Five ways organizations can codify and foster the skills that will give them a competitive advantage.
The rise of AI presents an opportunity for humans to step up to the challenge of refining, emphasizing, and applying our own human strengths to differentiate corporate decision-making. However, human capabilities, like making moral judgments, and using imagination or intuition, are often untrained, impulsive, or implicit.
Thus, to distinguish and elevate their decision-making processes, organizations need to actively codify and foster the requisite human decision-making skills. This article outline five imperatives towards this end.AI’s rapid advancement has ignited enthusiasm about its potential to revolutionize corporate decision-making by substituting for expensive, fallible humans. But it’s naïve to believe that by gathering ever more data and feeding it to ever more powerful algorithms alone, businesses can uncover the truth, make the right decisions, and create value. We call this false belief “dataism.”is the Marcel Desautels Professor of Integrative Thinking, a professor of economic analysis, and director of the Desautels Centre for Integrative Thinking and of Rotman Digital at the Rotman School of Management at the University of Toronto.
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The Irreplaceable Value of Human Decision-Making in the Age of AIFive ways organizations can codify and foster the skills that will give them a competitive advantage.
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The Irreplaceable Value of Human Decision-Making in the Age of AIThe rise of AI presents an opportunity for humans to step up to the challenge of refining, emphasizing, and applying our own human strengths to differentiate corporate decision-making. However, human capabilities, like making moral judgments, and using imagination or intuition, are often untrained, impulsive, or implicit.
Read more »