How to Develop and Adopt Ethical Artificial Intelligence (AI) Technologies in Projects
| With the significant explosion and leap from Digital to AI technologies, organisations are often ‘out at sea’ when developing and adopting ethical AI technologies. This responsibility is typically owned by Project Management and Transformation professionals, as strategies are developed and executed. Whilst the positive and negative benefits of AI solutions are still being debated and realised; a greater challenge exists, in that there is not a wide-spread adoption of global Artificial Intelligence (AI) standards and regulations. Whilst standards do exist in most countries, these differ substantially from country to country, making it a great challenge to adopt a universal approach to ethical AI for employees and customers. A recent interview with Giovanni Leoni, a global industry leader and Advisory Board member for EAIGG: Ethical AI Governance Group, provides valuable advice – that the presence of global standards (ethical technical and process guidance and law) will become widespread and start to normalise during the years of 2023 to 2025. At the moment, the US are in the forefront of standardisation; with the release of the AI Risk Management Framework; whilst the EU are leading in terms of regulation (EU AI Act); therefore both are influencing each other. Leoni suggests, ‘In the absence of fully adopted standards, it is advised that organisations should start by aligning their AI practices with their organisational ethical policy / code.’ This includes the organisation’s training and ethical guardrails of all operational and project activities. Therefore today, there is an opportunity for organisations to initiate proactive work and commence the change management journey, which takes multiple years. In addition to the adoption of an organisation ethical policy / code, PMI’s Code of Ethics & Professional Conduct and other useful resources should also be adopted. https://www.pmi.org/codeofethics The three most common considerations of ethical AI are: how can the best data be provided; what data oversight is provided to inform effective decision making by the C-suite and Boards; and what are the ramifications of the new AI technologies? Leoni goes on to provide solid recommendations and considerations to Transformation and Project Professionals, based on common challenges experienced across global organisations to date:
What is the competency and skill set required from Transformation and Project Managers? This can be extended to Business Analysts, Data professionals and Change Managers. What AI capabilities are required and what upskilling and guidance are available?
As organisations embark on AI strategy and initiatives, it is fundamental to implement Risk governance - providing decision making around the risk appetite of the AI solution; the associated ethical dilemmas and how these risks will be managed and mitigated.
To cater for the complexity of AI ethical implications and solutions, implementing a staged / decision gate process (Go / No Go) will allow a hard line of decision making against deliverables around functional requirements and ethical applicability.
Understanding the dynamic of data shifting over time regarding data engineering, data science, data quality and integrity, data demand, the level of control and organisational maintenance is imperative.
When mapping the change impact of AI on customers and employees, it is imperative that the ‘power’ is given back to individuals; by ensuring that everyone is well informed of the AI approach and that the use of data is transparent. Some areas more likely to be of concern are building trust, removing biases, ownership of data, moral approaches, loss of control, consent and discrimination. The level to which the detail of data is shared should always benefit the individual first and then the organisation; with reference to productivity efficiency. An example of this is monitoring the keystrokes of individuals. This is to avoid insecurity and psycho-socially negative environments.
When sourcing AI solutions, partners and consultants, it is important that they align and trainon the organisation’s ethical policy.
