I give a conference session later this week and I draw some of the key ideas of the AI Strategic Work to use with a larger group. I use this framework to help unpack our relationship with “ thought of a higher order “, then I am with an exploration of” sophisticated artifacts ” – which really concerns all that the leaders do and create.
In the workshop, I use the outings of this to consider the key characteristics of the way in which change is resisted: through human exceptionalism, system dogmas and the toxicity of ambiguity.
AI as an efficiency, as a productivity, is one thing: leadership AI is another. I generally find that frames, research tools, diagnoses, which allow us to unpack or fracture, our own certainty, can be the most useful, because “disturbance” is central to learning, and the disturbance that we find for ourselves is indeed powerful.
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