Be cognizant of life stages and challenges and offer resources and guidance to help your team through them.

Personal finances, economic climate/job opportunities, mental health, and climate change worries impact younger generations. There’s a growing mental health crisis for everyone, but especially younger generations. The Thriving Center of Psychology reported that 1 in 4 Gen Zers and millennials said their mental health declined in 2023, and more than half reported they are going or have gone to therapy. Managers should be mindful of mental health needs and willing to provide reasonable accommodations for some team members.

On the other end of the spectrum, older generations are impacted by concerns about reaching or achieving retirement, receiving fair compensation as they age, having work flexibility to slow down or reduce hours, and stress about using advanced and new technologies. In a recent retirement survey by Schroeders, 61% of non-retired Gen Xers were not confident in their ability to achieve a dream retirement, and 84% of Gen X respondents were concerned or terrified about not receiving regular paychecks. Many older workers plan to work for as long as they can simply because they must. Managers can help alleviate some of this stress by providing financial resources and having open, honest conversations about job security.

Build a Culture of Inclusion

One generational shift that has caused tension in the workplace is the heightened conversations and actions toward diversity, equity, and inclusion.

Fostering a diversity, equity, and inclusion culture is critical for all generations to feel supported and valued at work. When done well, diversity, equity, and inclusion initiatives serve as the bridge in bringing people of differences together toward a common goal. As one example, Employer Resource Groups (ERGs) are a great way for organizations to help create welcoming environments and advance business priorities. For one of our clients at Reimagine Talent, ERGs help bring generations together through powerful educational programming offered to all employees. During Disabilities Awareness Month, three ERGs worked together to shed light on accessibility at work and provided practical resources to help employees advocate for people with disabilities.

Advice for Millennial Managers

As a millennial founder & CEO, I am in the middle of the generational spectrum. I have been challenged with navigating the dynamics between younger and older team members. I’ve learned how important it is to be mindful of differing experiences and approaches to work. Through this journey, I have learned much and seen my leadership skills evolve by simply asking questions, being flexible, and maintaining transparency.

While drawing on established best practices like respect, promptness, and thoughtfulness, millennial managers should remain open-minded to evolving trends with Gen Z team members, such as using A.I. technologies and the gig economy. Flexibility, adaptability, and a willingness to embrace change are essential for millennial managers leading multigenerational teams.

Each generation brings value to your organization. The significance of multigenerational diversity extends beyond your internal teams. As employees and consumers, all generations play dual roles in shaping business success. A multigenerational workforce provides a competitive advantage, offering a deeper understanding of diverse consumer segments. By harnessing insights from different generations, you can create strategies that resonate with today’s growing customer segments.

Navigating multigenerational teams requires self-awareness and the desire to build the bridge within your team! Managers can cultivate team harmony by recognizing and leveraging each generation’s unique strengths and preferences to drive productivity, innovation, and organizational success in 2024 and beyond.

RELATED CONTENT5 Tips For Managing Workplace Conflict

Chelsea C. Williams, an entrepreneur, workplace educator, and mentor, is the founder & CEO of Reimagine Talent Co., a national talent development firm based in Raleigh, NC. Her national team empowers employers, educational institutions, and nonprofits with high-impact HR & career development solutions that support employee engagement, development, and retention.

Chelsea is a trusted contributor to CNBC, Fast Company, Investment News, Insider, and Forbes, focusing on leading multigenerational teams and developing Generation Z. She’s a 2021 Forbes Next 1000 Award recipient, 2022 Tory Burch Entrepreneurial Fellow, and 2023 Entrepreneurial Impact Awardee by J.P. Morgan Chase Commercial Bank and Women Presidents Organization (WPO). She is passionate about redefining workplaces through innovation and inclusivity.

Chelsea is based in Raleigh, North Carolina.

×

Resistance is further fueled by fears of job displacement and privacy violations, as automation and surveillance technologies are perceived as intrusive and undermining autonomy.

Title:

Content: BETA
This is a BETA experience. You may opt-out by clicking here

More From Forbes

Edit Story

Fighting The ‘Big Brother’ Fallacy In Workplace Tech

Michael Moran, author and award-winning documentarian, is Chief Marketing, Risk & Sustainability Officer at Microshare, Inc.

