AI – Hone these skills and you probably won’t be replaced by a robot anytime soon…

Accepting AI

Artificial intelligence is transforming the global workplace, and its impact is already evident in the education sector. Document creation, lesson planning, data analysis and report writing are but a few tasks that have (often thankfully) been transformed by the use of AI. It’s also opened up a range of opportunities to support accessibility for learners with additional needs.

However, there are still a lot of unknowns around AI and, arguably, an element of trepidation as to where this might lead us. As someone who watched the original Terminator film as a teenager back in the 1980’s, I can completely understand this! 😁

If we accept that there are many areas of school management in which it currently makes sense to call upon AI for support, where should we focus our energy to ensure our own abilities as leaders fully complement this?

AI – Strengths and Weaknesses

With consideration given to the energy used by AI, and the related environmental impact, it can do some rather amazing things. If headteachers can already call upon AI to do their number crunching, analysing and information production, what skills should we be developing to maximise our own performance as individuals and leaders?

There are, and arguably always will be, areas in which AI cannot match humans.

Chat GPT suggests that humans outperform AI in the following areas –

• Ethical responsibility and empathy
• Making value judgments shaped by culture and lived experience
• Taking the initiative without prompting
• Bearing responsibility for decisions and accepting consequences
• Creating and innovating from lived experience
• Exercising common sense in subtle, complex, real-life contexts
• Philosophical thinking and meaning making
  

Complementing AI with HI (Human Intelligence)

Anyone who has led schools would no doubt agree that they are deeply human, complex examples of a community. This can bring a wealth of rich experience and fulfilment for all members when things are going well. Equally, relationships can be strained, and conflicts can arise, when things are not going well. The responsibilities and pressures upon leaders cannot be underestimated.

From my own experience as a headteacher, I’d argue that a key skill called upon by leaders to support a positive community is the ability to make sound judgements. Judgements, in this case, are defined as the opinions we form after a period of careful thought. As outlined above, AI is not in a position to provide the human perspectives needed when complex, human relationships are involved. Sound judgements are the foundation for effective decision making. They maximise the chances of appropriate implementation and positive impact in situations where human relationships are the key factor.

It would be nice to believe that we all hold advanced judgement skills but, if we employ an improvement mindset, how could we realistically develop our personal ability to make better judgements?

10 opportunities to enhance your judgement skills

1. Build a habit of genuine curiosity. Develop the courage to understand perspectives that might conflict with your own. Seek and analyse evidence.
   
2. Actively seek out diverse groups and experiences. Visit other schools, trusts and sectors.
   
3. Ask for specific feedback from those around you and develop a feedback culture in your organisation.
   
4. Reflect upon your past judgements and decision-making. Have things always worked out as you’d hoped? Are there any patterns?
   
5. Pause before making decisions – Take time to think, seek advice and further information to allow for better judgement in a given situation.
   
6. Consult widely. Network with others (including experts), read quality texts and listen to relevant podcasts as many things have been done before. The Ancient Greeks frequently faced the same fundamental issues we do today!
   
7. ‘Know thyself’ We’ll all have strengths and weaknesses, but the key is in recognising them and the impact we have on others. Self-reflection can be uncomfortable but can provide huge rewards. Could there be unconscious biases undermining your judgement?
   
8. Work with a coach or join an action learning group. Safe spaces to be challenged by those you trust are invaluable.
   
9. Take time away from the chalkface to consider a wide, strategic picture. Collaborate with others if possible and get involved in system-leadership approaches.
   
10. Explore judgment / decision-making models and frameworks. The BRAIN (Benefits / Risks / Alternatives / Intuition / Nothing) model is a good place to start.

Taking time to reflect

There may be elements in the list above that are familiar and you are already engaged in. However, to what extent are you really learning from these and consciously recognising how they inform your judgement? Have you taken time recently to consider your own professional learning or does this only happen each autumn during your appraisal?

Summary

Whatever you think of AI, it’s worth getting to grips with it soon to decide if it’s something you want to call upon to support your management. Engaging with AI will keep you up to date on developments and also help you understand the pros and cons of its use in education as a whole. Regardless of your decision, I strongly recommend that you spend time planning on ways to consciously develop your personal (Human Intelligence) judgement skills. This element of humanity cannot (by definition) be replaced by AI. AI can analyse, simulate, copy and reflect things back to us but cannot replicate the fundamentals of what makes us effective leaders (and humans). Enhancing your skills in this area will futureproof you as a professional and further enhance your performance. It may also lead you on a journey of self-discovery, empowerment and fulfilment!

If you’d be interested in a no obligation conversation about ways in which I could unlock your full potential as a leader, please get in touch anytime.