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Work, rewired
Bitesize

Work, rewired

AI and the future of work, with case studies.

Level
Bitesize
Learning time
1 hour 30 minutes
Where
Agile and New Ways of Working
Price
£39

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

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Certificate of Completion

About this course

Overview and Outcomes.

Overview

AI tools are arriving in councils, health bodies and charities faster than policy or training. This module reads the evidence, from Brynjolfsson, Li and Raymond's study of customer support agents to Dell'Acqua and colleagues' jagged technological frontier, and offers a way to decide whether to automate, augment or keep work human. It covers the UK government's AI Playbook, the legal training pipeline and two civil service evaluations of Copilot. Method matters, but it is never enough on its own. This capstone reads four cases through agile ideas: the failure and rescue of HealthCare.gov, GOV.UK Verify's missed targets, a district council's trust in teams to redesign their work, and neighbourhood coaching at Bromford and Hafod. It then draws everything together as agile leadership in five layers and four instructions: diagnose the work, design the system, trust the people, keep learning.

What you'll develop

In this Bitesize, you will develop the ability to:

  1. Explain what the customer support study and the jagged technological frontier show about where AI helps and where plausible answers mislead.
  2. Decide, task by task, whether work should be automated, augmented or kept human, drawing on the principles of the UK government's AI Playbook.
  3. Lead your team through AI adoption by protecting error reporting, data rules, skills and learning routes for juniors, and by measuring value created rather than time saved.
  4. Distinguish what a team's delivery method contributed to a case from what the wider system of adoption, incentives and governance contributed.
  5. Assess cases such as HealthCare.gov, GOV.UK Verify, a district council, Bromford and Hafod through agile ideas, with appropriate care about self-reported results.
  6. Apply the five layers of agile leadership and the four instructions to diagnose the work, design the system, trust the people and keep learning in your own service.
What it covers

The Modules.

1 hour 30 minutes of learning.

  1. 16AI and the Changing Shape of WorkAI tools are arriving in councils, health bodies and charities faster than policy or training. This module reads the evidence, from Brynjolfsson, Li and Raymond's study of customer support agents to Dell'Acqua and colleagues' jagged technological frontier, and offers a way to decide whether to automate, augment or keep work human. It covers the UK government's AI Playbook, the legal training pipeline and two civil service evaluations of Copilot.41 min
  2. 17Applied Case Studies: CapstoneMethod matters, but it is never enough on its own. This capstone reads four cases through agile ideas: the failure and rescue of HealthCare.gov, GOV.UK Verify's missed targets, a district council's trust in teams to redesign their work, and neighbourhood coaching at Bromford and Hafod. It then draws everything together as agile leadership in five layers and four instructions: diagnose the work, design the system, trust the people, keep learning.43 min
Where it fits

Keep going.

Part of the Agile and New Ways of Working topic, also sold whole as Lighter, faster, more human.

How credit works