With the world taking another crack at a “return to work” this autumn, a spate of stories have appeared warning of a byproduct of the global pandemic: A reset of societal norms when it comes to privacy expectations in the workplace. In recent weeks, everyone from The Wall Street Journal to The New York Times to The New York Review of Books has weighed in. There’s even been some action in the U.S. Senate, where Sen. Bob Casey, D-Pa., is asking the Labor Department to take a fresh look at what has become known as “surveillance tech.”

The best of these pieces carefully parses the advantages and disadvantages of technological innovations born of the pandemic emergency. But the general tone has been disappointingly alarmist and without context: The transformed worker-employer relationship is also a byproduct of the pandemic, and one I would argue will make most workplaces more rather than less humane.

There are indeed instances of companies that have used the pandemic as an excuse to push into clearly unethical (if not illegal) frontiers of surveillance. The Electronic Frontier Foundation, an NGO that monitors data privacy matters, breaks these so-called “bossware” products into two broad categories: those that employees know about and can possibly control, and those that secretly snoop on employees, in the office or remotely, with no consent. Some of this stuff is dastardly; others dangerous and evil. The New Yorker’s Ronan Farrow documented the story of NSO, an Israeli software firm that produced a deep-link surveillance software called Pegasus sold to governments to track dissidents.

It’s one thing to insist that people turn on their cameras for Teams or Zoom meetings, or insist they clock in when they arrive at work. It’s quite another to deploy software that secretly photographs or videotapes a remote employee, or which reads keyboard strokes and assumes that a lack of such activity equals goofing off.

But many of the technological innovations borne out of the pandemic are in no way akin to “Big Brother.” Across the world, the need to monitor the health of indoor spaces and the wellness of those within them has spawned a new push to outfit buildings with Internet of Things sensors measuring everything from CO2 and particulate matter in the air to the density and usage of conference rooms, labs and washrooms. Marketing such products should emphasize that these technologies do not collect the personally identifiable information so dear to the ad-fueled business model of Facebook and Amazon.

This new workplace tech mostly responds to well-established risks that have been underscored by the pandemic. Lead with the importance of privacy and transparency front and center in any such marketing, and be sure to stress the firm’s record of compliance with the EU’s General Data Protection Regulation and its American variants. Admit when identity is necessary for the product to function. For example, desk booking software is useless if you can’t prove you booked the desk. Don’t shy away from this conversation. Meet it head-on and, ideally, with a forthright admission that any trade-offs will be done transparently and with full consent.

The key for both marketing and human resources professionals is to embrace transparency when deploying these products and preparing the company to patiently explain the rationale for things like desk booking systems or push-button feedback stations without dismissing employee concerns as just so much griping.

The situation becomes more complex when the goal of new technology is risk mitigation and safety rather than convenience or efficiency. Sometimes, the ability to know the identity of a person is necessary. But even here, consent should be obtained and the process made transparent.

For example, one of my company’s clients deployed a wearable contact tracing system to protect factory staff around the world from major Covid-19 outbreaks as the pandemic took hold. Our client deployed Bluetooth-enabled wristbands active only on the worksite and which had no ability to store PII. The data remained anonymous until someone reported a symptom, at which point our client’s HR department did a reverse database query and informed anyone who recently had been within six feet of the person in question to test for Covid-19. The company addressed employees’ privacy concerns and was transparent about its reasons for deploying the technology.

The ability to be transparent about how technologies like these work is precisely why tarring all the new workplace technology with Orwell’s brush is counter-productive. “Snooping” or “invasions of privacy” by definition involves subterfuge and secrecy. Context is important. The right to privacy in a workplace is a moving target, and it’s worth noting that, ever since email became a standard business tool, U.S. courts have held that employers can read messages composed on company equipment or transiting company domains. This strikes me as far more invasive than a sensor that warns that CO2 levels are spiking, or allows employees to know which conference rooms are available for booking.

Sunshine, they say, is the best disinfectant. Shined in the right places, it can also allay fears in the post-pandemic workplace.

Forbes Communications Council is an invitation-only community for executives in successful public relations, media strategy, creative and advertising agencies. Do I qualify?