The value and benefits realised from AI need to benefit planet, people and profit. Two key questions need to be asked: From a business perspective – will the solution deliver value? From a technology perspective, will the technology work? In conclusion, I look forward to your insight as to how you have navigated ethical AI in your organisation, with the best interest of your customers and your employees in mind. |
Ethical Impact: The importance of prioritising an Environmental Social Governance (ESG) Strategy
Categories:
Ethics Insight Team
Categories: Ethics Insight Team
| We have been called to action. Traditionally organisations were challenged to balance corporate social responsibility with increasing revenue and cost optimisation. Currently organisations have been called to action: to effectively and rapidly introduce an ethical Environment, Social and Governance (ESG) strategy. A clear ESG strategy is executed through ESG goals (a set target that would need to be achieved to address a particular ESG issue) and a regenerative / change mindset and culture. Those who have already embarked on this journey are likely to be experiencing several challenges which are explored in detail during this discussion. These include conflicting ESG goals, the need to adapt governance and to ethically report on the progress of these goals to a variety of expectant stakeholders. Firstly, ESG goals can include carbon neutral, net-zero carbon, circular economy, biodiversity, ethical raw products, re-used and renewable, diversity, ethics, gender equality, partnership goals, innovation, health and wellbeing. These goals currently compete with profit and each other. Cyrus Mewawalla of GlobalData, suggests “The reluctance of many CEOs to fully engage with sustainability can be attributed to the age-old view that it will hurt profits. However, GlobalData’s research suggests the opposite. Companies that embrace all three elements of ESG will outperform their peers. CEOs that are too slow to improve their company’s approach to sustainability will see an exodus of customers and a drop in profits far sooner than they ever imagined.” How we address conflicting goals introduces the second challenge of how we adapt our governance to measure and manage our ESG agenda. According to the Global Data survey, 2022, two thirds of executives reported that “inadequate governance practices make it more likely that companies will fail to meet their ESG goals.” Return of Investment (ROI), prioritisation, risk management and data governance will need to be adjusted to include ESG goals to balance profit with planet. Milestones will need to be clear and escalations will need to acted upon both timeously and effectively. Governance will need to include the upskilling of practitioners to sharpen their sustainability orchestration, transformation and education across the organisation to introduce and mature a regenerative change mindset. An ethical decision-making framework will need to be introduced or adapted to enhance the governance, for complex and competing ethical decision making. Organisations will need to continue to focus on a culture of Responsibility, Respect, Fairness and Honesty to create a systemic environment from the PMI Code of Ethics and Professional Conduct. The third challenge is to ethically report on the progress of ESG goals - managing varied stakeholder expectations. These differ according to drivers and intent, both internally and externally. These range from shareholders, empowered employees, board members, influencers / brand ambassadors and product consumers. What will the accountability of an organisation be to its stakeholders for not meeting their ESG goals? Will this be scrutinised and measured with interest and intent as much as profit? Regardless of how we will assess our ESG goals in the short and long term, it is encouraged that progress against ESG goals are reported honestly and authentically. In conclusion, the discussion of the introduction / advancement of an ESG strategy and goals is timeous with the recent launch of PMI’s ESG hub and partnership with Green Project Management (GPM).
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No Good Options – Now What?
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“I’ve got a problem and I don’t know what to do,” she said. “You’re the ethicist, maybe you have an idea!” “Please go on, my child” replied Petra with a smile (she is all of 12 days older). “How can I help?” “You know I’ve been given the JKL Tower project, right? It’s the biggest project in the city right now, and I’m wondering if I’m up to it. The architectural team has defined certain required tolerances for the building – the specifics aren’t important – but they far exceed what is required by the relevant regulations.” “Well, that makes sense,” interjected Petra. “Sort of a belt and braces approach, right?” Mary sat sipping coffee in the bistro chatting with her colleagues. One of them was describing her challenges around returning to the office and the others were listening intently. “I don’t think I can go back to office to work. I am searching for a new job that suits my requirements. I see challenges managing my home and work front. Besides, I am not sure why are we being called to the office? Our team has been excelling in the work even as we work from home” - a colleague “Yes, me too. The work-life balance has been redesigned to suit this new reality; I am enjoying my motherhood as well as being a professional at work. I think the culture of the organization matters. It’s important to discover if it’s a command-and-control type or it is de-centralised and manages more by outcomes. It also depends on your rapport with your manager and how flexible he/she is to your requests” - another colleague quipped “I think the pandemic accelerated the adoption of an adaptive model of work leveraging the benefits of using technology. Companies took advantage of it to diversify its workforce, acquire new businesses, learn new technologies, and gain agility for moving their specific business units across the globe. Isn’t