In her video lesson, executive coach Kim Scott provides a practical framework for understanding workplace disrespect by distinguishing between bias, prejudice, and bullying, helping individuals effectively respond to uncomfortable interactions.

Professor Michael Watkins emphasizes that while AI can drive business value, leaders must prioritize ethical oversight, employee empathy, and proactive measures to mitigate risks like bias and job displacement in an AI-driven workplace.

Professor Alex Edmans explains that suspending our natural reactions to information that contradicts our beliefs can help us recognize biases like confirmation bias and black-and-white thinking, ultimately allowing us to avoid misinformation and gain a more nuanced understanding of reality.

Businesses must recognize their profound responsibilities to society when engaging with AI, as its influence on privacy and decision-making can reshape industries and everyday life, necessitating a comprehensive understanding of various fields to anticipate potential consequences.

In a video lesson, Professor Yuval Harari emphasizes the need for safeguards against AI’s potential to undermine public trust and democratic dialogue, advocating for transparency in AI identities and corporate accountability to combat misinformation while preserving genuine human expression.

In a video lesson, Professor Yuval Harari emphasizes that, like children learning to walk, AI development requires self-correcting mechanisms and collaborative efforts among institutions to effectively manage risks and address potential dangers as they arise.

Professor Yuval Harari discusses how AI’s relentless, “always-on” nature contrasts with human needs for rest, potentially disrupting our daily rhythms, privacy, and decision-making processes as power shifts from humans to machines.

The emergence of AI like AlphaGo, which developed unexpected strategies in the ancient game of Go, challenges our understanding of machines as mere tools, prompting profound questions about coexisting with an intelligence that can create and innovate beyond human comprehension.

In a crisis, leaders must pause to acknowledge five hard truths—about the severity of the situation, the inevitability of secrets surfacing, the potential for negative portrayals, the likelihood of accountability, and the opportunity for organizational improvement—to develop resilient strategies for effective management.

Bazerman’s bounded ethicality highlights how ordinary psychological processes can lead good people to unknowingly engage in unethical behavior, as illustrated by the Challenger tragedy, emphasizing the need for heightened awareness, firm ethical grounding, and thorough consideration of data omissions in decision-making.