Follow me on Twitter or LinkedInCheck out my website

Ethical concerns, such as algorithmic bias and data misuse, amplify skepticism about new technologies, prompting calls for regulation and oversight.

Title:

Content: People 's Daily Online > > Economy and Technology
Focus on Wuzhen: Ethical rules and technical safety are the key to high-quality development of AI
November 11, 2022 09: 05 | Source: Beijing Business Daily
Small number
On November 10, at the 2022 World Internet Conference Wuzhen Summit "Artificial Intelligence and Digital Ethics" forum, Tian Tian, CEO of Ruilai Intelligence, said that in the era of digital intelligence, artificial intelligence acts as a "brain" and plays an important role in the realization of target performance, the intelligence of facility operation and maintenance, and the security of facilities.
For example, the use of artificial intelligence computer vision technology can achieve the detection of industrial defective products, the construction of face recognition security equipment, while improving production performance and production efficiency, greatly improve safety and security capabilities.
In recent years, with the rapid development of algorithms and the increasing abundance of computing power, data and other resources, the artificial intelligence industry has shown a rapid development trend.
However, Tian Tian said that looking into the future, if artificial intelligence is to achieve high-quality development, it needs to break through the two key issues of ethical rules and technical safety.
First, as artificial intelligence gradually becomes a key role in the economy and society, the rules of its interaction with humans pose ethical issues, such as the distribution of human-machine control, the acceptance of artificial intelligence, and so on.
As an open but far from mature new technology, AI will inevitably impact existing ethical relationships and social structures.
For example, the improper transfer of human control over the machine will lead to the occurrence of malignant accidents, typical examples such as the loss of control of the electronic brake system of autonomous vehicles caused by traffic accidents, and the excessive trust in algorithms and the neglect of unfair events caused by algorithmic bias.
With the continuous penetration of artificial intelligence into all aspects of production and life, ethical problems are emerging.
Second, technical security issues.
Taking the most widely used face recognition on the ground as an example, the whole process of this technology is a black box mode, which mainly relies on massive face data for feature extraction, training and identification, so that it can use relevant loopholes and adopt various forms of attack.
For example, adding a small amount of interference to the face photo or printing the anti-patch to be worn by a real person, in the form of this targeted attack to crack the personal verification.
In the face of these problems, Tian said, it needs to be addressed from both ethical rules and technical rules.
One is the construction of ethical rules.
This involves how to set the control threshold between people and artificial intelligence, how to design the bottom mechanism, etc., and needs to be combined with specific application scenarios to create quantifiable, measurable, and executable specific standards, and then implemented to the algorithm and code level.
The second is to optimize the technical path.
On the basis of the three elements of data, algorithms and computing power, the knowledge elements are integrated into the development of safe, reliable, credible and scalable third-generation artificial intelligence, and the robustness and interpretability of artificial intelligence are continuously improved, while the agile assessment level of artificial intelligence ethical safety and technical safety is continuously improved, making it a key capability to ensure the high-quality development of the artificial intelligence industry.
(Reporter Wei Wei)
(Editor: Zhao Zhuqing, Chen Jian)
Public Number ： People 's Network Finance
Share it so more people can see it.
Back to top

To address resistance, strategies like reverse mentorship and transparent communication can foster collaboration and alleviate fears by emphasizing the benefits of technological adoption.

Title:

Content: BETA
This is a BETA experience. You may opt-out by clicking here

More From Forbes

Edit Story

Three Change Management Priorities For Seamless GenAI Deployment

President & CTO at ContractPodAi.

There is no question that generative artificial intelligence (GenAI) is emerging as a powerful, transformative force in today’s business. In its 27th Annual Global CEO Survey, PwC looked at how GenAI would significantly change how organizations operate. They concluded the technology is "approaching a critical juncture, seemingly poised to transform business models, redefine work processes and overhaul entire industries."

In the next year, more than 50% of CEOs surveyed said they expect GenAI to "enhance their ability to build trust with stakeholders," while roughly 60% expect it to "improve product or service quality." Within the next three years, nearly 70% also anticipate that GenAI will "increase competition, drive changes to their business models and require new skills from their workforce." The lasting business impacts that CEOs expect from the technology include boosted efficiency and increased time-to-revenue.

