As businesses become more technological (AI and robotics), there is a challenge and opportunity to, paradoxically, make them more human. The Business Roundtable talked about the importance of human stakeholders over just profit — but how close are we? Are those nice words? What would it take to make business and change more human? As a change, ethics and leadership expert with 40 years of experience, Paul Gibbons will talk us through conclusions from his new book “IMPACT.” LEARNING OBJECTIVES: 1) Is the Fourth Industrial Revolution really "a thing?” What is it and what makes our time special? 2) What are the human implications of new technologies? Who will benefit? What is the potential harm? 3) What can workplaces and leaders do to equip themselves for these workplace transformations (future of work)?

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5. Humanizing Change in the 4IR

6. Life is what happens
when you are
making other plans…

9. HUMANIZING CHANGE IN 4IR
CONTEXT – 4IR and people
EVOLVE – Humanizing business and change
EMBED – how do we upgrade change models
EXPERIENCE – using behavioral science to change hearts and minds
EMBRACE – leadership and leadership development
STORIES – using stories to inspire

10. 4IR and
people

11. Three Industrial Revolutions

12. CONVERGENCE
- Additive
- Big data
- Cloud
- IoT
- AI

13. HISTORY OF AI

15. LOSERS
• Low-waged workers
• Knowledge workers
• Communities
• Politics

16. 50% OF JOBS
LOST OR
CHANGED
• ADMIN/ CLERICAL
• FOOD PREP SERVICE
• MINING
• CASHIERS
• TRUCK DRIVERS
• LEGAL/ MEDICAL
ASSISTANTS
• FISHING/ FARMING
• CONSTRUCTION
• “HUMAN” JOBS
• CREATIVE
• ENGINEERING
• SCIENCE
• ARTS
• EDUCATION
• CARING PROFESSIONS

17. IMPLICATIONS
MANAGE YOUR
CAREER WITH AN EYE
ON THE TRENDS
CONSTANTLY UPSKILL
YOURSELF
WORKPLACES –
DEVELOP NEW/
BETTER WAYS OF
LEARNING
HANDLE
DISLOCATIONS
COMPASSIONATELY
SOARING INEQUALITY
MOORE’S LAW FOR
HUMAN BEINGS

19. EVOLVE – HUMANIZING
BUSINESS AND CHANGE

21. HUMANIZING
EQUALITY/ FAIRNESS PLANET PEOPLE
PROFIT
DEMOCRACY FOCUS ON HUMAN
FLOURISHING
SCALE SCIENCE FOR
THE BENEFIT OF
HUMANITY

23. SHELL’S SDGS
• NO POVERTY
• QUALITY EDUCATION
• GENDER EQUALITY
• SUSTAINABLE CITIES
• LIFE BELOW WATER
• ZERO HUNGER
• CLIMATE ACTION
• DECENT WORK

24. HUMANIZING
AGENDA
FAIRNESS AND INCLUSION
WELLNESS
HUMAN FLOURISHING
DEMOCRACY/ TRANSPARENCY
PURPOSE NOT JUST PAYCHECK
FAMILY-FRIENDLY
NURTURING UPSKILLING
COMMUNITIES OF PEOPLE

25. EMBED –
UPGRADING
CHANGE MODELS

26. Change
models
through the
ages

30. Why change models need to change?
ADVANCES IN
SYSTEMS THINKING
TODAY’S PROJECT
MANAGEMENT
METHODS
MILLENNIAL
WORKPLACE
CULTURE
OPPORTUNITIES
FROM BEHAVIORAL
SCIENCE
GLOBAL
WORKFORCE
DIVERSITY
STAFF
EXPECTATIONS FOR
TRANSPARENCY,
AUTHENTICITY, AND
TRUST
“TWO-SPEED”
BUSINESSES (A
STABLE CORE AND
NIMBLE EDGES)
COMPLEXITY/
CONNECTIVITY
HUMANS’ EVOLVED
LEARNING
PREFERENCES
DIGITAL
CHALLENGES, AI
AND ROBOTICS,
CUSTOMER
PROMISCUITY

31. Millennial
and Gen Z
culture
Evolved learning preferences
Global diversity
Expectations authenticity,
transparency
Shifts in business ethics
(sustainability, employee activism)

32. ADVANCES IN HUMAN SCIENCES
BEHAVIORAL SCIENCE NEUROSCIENCE PSYCHOLOGY OF
GROUPS AND TEAMS
MEDIA STUDIES &
INFORMATION
THEORY

33. Taking advantage of technology
SLACK & TEAMS LEARNING
TECHNOLOGIES
PLATFORM
TECHNOLOGIES

34. Three “new” metaphors of
leadership
• Gardener
• Orchestra conductor
• Learner/ scholar

35. Developing the WHOLE leader
PERSONAL
DEVELOPMENT
SKILLS
DEVELOPMENT
TACIT
KNOWLEDGE
BUSINESS THEORY
AND PRINCIPLES
CONCEPTUAL
KNOWLEDGE

38. EXPERIENCE –
BEHAVIORAL SCIENCE
BREAKTHROUGHS

39. Breakthrough
Insights
Seeing Believing
Beliefs
What we
see
Beliefs Actions
Behavior Beliefs
“We don’t see
the world as IT
is, we see it as
WE ARE!”
“Act your way
into a new way
of thinking!”

40. MINDSPACE

41. MESSENGER
People are more likely to listen
to:
High level of perceived expertise
People who can relate to my
situation (i.e. at-risk teens listen
to people who have “been there,
got the t-shirt”)

42. INCENTIVES
Ignore your
intuitions about
pay and work!
Disregard
linearity… big
incentives ≠ big
results
Small, irregular
incentives MAY
produce outsized
results

43. NORMS
Remember social proof
80% of people use
seatbelts…
45% of people recycle
their hotel towels…

44. DEFAULTS and PRIMING

45. SALIENCE and AFFECT

46. COMMITMENTS and EGO

47. Remember the
F.E.A.S.T.
F – FUN
E – EASY
A – ATTRACTIVE
S – SOCIAL
T - TIMELY

48. NUDGING
FOR
WELLNESS
(TIMELY)

49. FUN!

50. DEFAULTS
OPT-OUT
SAVES LIVES
EASY

51. 8%
REDUCTION
IN HOME
ENERGY USE
SOCIAL

52. 80%
IMPROVEMENT
IN MALE
ACCURACY

53. USING STORIES
IN CHANGE

55. ARCHETYPES • GIANT SLAYERS
• HUMBLE ORIGINS
• THE QUEST
• STRANGE NEW
WORLDS
• RIGHTING WRONGS
• BAD GUYS TURN GOOD
• COMING HOME
• WORK AS PLAY

57. Teach leaders
to tell stories
Which story archetype fits us
now?
What story do we want to tell
in ten years?
What stories will inspire staff to
greatness?
Which stories can unleash our
human potential?

58. PAULGIBBONS.NET
PAUL@PAULGIBBONS.NET
IMAGES ON IMGUR
HMU ON LINKEDIN
THINK BIGGER THINK BETTER

59. THE END J

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