Judgement meets AI
AI adoption, cognitive bias and innovation culture.
A half day on judgement meeting AI: skills and the expertise pipeline, leading adoption, bias in strategic choices, how AI reshapes decisions, innovation culture, bounded rationality and prospect theory.
- Level
- Explore
- Learning time
- 4 hours 30 minutes
- Where
- Strategy and the future
- Price
- £129
When you step up to a higher level, what you paid in the last 12 months for lower-level courses inside the bigger course comes off its price, in proportion to how much of each is inside it, whichever topic it's from. Courses at the same or a lower level don't give credit against each other. A Focus course or above always costs at least £15. Read the full terms
Certificate of Completion, or Certificate of Completion and Assessment with a short assessment
Overview and Outcomes.
Who It's For
Senior leaders, managers and boards in councils, health, housing and the voluntary sector
Overview
Staff are already using AI, and the quality of an organisation's choices about it rests on human judgement as much as on the technology. The second half of the Immerse Clear heads on AI begins with skills and literacy, the expertise pipeline problem and Bainbridge's ironies of automation, then leading people through adoption, from shadow use to an acceptable use policy people follow. It explores Kahneman's System One and System Two and Dr. Jonathan Huish's Cranfield research on judgement in top teams, then three shifts AI brings to strategic decisions. It finishes on The Innovator's DNA, Edmondson's psychological safety, Simon's bounded rationality with Kodak, and prospect theory with Concorde.
Aims
The goal is to help leaders take people through AI adoption with their eyes open: protecting the expertise pipeline, writing policies people actually follow, spotting bias in their own decisions and building a culture where new ideas are safe to raise, because cheap tools still need wise judgement.
In summary, you will be able to:
- Plan AI adoption that addresses shadow use and protects the expertise pipeline, informed by Bainbridge's ironies of automation.
- Identify bias in your own strategic decisions, using System One and System Two, bounded rationality and prospect theory.
- Lead a culture of innovation where new ideas are safe to raise, drawing on The Innovator's DNA and psychological safety.
What you'll develop
Across this Explore, you will develop the ability to:
- Describe what AI literacy means at four levels: everyone, managers, specialists, and leaders and boards.
- Explain what shadow AI is and why bans tend to drive use underground rather than stop it.
- Distinguish System 1 from System 2 thinking and identify when a strategic question is being answered by the wrong one.
- Describe the three practical shifts AI brings to strategy work and explain why none of them makes the choice for you.
- Describe the five discovery skills of associating, questioning, observing, experimenting and networking, and how a leader can model each one.
- Explain Simon's bounded rationality and distinguish satisficing from optimising by their stopping rules.
- Explain loss aversion, reference dependence and diminishing sensitivity, and how they depart from the classical rational model.
- Explain the expertise pipeline problem and why routine tasks were also how people built professional judgement.
Built from 7 modules.
4 hours 30 minutes of learning.
- 01Skills, Literacy and the Expertise PipelineAI for Leaders39 min
- 02Leading People Through AI AdoptionAI for Leaders38 min
- 03Rationality, Bias and Judgement in Strategic ChoicesStrategic Thinking36 min
- 04AI and the New Shape of Strategic Decision-MakingStrategic Thinking38 min
- 05Leading a Culture of InnovationCreativity and Innovation48 min
- 06Bounded Rationality: How Decisions Really Get MadeSolving Complex Problems and Decision Making39 min
- 07Prospect Theory: How We Really Weigh Gains and LossesSolving Complex Problems and Decision Making38 min