Generative AI comes with a low barrier to entry, empowering organizations to start small and grow their usage of this technology over time. Because of this, I recommend starting with a particular use case and scaling it to the greater organization from there. The secret to the scaling process is for senior leaders to keep a close pulse on their change management efforts. After all, if your organization does not have a smooth adoption and implementation process and is neither aligned nor trained sufficiently around new technology, you'll likely fall short of reaping the full ROI from your digital investment moving forward.

Here are three change management strategies to keep in mind if you’re planning to embrace GenAI in your organization.

Taking A Phased Adoption Approach

Integrating AI into the day-to-day work of the organization necessitates a simple and seamless adoption process. To foster this digital transformation, senior leaders should consider a phased approach that sees AI deployed gradually and refine processes as needed. This gives employees time to familiarize themselves with the technology to maximize its benefits and minimize its disruption to the business.

Additionally, they can build a digital infrastructure characterized by robust digital resources, dedicated support teams and user feedback loops. All of this goes a long way in preventing the problems that typically arise in the adoption process.

Fostering A Culture Of Trust

Another change management strategy is mitigating organizational resistance around AI. This is achieved through clear and direct communication about the business objectives and expected outcomes of AI adoption, and an open discussion about the collaborative partnerships that can form between employees and the technology.

Transparency is key here. On top of establishing these lines of communication, senior leaders should ensure that AI solutions are designed with security, transparency and accountability measures in place. It’s also important for employees and customers to be assured that their data privacy will continue to be top of mind as the technology becomes further scaled to be used within day-to-day workstreams. Be sure to communicate that protocols and guidelines will evolve in the spirit of fostering an ethical and socially responsible AI culture. All of this translates to more support and buy-in across the enterprise.

Redesigning Career Paths And Skills

The advent of GenAI does not have to mean the disruption of traditional job roles but rather a redesign of professional skills and career paths. As AI is gradually integrated into everyday operations, employees should be taught new skills, allowing them to leverage the technology to its fullest.

Some examples of this include advanced training in applied AI, machine learning (ML) and natural language processing (NLP). As AI scales to take on both repetitive and complex tasks, organizations should concentrate on bolstering employees' built-in business instincts and reinforcing their natural human skills. This involves nurturing areas such as business creativity along with strategic and critical analytical abilities and enhancing emotional intelligence within the workplace. This effort should be coupled with a special focus on fostering employees' continuous improvement.

At the end of the day, having a successful digital transformation journey calls for prioritizing the change management strategies mentioned above and exploring other best practices.

Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?

Follow me on LinkedInCheck out my website

Providing tailored training programs and involving employees early in the transformation process can help build trust and reduce anxiety about adapting to new tools.

Title:

Content: BETA
This is a BETA experience. You may opt-out by clicking here

More From Forbes

Edit Story

Lessons Learned Selling Digital Transformation In A Risk-Averse Industry

Michael W. Levin, CEO and co-founder of Ideon.

In a 2018 McKinsey survey, 80% of respondents said their organizations had undertaken a digital transformation in the preceding five years.

And that was before the pandemic, which has, to say the least, accelerated such changes.

Of course it has. I’m preaching to the choir when I posit to this audience that digital change is necessary for the survival of almost any organization today, business or otherwise. That’s certainly the case for the industry in which my company operates—health insurance and employee benefits—and especially so for carriers, in part because of the rapid rise of InsurTech, which is helping to drive digital innovation throughout the industry.

And yet.

All too often, selling digital transformation within large organizations is an uphill battle. That’s especially the case at organizations in established industries—with ways of doing business that can sometimes date back decades—and is even more a truism if those organizations have a predisposition to manage risk. There are many reasons for this, of course, but three fears play a key role.

• Fear Of Change: It's human nature to favor the familiar over the unknown. We prefer what we know, even when shown a superior alternative. So it’s understandable that executives accustomed to analog processes may be wary of digital ones. There’s an entire field of study, behavioral economics, built around the status quo bias.

• Fear Of Loss: Digital transformation requires investment. And as a general rule, humans react twice as strongly to the loss of a given amount as they do to the gain of the same amount. So unless the ROI for a digital transformation project is clear and convincing, certain colleagues will tend to resist spending money.

