In the Age of Autonomous Cars, Can Your Organization Also Be Driverless?: In the Age of Autonomous Cars, Can Your Organization Also Be Driverless?
Eric J. McNulty
Eric J. McNulty is the director of research at the National Preparedness Leadership Initiative and writes frequently about leadership and resilience.
Metaphors matter. Explaining the meaning of one thing by referring to it in the familiar terminology of another shapes how we comprehend the world.
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Research has shown that three key drivers of satisfaction at work derive from feelings of competence, autonomy, and being part of a team. The good news is that as technology takes over more mundane administrative tasks, managers may be freer to foster human-centric activities that drive this engagement. More darkly, increasing aspects of our work lives may follow strict business rules that lack empathy and nuance. Many commuters already put their trust in route optimizing apps such as Waze rather than their own hunches and experience. How long can it be until executives choose — and perhaps investors demand — that high-consequence (or even mundane) decisions be made, or at least be checked for bias and blind spots, by super-smart machines like those that govern self-driving cars?
Eric J. McNulty
Eric J. McNulty is the director of research at the National Preparedness Leadership Initiative and writes frequently about leadership and resilience.
Metaphors matter. Explaining the meaning of one thing by referring to it in the familiar terminology of another shapes how we comprehend the world.
...
Research has shown that three key drivers of satisfaction at work derive from feelings of competence, autonomy, and being part of a team. The good news is that as technology takes over more mundane administrative tasks, managers may be freer to foster human-centric activities that drive this engagement. More darkly, increasing aspects of our work lives may follow strict business rules that lack empathy and nuance. Many commuters already put their trust in route optimizing apps such as Waze rather than their own hunches and experience. How long can it be until executives choose — and perhaps investors demand — that high-consequence (or even mundane) decisions be made, or at least be checked for bias and blind spots, by super-smart machines like those that govern self-driving cars?