In the era of AI, consider adopting a “complexity management” approach instead of traditional change management strategies, suggests Kristen Linnea Johnson, Ph.D., principal digital innovation lead at Amazon Web Services Worldwide Public Sector.
Generative AI—a subset of artificial intelligence that uses learning models to produce new content (coding, text, images, videos, or other forms of interaction)—has accelerated overlapping changes for associations.
“We no longer have the luxury of the classic Rogers Change Adoption Curve, which looks a bit like a stegosaurus’s back, with adoption pictured as a clear slope up, a rounded hump, and then a tail for the last remaining converts,” says Johnson. “With [generative AI], it’s more like a shiver of sharks—or, more accurately, a shiver of overlapping shark fins, with a new—and even smarter—sharp peak of change rising before the first one has even won over early majority adopters.”
Johnson uses the term “complexity” from the Cynefin framework, which she describes as being based on three systems in nature. An “ordered system” has clear cause-and-effect relationships; but disruptive technology, by definition, means it’s almost impossible to consistently draw those lines. At the opposite end of the spectrum is a “chaotic system,” in which cause and effect is nowhere to be found—with extreme unpredictability, and high stress. In the middle is what the framework calls a “complex system.” In complex systems, the situation evolves and patterns emerge. They often require trial and error and a willingness to change course.
“The challenge for leaders today is to shape a culture that sustains and celebrates successful experimentation in a complex system, versus veering into chaos,” suggests Johnson.
Complexity management is no small task. Every association is different, and there’s not a one-size-fits-all way for an association to integrate AI. But given her experience in leading innovation initiatives across a range of industries, Johnson suggests leaders channel their “inner superheroes” to help their teams be successful.
Superhero 1: Apply Black Panther’s intense focus on strategy first.
Black Panther excels at long-term strategy and collaboration. Before launching any generative AI solution, “stop and ask, ‘Why do we need [generative AI]?’” Johnson says. While intelligent tools can drive efficiency and automation, associations need to think bigger. Johnson adds: “Efficiency is great, of course—but think about the astronomically more exponential value you can deliver to your members if you align the power of [generative AI] with your association’s strategic objectives.”
For example, consider your organization’s strategy for member engagement, says Johnson, who is a passionate pet owner. “What if every message that came from the association [to me] had a story of a pet in it? You better believe that I’m going to respond to that,” she says. She suggests scaling that approach across thousands of members, each of whom could receive customized messaging.
If part of your strategy includes continuing education, “[generative AI] can create event agendas and curricula for you—but even more impressively, the technology can produce individualized follow-up materials. Plus, training can be hyper-personalized—a trainee known to enjoy Pokemon could literally have [association] training delivered using Pokemon characters.”
Johnson encourages leaders to “channel Black Panther to refine your strategy, and then determine where [generative AI] can take it to the next level.”
Superhero 2: Bring Wonder Woman’s integrity.
Wonder Woman is more than physically powerful: She is a tactician, leader, and diplomat who often takes the time to assess the situation.
“Leaders need to be honest about whether AI can be implemented with the data, resources, and technology your association already has,” Johnson says. “The bare fundamental is to have your data house in order.”
It’s also critical to assess skills gaps: Does the association have the right technical and business skills? “[Generative AI] requires engineers, but it also needs creative content types,” and those skills should be balanced to ensure the technology and the business are tightly aligned and working together.
Superhero 3: See everyone as Iron Man.
Iron Man’s persona hinges on innovation and adaptability, essential ingredients for successful generative AI adoption. For leaders who “channel their inner Tony Stark and think about that adaptability and innovation, it’s going to set them up well to help their team.”
Using “mental models,” such as the ones Amazon uses, can help create a culture of innovation, suggests Johnson. “We use mental models and leadership principles targeted on innovation to guide decision making.” She suggests that association leaders consider two particular principles:
Bias for Action endorses action over inaction. Johnson promotes the idea of a two-way door rather than a one-way door when considering change: “With a two-way door, if you step through and the Mandarin (Iron Man’s archenemy) starts to lunge at you, you can just step back,” which is preferable to a one-way door. “Once you step through it, it irrevocably closes behind you,” she says.
Are Right, a Lot may sound odd, but the principle “is about having the confidence and judgment to take feedback from others, challenge your biases, seek diverse perspectives, and work to disconfirm your beliefs.”
Superhero 4: Remember Spider-Man’s Uncle Ben, who said, “With great power, comes great responsibility.”
Association leaders can’t overlook the ethical questions surrounding AI. Given the potential risks—such as inherent biases related to who is inputting data or limited amounts of data being included—Johnson recommends implementing guardrails to combat those risks.
“AI isn’t really an option anymore; it’s a must. But take the time to establish a governance strategy, develop an ethics policy, and define security measures,” she says. “And give yourself time, too. Developing and leading with emotional intelligence (EQ) will build trust across your association. AWS literally has a global program (EPIC) to train leaders in EQ and interpersonal dynamics,” skills that are extremely important in the era of generative AI.
Don Your Capes
While superheroes might be a lighthearted metaphor, Johnson concludes that “channeling their approaches—and applying your own superpowers—is a way for leaders to help their associations, enable team member success, and manage complexity in this world of AI.”