• Fear Of Mortality: Not literally, of course. But bosses and employees alike often associate digital change with staff reductions. But even though such relationships are unclear, some executives resist change if they believe it will lead to a loss of headcount or otherwise erode positions of power.

The Way Forward

So how can an organization’s evangelizers persuade colleagues to embrace change? There’s no simple answer, but my experience over the years helping insurance organizations embrace data transparency and connected ecosystems suggests that four strategies—on their own or in combination—can help break through most institutional roadblocks:

1. Align proposed changes with business goals. Change for modernizing’s sake is one thing. Change that helps achieve already established goals is something else entirely. Good leaders are generally driven by big-picture aims. Tying digital transformation to company priorities allows evangelizers to harness existing momentum rather than requiring them to start from scratch.

2. Create your own stakeholders. Whatever their personality, human beings are much more likely to support an initiative if they feel invested in it. Quite frankly, we value something more when it's ours. And the best way to create investment in the idea of change is to involve colleagues early in the transformational journey. Ask the appropriate decision-makers or influencers for input about their problems and possible solutions. If the digital transformation you seek is the logical conclusion to that process, otherwise resistant colleagues will more likely support the idea because they had a hand in getting there.

3. Marshal your facts. Before investing resources in digital transformation, decision-makers want to know that it will pay off. Prepare information—statistics, research findings, anecdotes—on the ROI of digital transformation. Seventy-six percent of employees surveyed said having the digital tools they need makes them more productive. Additionally, Harvard Business School technologists report (paywall) that companies with the most effective digital transformations have higher net income than those with less-successful digital transformations. Data points like these can motivate leaders to prioritize tech imperatives.

4. Leverage FOMO. Regret aversion is a powerful thing. That is to say, many people are not as afraid of making a bad decision as they are afraid of feeling bad about a decision they made. It’s one reason people follow the crowd. We don’t necessarily believe that other people are smarter than we are. But many of us do believe (if only nonconsciously) that if we follow the lead of others we will have company if our decision turns out to be unwise. Regret aversion bias can be leveraged powerfully when selling digital transformation by framing a failure to adopt change as leaving an organization alone in the dark while the rest of the industry—or even its cutting-edge leaders—moves toward the light.

I know there is a reliable path to digital transformation because my firm has seen dozens of clients and partners complete such journeys. But accounting for the inevitable challenges, both structural and psychological, is key to achieving success.

Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?

Follow me on Twitter or LinkedInCheck out my website

Interns can navigate workplace dynamics by empathizing with resistant supervisors and highlighting how technology enhances productivity and creativity, fostering a culture of continuous learning.

Title:

Content: Although it is common for business leaders to take inspiration from successful sports coaches, former Arsenal manager Arsène Wenger — himself a regular speaker on the corporate circuit — believes lessons from sport aren’t easily transferable to most organisations.

“Players have to be as close as possible to 100% of their potential to be efficient,” Wenger is quoted as saying. “That is not the case in daily life.”

Certainly, the role of talent separates sports teams from banks, or law firms, or even startups. Not least because the hierarchy of compensation is flipped, with many players earning in a week what their coach earns in a month, or what the club directors earn in a year. But Wenger is getting at something deeper, a point taken up by Financial Times journalist Simon Kuper.

“Sport isn’t a useful model for business,” Kuper writes. “Corporations are based on the concept of replaceability. [Employees] don’t need to be highly talented. They just need to be good enough.

A corporation succeeds thanks to efficient processes, not extraordinary talent. In most jobs, creativity and extraordinary talent only cause trouble.”

Interestingly, Kuper’s emphasis on process and replaceability chimes with common fears around AI and automation, with many digital transformation initiatives encountering resistance and scepticism from employees fearing job displacement — often justified.

Irish workers at risk

By 2030, management consultancy firm McKinsey predicts automation will impact at least 375 million jobs worldwide, while the recent OECD Skills Strategy Report notes Irish workers are at risk of falling behind as workplaces and technology evolve faster than skills and capabilities.

If we accept Kuper’s version of a corporation, surely more AI and automation will lead to increased organisational downsizing and even less emphasis on creativity and extraordinary talent.

Thankfully no. Or at least, not entirely. While the process-over-people organisation Kuper describes may have been common in the past — and still exists to an extent — IMI research shows top organisations have never been more committed to their people, with AI and automation an enhancer of their creativity rather than a replacement.

