Assignment: LDR 804 Topic 7 Benchmark Technology Diversity

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Assignment: LDR 804 Topic 7 Benchmark Technology Diversity

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LDR 804 Topic 7 Benchmark Technology Diversity GCU
LDR 804 Topic 7 Benchmark Technology Diversity and Ethics

Leaders need to understand how technology influences leadership and plays a role in work, work processes, organizational culture, and performance as organizations move toward a collaborative style that creates flatter organizations, project teams, and other unique traits. In addition, what is perceived to be ethical in one culture may not be perceived to be ethical in another, requiring leaders to understand how to make ethical decisions in diverse groups. In this assignment, you will discusses the ways leaders can meet the future ethical challenges of technology and diversity in organizations.

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View the videos by Townes-Whitley (2017) and Leonhard (2014).
This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.
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Directions:
Write a paper (1,000-1,250 words) that addresses the ways leaders can meet the future ethical challenges of technology and diversity in organizations. Include the following in your paper:

A discussion of the potential ethical issues leaders may encounter in managing technology and diversity in an organization.
A research supported discussion of strategies a leader can use to mitigate potential ethical issues created by technology and diversity. (Benchmarks C5.1: Develop a leadership style that can respond to the challenges and opportunities inherent in a global environment.)

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LDR 804 Topic 7 Benchmark Technology Diversity GCU

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AS the future of work rapidly evolves, and organizations are integrating people, technology, alternative workforces, and new ways of working, leaders are wrestling with an increasing range of resulting ethical challenges. These challenges are especially pronounced at the intersection between humans and technology, where new questions have risen to the top of the ethics agenda about the impact of emerging technologies on workers and society. How organizations combine people and machines, govern new human-machine work combinations, and operationalize the working relationship between humans, teams, and machines will be at the center of how ethical concerns can be managed for the broadest range of benefits. Organizations that tackle these issues head-on—changing their perspective to consider not only “could we” but also “how should we”—will be well positioned to make the bold choices that help to build trust among all stakeholders.

The Readiness Gap: Seventy-five percent of organizations say ethics related to the future of work are important or very important for their success over the next 12 to 18 months, but only 14 percent say they are very ready to address this trend.

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Current drivers

Ethical concerns are front and center for today’s organization as the nature of work, the workforce, and the workplace rapidly evolve. Eighty-five percent of this year’s survey respondents believe that the future of work raises ethical challenges—but only 27 percent have clear policies and leaders in place to manage them. And managing ethics related to the future of work is growing in importance: More than half of our respondents said that it was either the top or one of the top issues facing organizations today, and 66 percent said it would be in three years.

When we asked our respondents what was driving the importance of ethics related to the future of work, four factors rose to the top: legal and regulatory requirements, rapid adoption of AI in the workplace, changes in workforce composition, and pressure from external stakeholders (figure 1).

The leading driver that respondents identified was legal and regulatory requirements. Given that there is often a lag in laws and regulations relating to both technology and workforce issues, this perception is surprising. Granted, there has been some activity on this front within the European Union: In February 2019, the European Parliament adopted a resolution framing European industrial policy on AI and robotics, aiming to encourage the establishment of laws that would promote “ethical by design” technologies.¹ There has also been some state and city legislation in the United States, including California’s 2019 law requiring hiring entities to treat gig workers as employees instead of contractors.² However, outside a few moves such as these, policy changes have been slow in coming.

The pressure on ethics created by the rapid adoption of AI in the workplace, however, is much more understandable. AI and other technologies make ethics in the future of work, specifically, more relevant because the proliferation of technology is driving a redefinition of work. Perhaps the issue that has attracted the most attention in this regard is the question of how technology affects the role of humans in work. While our survey found that only a small percentage of respondents are using robots and AI to replace workers, headlines of the forthcoming “robot apocalypse” continue to capture global attention and raise concern. Organizations that are implementing technologies that drive efficiencies can expect to make decisions whether and how to redeploy people to add strategic value elsewhere, and what, if they decide to eliminate jobs, they will do to support the workers thus displaced.

As technology becomes more embedded into work, its design and use needs to be assessed for fairness and equity. Organizations should consider questions such as whether their applications of technology decrease or increase discriminatory bias; what procedures they have to protect the privacy of worker data; whether technology-made decisions are transparent and explainable; and what policies they have in place to hold humans responsible for those decisions’ outputs.³

The third driver of ethics’ importance in the future of work cited most often by respondents is changing workforce composition, which raises issues about the evolving social contract between the individual and the organization and the organization and society. The growth of the alternative workforce is one major phenomenon contributing to these concerns. The number of self-employed workers in the United States is projected to hit 42 million this year,⁴ and in Britain, the gig economy has more than doubled from 2016 to 2019 to encompass 4.7 million workers.⁵ “Invisible labor forces” are being exposed in the recent research by Mary Gray and Siddarth Suri’s Ghost Work: How to Stop Silicon Valley from Building a New Global Underclass, which talks about the unsavory working conditions of many workers performing the high-tech piecework (e.g., labeling data, captioning images, flagging X-rated content, and so on) that powers automation and AI.⁶ The fast growth of this workforce segment is calling to attention related ethical concerns, including alternative workers’ access to fair pay, health care, and other potential benefits.

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