What seemed distant and typical of science fiction domains has broken into our lives in a full, abrupt and inexorable way. Indeed, artificial intelligence and its mass development, with all kinds of applications, is an increasingly present and tangible reality of our existence.
This contribution does not intend to enter the complex world of moral and ethical discussion on the scope, risks and potential collateral damage; Although it is clear that our life as a society and as a civilization takes a step in evolution whose results for good or for evil, although we can sketch them with still thick strokes, we cannot measure where and how it takes us.
But we do have in our daily life AI applications that allow us to start trying, and perhaps try to answer, some day -to -day issues about that gradual and gradual “metabolization” of these tools, which has already begun.
How can leaders adapt to AI?
I think it is about studying, understanding and adapting, as well as when the leaders at other times passed from the oral tradition to writing, and then on the phone, and then to Telex, to the fax, the cell phone, to the text message, to the Internet, to the WhatsApp and so on.
The technologies that we create from the experience and the spirit of our kind of adapting and surviving from caverns until today, when it is massified for the common man, awakens in him the imperative need to learn, adapt and survive.
It is true that technological waves have a growing frequency and that times to learn and adapt are increasingly short, but man also instinctively develops that resilience and survives capacity.
Returning to our leader … if we believe, as we have said, that a leader is that capable of inspiring others and leading them to the achievement of individual or collective objectives, which is able to make the best of each one as a tribute to the whole, who is able to cultivate winning mentality and do all this knowing how the souls of people and their values works.
So, the question of how they adapt has a double dimension:
The first It is how he adapts to the management of teams with these tools and the second is how he accompanies the team already its members in that process.
In their adaptation, each leader, regardless of their age and position, must perform a detailed analysis of their equipment: tasks, processes and volumes.
It should also look at the wide map of existing and available applications for the management of these tasks, processes and volumes, and thus understand what tools of AI have impact on their area and their equipment, and thus begin a process of learning, implementation and reconversion of tasks and profiles.
While more and more these tools have a high percentage of intuitive learning, the leader has the obligation to train, learn and master these technologies. That process of unlearning what is no longer useful and acquiring new knowledge is a price in the evolution of the leader.
The second Dimension will be to transmit to the team this knowledge, to nourish the experiential process of each member about how this process is traveling to build a common understanding and thus begin to implement solutions of AI in daily work.
The emergence of AI involves the need for a deep rethinking about our knowledge, assumptions, traditions and conventions generally accepted in the different areas of our life, and in particular of our professional management.
They will exist, as always, resistance to change, delays in implementation, but nothing will avoid the inexorable. Navigators usually repeat a graphic good that I believe applicable as a metaphor here: “We cannot master the winds, but we can adjust the candles.”
It is true the inexorable of the changes, their speed and the risks involved in these evolutions, but with the skill of the good navigators we can adjust the processes, the necessary regulations to mitigate the risks and reach fruition.
Leadership is under strong pressure and proof, as in all other great evolutions. The appropriate leaders will arise to conduct these changes in organizations, but there will be something that will never change, not even AI, and this is: the leader inspires from the human, knows how people work, always encourages and accompanies, and in the bad much more. All the emotions and feelings that generates in a team a true leader will never be replaced. The hug, the smile, the tear, the anger, the frustration or the euphoria of a triumph will be the also inexorable human seal that will always be present and that will guarantee the correct adaptation to this new reality.
Marcelo Villegas – Lawyer Specialist in Complex Negotiations, Labor Law and Human Resources, former Minister of Labor of the Province of Buenos Aires and Ontological Coach.
Source: Ambito
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