Not long ago, I sat in on a meeting with some senior executives. The hot topic? AI. The discussion? Thought-provoking. Some were all for AI; others dead set against it. But one comment, in particular, struck a chord with me. An executive brought up AI’s potential impact on hiring practices, especially for executive leadership positions. The executive expressed concern over candidates potentially using AI to craft their application packages. And as I listened, I couldn’t help but think — what’s the real difference between using AI and hiring a professional writer? Now, I can almost hear you saying, “AI could just regurgitate content from the internet!” Well, guess what? A human writer could do just the same. They could recycle content from other candidates. This risk isn’t new — we’ve been outsourcing for decades.
A Look Throughout History
In the past, groundbreaking technology has faced skepticism and fear. The introduction of electricity sparked concerns about safety and potential health hazards. Automobiles were dubbed “devil wagons”. (Can you believe that?) Microwave ovens raised concerns about radiation exposure and food safety, yet they’ve now become a staple in modern kitchens. Fast forward to today, we stand at the cusp of another revolution — AI. Yes, it’s new. Yes, it’s different. And yes, it can be a little scary. But so was every other major technological advancement in history. The key isn’t to fear the unknown, but to balance caution with innovation, skepticism with possibility. We need to approach AI not with trepidation, but with open minds and curiosity.
So, How Do We Roll With This AI Thing?
Let’s brainstorm a bit. Here are some questions to start the discussion.
- How can we foster a culture of responsible AI experimentation within our organization while simultaneously implementing robust risk management protocols?
- What methods can we employ to gather and analyze feedback from early adopters within our organization?
- In what ways can we create cross-functional teams that bring together technical expertise, domain knowledge, and ethical considerations to comprehensively evaluate AI applications across our organization?
- How can we develop a systematic framework to assess the long-term impact of adopting AI on our business model and operations?
- What strategies can we implement to weigh potential benefits against challenges of implementing AI?
As you ponder these questions, here’s a friendly reminder: AI has the potential to transform our lives in unprecedented ways. Just as electricity revolutionized our daily routines, cars provided freedom of movement, and microwave ovens changed food preparation, AI could open doors we haven’t yet imagined. Don’t let fear of the unknown hold you back. Let’s take a leaf out of history’s book and approach AI with informed optimism. If we navigate this wisely, we’re not just adapting to a new technology; we’re actively shaping our future.
Adeline (Addy) Maissonet is a Procurement Analyst for the Defense Pricing, Contracting, and Acquisition Policy (DPCAP) within the Office of the Secretary of Defense (OSD), U.S. Department of Defense (DoD). She serves as a senior advisor on contracting policies and procedures and the agency’s representative on the Department’s views on proposed legislation to Congressional members, their staff, and committee staffers. Prior to her current role, Addy served as a Division Chief and Contracting Officer with unlimited warrant authority for the U.S. Army Mission and Installation Contracting Command (MICC) – Fort Eustis, Virginia. Addy holds an MBA in Management and Contracting Level III Certification under the Defense Acquisition Workforce Improvement Act. She is a graduate from Cornell University’s Executive Leadership Certificate Program. In her free time, Addy enjoys hiking and overlanding with her family and friends.
Note: The views and opinions expressed in this article are those of the author and do not necessarily reflect the official policy or position of the Department of Defense.
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