As Artificial Intelligence (AI) becomes increasingly embedded into the fabric of everyday individual, organizational, and societal life, the issue is not whether leaders should make a binary choice of whether to use it or not, or figuring out what policy to guide its use. The issue we face is the proper alignment between AI and human engagement. This alignment depends on the nature of the problem to be solved. Problems range from simple to complex and evolve over time so there are distinct phases of problems with different problem-solving needs. As problems become more complex, human critical and creative thinking dominate, and when they are simpler, AI dominates. Regardless of the technological advances in artificial intelligence over the next years and decades, there will always be a need for human involvement when faced with complex and human-based problems. This book provides leaders with the knowledge to assign the most effective resource alignment between the level of AI and human engagement to ensure successful outcomes.
Chapter 1: The Leaders Dilemma.
Chapter 2: Who Leads in the Human-AI
Dance: Decision Strategy.- Chaper 3: How Does the Dance Flow: Operational
Dynamics.
Chapter 4: How to Adapt the Dance: The Reframing Cycle.
Chapter
5: Hybrid Problems: Framing the Challenge.
Chapter 6: Problem Decomposition:
Tools for Reframing.
Chapter 7: Problem Characterization and Modes of
Thought.
Chapter 8: Learning: Building Adaptive Capacity.
Chapter 9:
Cognition: Sharpening Mental Lenses.
Chapter 10: Knowledge Bridging:
Connecting Across Boundaries.
Chapter 11: The Leaders Design.
Adrian Wolfberg is the founder of Organizational Insight Consulting LLC and an adjunct professor at Case Western Reserve Universitys Weatherhead School of Management. He has four decades of combined experience as a naval officer, intelligence officer, change agent, boundary spanner, scholarly researcher, and educator. As a naval officer, he was trained as an airborne electronic intelligence officer collecting and analyzing electromagnetic signals from weapon-associated radars on adversary ground-, sea-, and air-based systems. He flew intelligence gathering missions from aircraft carrier-based reconnaissance aircraft and, then, assigned as an Indications & Warning officer assigned to the Joint Staff Intelligence Directorate. He was employed by Defense Intelligence Agency (DIA) as a civilian intelligence analyst where he was a counterdrug analyst. While at DIA, he created and led an internal organizational consulting capability called the DIA Knowledge Lab. Its purpose was to help intelligence officers in the organizationregardless of seniority or formal positionlearn how to help themselves in order to solve or make progress solving intractable problems. While assigned to DIA, he graduated from the National War College, spent four years supporting the Office of National Drug Control Policy, four years teaching at the United States Army War College, and two years conducting research at the National Intelligence University. He earned a Ph.D. in organizational science from Case Western Reserve University. Adrians scholarly research has focused on psychological, organizational, and technological (including machine intelligence) factors that affect the intelligence analysts ability to create and communicate knowledge, and how decision-making consumers of intelligence receive and absorb knowledge. His experiences as an intelligence analyst, leading the DIA Knowledge Lab, and his scholarly research have addressed the challenges of confronting and navigating different knowledge boundaries.
