Most executives understand that taking an inclusive and transparent approach in the workplace will facilitate better decisions. Breaking silos is crucial in order to win the competitive business world. The ability to accumulate a diverse set of views from experts will usually allow a better understanding of a business situation, as such this can lead to a more reliable decision making process.
How to be inclusive with tens of employees?
The problem is usually, that being inclusive with a team of over few dozen employees proves to be almost impossible. Collecting the views of even 30 employees, including their comments on each other’s views, will result in a very long thread of emails or an extremely long and drawn-out meeting. Thus, executives find themselves compromising.
How about 10,000 employees?
Here in Epistema, we had an occasion on which we heard a former head analyst in the US government tell us that he had over ten thousand people working for him, and always felt while preparing for a briefing at the White House that he had to somehow combine in his own mind all the differing views he have heard from his senior management. Clearly he had no way to directly approach all his analysts, especially the juniors who often are closer to the raw materials. Computers did nothing until now to help such high level executives process the differing views and arguments they get from their highly talented subordinates.
Dare to Know
“Dare to Know” was the rallying cry of Enlightenment in the 18th century. The philosopher Immanuel Kant used it in its Latin version “Sapere Aude” to describe Humanity’s greatest challenge – Individuals who dare to think for themselves, and refuse to accept whatever is being told to them by Clergymen and Political leaders.
How AI can help
Today we have to rally leaders to adopt “Dare to Know” as their business motto. Computers can serve leaders to be able to not compromise on their business knowledge. AI can facilitate an inclusive yet swift decision making process. Collecting a diverse set of opinions and processing it into a clever summary that represent the “collective mind” allows a very efficient and reliable way to make a credible decision. Adding a layer of hindsight lessons learning will serve to gradually improve the machine ability to process the “collective mind” view by changing the weight assigned to each of the individuals and groups participating in the process.
Daring to know in our era is signified by being bold enough to give up the shallow way we got used to running our businesses. Running meetings and endless email threads without the use of algorithms to analyse the differing views and matching them to existing data is just being negligent about our responsibilities as managers and executives.
We in Epistema use ment together with our board members and employees to document and follow all of our discussions and decision making processes. From time to time we stop to analyse our typical cognitive and psychological behavior as a group and learn many lessons as to the necessary improvements in the way we function as a team. Dare to Know, try ment.