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Monthly Archives: May 2023

People, Not Tech, Hold the Keys to AI

May 2, 2023
AI, Alien tech, Article, Psychology
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People, Not Tech, Hold the Keys to AI

To truly grasp AI, we don’t have to delve into the depths of technology; rather, we must understand people. It’s often thought that AI is solely about complex algorithms and computing power, but it’s much more than that. At its core, AI’s development and usage hinge upon human behaviour, decision-making, and social interactions.

AI’s designed to mimic and augment human thought processes, so it’s only natural that we should look to ourselves in order to comprehend it. By studying human cognition and emotions, we would be able to create AI systems that were more intuitive and effective, which in turn could have a profound impact on our daily lives.

Furthermore, AI’s ethical and social implications are deeply rooted in our understanding of human values and morality. To ensure AI is aligned with our beliefs, we must examine our own perspectives and consider the diverse range of opinions and cultures that shape our world.

In a nutshell, it’s the study of people that provides the necessary insights to develop, improve, and implement AI in a way that’s both beneficial and harmonious with our society. Only by understanding ourselves can we truly hope to unlock AI’s full potential.

And if Ai runs amok, it will only be because people will it so.

Fellowship!

May 2, 2023
Antimatter principle, Article, Fellowship, Organisational effectiveness, Organisational Therapy
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Fellowship!

Will organisations ever truly recognise the benefits of #fellowship over traditional management and leadership approaches? Is it possible for organisations to adapt and embrace this more collaborative, egalitarian way of working? As we delve into the psychology of fellowship, it’s worth considering whether this could hold the key to unlocking the full potential of a workforce.

Fellowship, at its core, involves fostering a sense of camaraderie, trust, and mutual support within a group. But can this sense of unity actually lead to greater success within an organisation? Studies in social psychology have shown that individuals who feel part of a cohesive group are more likely to be motivated, engaged, and productive. Doesn’t this suggest that there’s merit in exploring the value of fellowship over traditional hierarchical structures?

It’s worth asking, then, whether organisations have become too reliant on the status quo models of management and leadership. Are they missing out on the advantages that come from embracing fellowship? Are they overlooking the potential for increased innovation, flexibility, and resilience that can stem from a more cooperative and supportive environment?

Of course, one might question whether organisations can actually make the shift towards embracing fellowship. Is it possible for them to break away from deeply ingrained hierarchies and power dynamics? Can they overcome the resistance and skepticism that often accompany change, particularly when it challenges their norms, their shared assumptions and beliefs?

Moreover, how can organisations ensure that they don’t lose the necessary structure and direction that management and leadership provide? Is there a way to strike the right balance between the two approaches, allowing for both effective decision-making and the empowerment of individuals within the organisation?

Is it worth us pondering whether organisations will ever truly recognise the potential benefits of fellowship over traditional management and leadership?

By considering the psychology of fellowship, we may uncover insights that could ultimately reshape the way we approach organisational dynamics and success.

SABOtage?

May 1, 2023
Article, Organisational effectiveness, Organisational Therapy
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SABOtage?

As an organisational psychotherapist, my work primarily focuses on helping organisations surface and reflect on the shared assumptions and beliefs of the organisation – which we’ll refer to as SABO. In essence, SABO can be the invisible engine that drives an organisation forward or the lurking saboteur that keeps it hobbled. It’s my job to help folks identify, analyse, and transform the SABO to ensure their organisation’s success.

The impact of SABO can’t be overstated. In one form, it can undermine an organisation’s effectiveness, create a toxic work environment, and stifle innovation. On the other hand, a healthy SABO can enhance a company’s success by fostering a positive culture, promoting collaboration, and driving employee engagement. In some cases, SABO may not have a significant impact and simply exist as a neutral presence within an organisation.

My work involves inviting the organisation to delve deep into its collective psyche and help it uncover the underlying SABO that absolutely govern its behaviours. This can be achieved through a variety of methods, such as conducting surveys, facilitating focus groups, and observing and enquiring during daily interactions. Once the organisation has reached a point where it begins to understand its SABO, I hold the space in which its people can develop ways to address the deleterious aspects of their SABO, and amplify the positives.

A key part of my role is to facilitate open conversations about SABO within the organisation. By encouraging people to reflect on the SABO, they can begin to challenge and shift their perspectives, resulting in positive change.

Ultimately, my work as an organisational psychotherapist contributes to the overall health and success of the organisations I work with. By focusing on the SABO, together we can create a more productive, collaborative, and engaging work environment, enabling organisations to flourish.