Digital is not always green: 5 ways to be environmentally responsible in the digital space
This is Part I of a four-part series about digital responsibility.
Digital has infiltrated nearly every aspect of our lives, and even more so over the past year. There are plenty of benefits to digital, like being able to access electronic health records, apply for a loan at 2:00 a.m., connect with far-away friends, or book your own plane ticket.
But there’s also a dark side, which we’re only just starting to fully grasp echo chambers created by highly targeted and often factually questionable content; easy ways to spread violent, racist, hateful rhetoric; increases in depression and anxiety driven by isolation and distorted perceptions of reality; and much more.
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Why now?
It’s worth asking why we didn’t have this expansive view of the workforce all along.
One short answer is that we often did. Specialized suppliers such as ad agencies have been around since essentially the birth of advertising; the first one is usually dated to 1786 when William Taylor opened his office in London. When studios “make films,” they’re mostly writing checks. The actual work is being handled by production companies, who are in turn farming out work to a multitude of specialist contractors, both in front of the camera and behind it.
But the report identifies the changing nature of work as an important driver for more widespread change today. It describes how The mechanistic, process-driven view of work focused on optimizing job performance has largely given way to a team-based, project-based view of work that’s focused on speed, innovation, and relationships. These changes are compelling some leaders to make new decisions about how to orchestrate th
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Big ideas require bold actions, planning, patience, and plenty of support. The more ambitious the task, the greater the resource commitment and need for collaboration with others. A business case needs to be made for the investment regardless of its size, which can become difficult when cross-department collaboration is necessary to secure enough funding. Nowhere is this more evident than the cost centers of corporations.
For example, a legal team may have a series of tasks which have been identified as an ideal candidate for some form of automation. The team would likely identify several benefits that could be achieved through this process, demonstrating the relevant improvements to time management, and freeing up of human capital for more productive tasks. But some AI applications do not link neatly to projected returns, making ROI calculations less straightforward. Others can be more complex and unpredictable, making i
Management professor’s paper wins top prize for insights on building equitable workplaces with AI technologies April 12, 2021•Reading Time: 2 minutes
David Ross, R. Perry Frankland Associate Professor of Management, and two co-authors won first place for their white paper at the University of Pennsylvania Wharton People Analytics Conference.
In the paper, Ross, with co-authors David R. Anderson of Villanova University and Margrét V. Bjarnadóttir of the University of Maryland, explain how bias can be embedded in people analytics that uses AI, despite the AI itself being in principle free of bias. The authors also highlight best practices for human resource professionals and how to build a bias-aware analytical process that can prevent machine learning biases from creeping into HR practices.