Mindset matters: how mindset affects the ability of staff to anticipate and adapt to Artificial Intelligence (AI) future
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Mindset matters: how mindset affects the ability of staff to anticipate and adapt to Artificial Intelligence (AI) future scenarios in organisational settings Elissa Farrow1 Received: 19 May 2020 / Accepted: 28 October 2020 © Springer-Verlag London Ltd., part of Springer Nature 2020
Abstract Any first step in organisational adaptation starts with individuals’ responses and willingness (or otherwise) to change an aspect of themselves given the transcontextual settings in which they are operating (Bateson in Small arcs of larger circles: framing through other patterns, Triarchy Press, Axminster, 2018). This research explores the implications for organisational adaptation strategies when Artificial Intelligence (AI) is being embedded into the ecology of the organisation, and when employees have a dominant fixed or growth mindset (Dweck in Mindset: changing the way you think to fulfil your potential. Robinson, London, 2017). Research participants were supplied with a single scenario based in 2030, where—as a result of Artificial Intelligence technology implementation—employees were going to be displaced. Using Torbert’s (Organizational wisdom and executive courage, New Lexington Press, San Francisco, 1998) ‘first, second and third person’ research theory, participants were asked to independently review their thoughts, sense, and image of the future from a fixed mindset position (considered to be the worst case), then from a growth mindset perspective (best case), and then do the same collectively. Five key findings are outlined which support the principle that having a growth mindset is a key component of adaptive capacity and futures literacy. The five key findings conclude that AI adaptation processes need to include compassion and authenticity, embodiment, fundamental needs and motivations, mutual learning and considering what lies beyond the edges of the organisation (Bateson in Small arcs of larger circles: framing through other patterns, Triarchy Press, Axminster, 2018). Keywords Growth mindset · Fixed mindset · Futures literacy · Adaptive capacity · Artificial intelligence · Organisations
1 Introduction The process of “creating and describing alternative images of the future encourages the extension of thoughts and perceptions beyond the confines of the present” (Masini 1998, p. 344). Engaging and anticipating the future in emerging or volatile transcontextual settings is challenging both to individuals and the collective. Transcontextual description as defined by Bateson (2018, p. 79) is “a starting place (that) opens up the possibilities of better understanding the interdependency that characterises living (and arguably non-living) systems”. Organisations and those that work within them are transcontextual settings and a wide variety * Elissa Farrow [email protected] 1
School of Social Science, University of the Sunshine Coast, Locked Bag 4, Maroochydore DC, QLD 4558, Australia
of literature suggests that, by 2030, there will be an expected replacement or loss of jobs across
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