After studying the digital transformation efforts of multiple organisations, IMI found the biggest enabler of project success was not the technology itself, but the organisational and leadership structures.

Empowered by supportive leadership, agile and cross-functional teams utilised cutting-edge project management techniques to test and iterate in an environment of psychological safety, with creativity and innovation at the forefront.

Emphasis on continuous learning

The most successful teams were not necessarily AI or technology experts, but their organisations placed a strong emphasis on continuous learning and upskilling, allowing them to adapt more easily to new technology and ways of working.

Crucially, rather than being processed-obsessed, these teams were output-orientated, customer-centric focused on high performance. Tony Moroney, programme director for IMI’s digital leadership diploma and AI for C-Suite programme, believes the biggest challenge to be overcome when it comes to technology and digital is mindset.

When people hear digital transformation they tend to focus on the digital side rather than the transformation side, when really it’s just using digital tools to deliver this transformation and provide a better experience for customers.

"But it’s vital to look at digital transformation as a strategic imperative, and not just as a technology project.”

Recall the words of Colonel John Boyd, the US Air Force pilot and military strategist, who would routinely bark: “People, ideas, machines — in that order!” Boyd believed project success with technology came from the intersection between people and technology, and the ideas of those people, not from the technology itself. In other words, instilling a culture of innovation.

New opportunities and challenges

However, fostering that environment is not easy. The business landscape is being reshaped by automation and AI in unprecedented ways. This brings forth new opportunities and challenges for leaders, who are tasked with driving their organisations through technological adoption while meeting the changing needs of an evolving workforce.

Organisations must shift from technology infrastructure investment to value realisation, but these opportunities can only be realised when the cultural and organisational challenges are met.

For example, a recent Microsoft survey noted over half of Irish workers feel their leadership team is out of touch and that workplace culture has deteriorated in the hybrid environment. Burnout, not enough focus time, and too many tasks and meetings were also cited as challenges.

On the flipside, a recent Deloitte survey noted C-suite leaders found the main obstacle hindering their organisation’s progress towards digital transformation was lack of workforce skills and capabilities, followed by mindset and cultural shift.

In terms of overcoming these challenges, the adoption of digital solutions like AI should help organisation address the productivity pressure points mentioned above, reduce risk of employee burnout and improve the employee experience.

Crucially, leaders must encourage a culture of continuous learning and experimentation, where employees are empowered to embrace change and adapt to emerging tools and trends, along with equipping the workforce with new skills and capabilities. Otherwise, workers may get left behind, as the OECD recently warned.

While technology should be used to increase productivity rather than a means to replace people, technology can and often does replace people — this is the history of automation. Thus upskilling and lifelong learning initiatives are so vital: empowering and increasing the capabilities of a hugely diverse group of workers, including leaders themselves.

Jobs threat

Because automation and AI threaten jobs higher up the food chain than ever before, leaders are also at risk of being left behind, unless they equip themselves and their teams with the necessary skills and capabilities to navigate the rapidly evolving landscape.

The demand for a better understanding of these implications has led IMI to create their AI for C-suite half-day programme, featuring immersive workshops providing scenarios where senior leaders will work through the implications and challenges of embedding AI into their businesses.

The need for programmes such as these is especially crucial, considering the growing divide between workers and leaders in many organisations and the unprecedented complexity we face.

AI is likely to be the defining technology of our time, with the potential to free us from digital debt, fuel innovation and transform how organisations operate and interact with their employees. Rather than diminishing creativity and extraordinary talent, quite the opposite effect occurs. Freed from process obsession, workers can finally perform to the standard of high-level footballers.

At least in theory.

  • Ben Davern leads research and insights with IMI

More in this section

The Business Hub
Newsletter

News and analysis on business, money and jobs from Munster and beyond by our expert team of business writers.

Sign up
Lunchtime News
Newsletter

Keep up with the stories of the day with our lunchtime news wrap.

Sign up
Revoiced
Newsletter

Sign up to the best reads of the week from irishexaminer.com selected just for you.

Sign up
Cookie Policy Privacy Policy FAQ Help Contact Us Terms and Conditions

© Irish Examiner Ltd