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Is It Real or Is It Memorex?
Many organizations are grappling with how to manage A.I. in the workplace. The next time someone turns in work generated by A.I. without an appropriate acknowledgment, simply tell them that moving forward, they need to identify all A.I.-generated work. But it’s also important to take a more expansive approach instead of trying to address the issue on a case-by-case basis. Collaborate with relevant stakeholders to develop A.I. guidelines that reflect the realities of the work your organization does. When is it appropriate for employees to use A.I.? How should they acknowledge and cite A.I.-generated work? When is using the technology not appropriate? What are the consequences for employees who do not follow these guidelines? How are you going to train staff to use A.I.? How are you going to train managers to identify work that is generated by it? These are the early days of the mass adoption of A.I. It is an imperfect tool, however exciting its potential may be. We need to think carefully about the ethics of using A.I. and remember that artificial intelligence is not human. It lacks a moral code. It lacks judgment. There are limits to what it knows and what it can do.
Continue That Ed, for Yourself
Don’t be so hard on yourself. Training and instructional design are specific areas of expertise. If your employer expects you to train new employees, ask if they will support your professional development and pay for you to take an instructional design course or workshop. There are also many books that you may find helpful. Cathy Moore’s “Map It: The Hands-On Guide to Strategic Training Design,” is well-regarded. I’d also suggest “Design For How PeopleLearn” by Julie Dirksen. As you start to develop resources, think, what are the most important things people need to know about using these tools? How can you best communicate that information to new learners? Good luck!