that cool?” – the discussion was getting interesting “Yes, of course! There is a lot that we all have gained. For me, personally, reduction in travel made a lot sense. I am not a travel enthusiast but had always felt a lot of travel was unnecessary and detrimental to the environment in the long run. But, on a flip side, when some units just cannot have a work from home (eg healthcare workforce), I also see issues such as disparity in compensation, career progression, preference of careers etc. This can cause a dissatisfaction. Technology to monitor employee behavior may seem like micromanagement causing employee dissatisfaction. And last but not the least, I think I will miss the team bonding that happened over coffee and in corridors”. “Oh yes, there are numerous challenges that will hound us. But I think the benefits of a new hybrid model of work will prevail over the disadvantages” Mary was silently listening to her colleagues as they battled over these contemporary topics. “I agree with you all. In all this maze of benefits and challenges, what I think is important is being ethical in your work. Ethical values are key to sustainability and success and in the long term, where businesses and organizations will thrive in the new model of work, it’s only the ethical principles that will help drive positive outcomes. Didn’t we experience this the last couple of years? While we saw our near and dear ones grappling with unprecedented situations, organizations across the globe, their own ways, supported them to the best of their abilities. The empathy was evident from their support. The organizations, no doubt had multiple challenges and I found PMI Ethics resources are a good reference. When faced with ethical challenges at work, I would refer to PMI’s Code of Ethics and Professional Conduct to support in decision making. Hey, at the end of the day, it’s happiness that matters; isn’t it?- Mary concluded The group fell silent as Mary’s comments on ethical values were echoing in their minds. Do they resonate with you too? Would like to hear from you. References A couple of years ago in my last blog, right before being invaded by the pandemic, , I asked myself and the community about how to be more sustainable in this disruptive age, and answered myself that we are ready if we stick to our ethical values, as leaders. After two years, where for some of us, life and workstyles have changed, I have launched a discussion earlier in February 2022, asking the community about how to navigate through the period after the pandemic. I am sharing, in this blog, the interesting insights and ideas that were shared by the community. Professionals and project management practitioners stated that “binding project work and deliverables with a ring of ethics is crucial to bring the value of those deliverables for the project. Regardless of the leadership styles of the project manager, upholding ethical values should be MANDATORY”. “With maturity and experience, basic ethical values are the key to a long term success, the power of a project manager comes from respect and trust achieved through honesty, fairness, transparency, and integrity.” Moreover, there is an emphasis on creating a balance between the values to satisfy employers, the profession, and practitioners. An interesting opinion to share with the readers is that what the globe is going through is not a transition, this is a long-time reality that was accelerated due to the pandemic. This is a continuation of the process of evolution. People are always transitioning while values are the only CONSTANT. Before ending my blog, I want to share with you the story of my dear friend Albert Agbemenu: I worked on a project last year during the peak of the pandemic. The project involved the design of some buildings and infrastructure for a new mine. Being the project manager, I initially thought it was going to be the most difficult assignment, especially so when I never had the opportunity to meet most of the team members with who I was going remotely work with. The only platform we had to meet was virtually to review work and discuss reports. Part of the team was located in Australia whilst the others were here with me in Africa, but yet still not co-located. I was working from my small space on the dining table reaching out to the rest of the team (multicultural). One thing that was clear to every one of us from the outset was the need for having these ethical values. With that in mind, we were able to work across a time zone of 8 hours of difference. This routine continued for almost one year and the project was completed without any single conflict, due to the values we all carried along positively. These values should not only be dependent on a particular situation or period. They must be embedded in the sleeves of the diligent project manager. That said, these values should not be difficult to implement in a virtual project. Constantly upholding these ethical values should be a lifestyle of the project manager. As a recap of what was said, top things to remember: In light of what was said, one of the received feedback is that it is inevitable to find tools and techniques to make sure that right things are done promptly. As an answer to this, PMI/EIT have created the PMI Practitioner Ethics Toolkit. The tool includes a rich set of resources to assist PMI practitioners understand, identify, and proactively manage ethical issues. How many of us, as professionals are upholding those values? And how much the ecosystems we are operating inside are fostering the adoption of those values? "Judge a man by his questions rather than his answers." - Voltaire |
Petra and Tracy are former university classmates and friends. After graduation, Petra became a philosophy professor and Tracy went into construction project management. In recent years they have taken a long walk each morning before starting their days. Sometimes they talk about life and family, and sometimes about work. Today, Tracy was clearly troubled and needed Petra’s perspective.
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