In this podcast episode, Dr. Jonathan H. Westover talks with Hugh Blane about what the leadership industrial complex has gotten wrong. Hugh Blane is a renowned leadership, athletic, and financial coach with over forty years of coaching experience. Hugh, the founder and principal of Claris Consulting, has coached successful CEOs to transform their leadership, which transforms their culture and results. As a coach, Hugh has generated over $75 million of client and enterprise value over the last ten years, and clients include Sony Pictures, Starbucks, Costco, Stanford University, Nordstrom, REI Co-op, and Wells Fargo.  Check out all of the podcasts in the HCI Podcast Network (https://www.podbean.com/podcast-network/HCI) !

In this HCI Webinar, Dr. Jonathan H. Westover talks with Jan Yuhas and Jillian Yuhas about navigating team conflict and balancing resolution and productivity in the modern workplace. Jan Yuhas, M.A., MFT, and Jillian Yuhas, M.A., MFT, are Conflict and Communication Strategists and International Best-Selling Authors of Boundary Badass. They specialize in helping business leaders and teams master communication that transforms conflict into growth opportunities, cultivates psychological safety, and develops resilient organizations rooted in collaboration and trust. Learn more at ⁠www.twentyeightconsultancy.com⁠.

Abstract: The proliferation of automation technologies—including artificial intelligence, robotics, and algorithmic management systems—has fundamentally altered the psychological and structural foundations of employment relationships. This article examines how automation reshapes traditional notions of job security and explores evidence-based organizational responses that balance technological adoption with workforce stability. Drawing on empirical research and practitioner cases across manufacturing, healthcare, and financial services, the analysis identifies key interventions: transparent transition planning, skills-based redeployment frameworks, participatory automation design, and hybrid work models that emphasize human-machine complementarity. The article argues that sustainable automation strategies require moving beyond zero-sum displacement narratives toward mutual investment frameworks where technological capability building becomes a shared responsibility. Organizations that proactively recalibrate their employment value propositions demonstrate superior retention, innovation outcomes, and stakeholder trust in technology-intensive environments.

This video discusses the profound and ongoing transformation of the workforce driven by rapid technological advancements, particularly automation and artificial intelligence (AI). This shift is reshaping jobs across industries, replacing routine and repetitive tasks with machines while emphasizing the importance of uniquely human skills such as creativity, empathy, and complex problem solving. Traditional job security, once defined by long-term, stable employment in a single role, is being replaced by a new form of security based on adaptability and lifelong learning. Highlights 🤖 Automation is reshaping jobs across all industries by taking over routine tasks. 💡 Job security now means adaptability and continuous learning, not job permanence. 🏥 Human skills like empathy, creativity, and judgment remain irreplaceable by machines. 📈 Hybrid work models combine human expertise with machine efficiency for better outcomes. 🗣️ Transparent communication reduces employee anxiety during technological change. 🎓 Investing in employee training fosters loyalty and prepares workers for future roles. 🤝 The new employment contract emphasizes lifelong employability and partnership between workers and employers. Key Insights 🤖 Automation transforms tasks, not just jobs: The video stresses that automation often changes job content rather than eliminating entire roles. For example, bank tellers now focus more on complex customer interactions rather than routine transactions. This insight challenges the common fear that machines simply take jobs away, highlighting instead the evolving nature of work where humans and machines collaborate. 🧠 Human skills are the core of future job security: While machines excel at predictable, repetitive tasks, uniquely human abilities such as creativity, empathy, problem-solving, and judgment remain highly valuable and difficult to automate. This means workers who develop and maintain these skills will be more secure and in demand, underscoring the importance of continuous skill development. 💬 Clear, honest communication is critical during transitions: The video highlights how companies that communicate early, honestly, and in detail about changes reduce fear and speculation among employees. Transparency builds trust and prepares workers mentally and practically for transitions, preventing anxiety and disengagement that can harm organizational performance. 🎓 Investment in employee learning is essential: Providing paid training time, high-quality courses, and mentorship programs signals that employees are valued and enables them to adapt to evolving job requirements. This approach not only helps retain institutional knowledge but also boosts morale and willingness to embrace change, leading to a more resilient workforce. 🤝 Worker involvement improves automation outcomes: Engaging frontline workers in the planning and design of automation systems ensures that new tools fit workflows better and address practical challenges early. This participatory approach results in smoother implementation, higher acceptance, and solutions that truly augment human capabilities. ⚖️ Human-machine collaboration optimizes productivity: Instead of viewing automation as a job killer, the video advocates for designing hybrid models where machines handle data-intensive and repetitive tasks while humans focus on judgment, creativity, and empathy. This complementary relationship preserves jobs, improves quality, and accelerates innovation. 🛡️ The social contract of work is evolving: The old promise of lifelong employment is replaced by a commitment to lifelong employability. Employers invest in their workers’ skills and adaptability, while workers commit to ongoing learning. This new contract reflects the realities of a fast-changing technological landscape and fosters a mutually supportive partnership. 🧩 Mental health and well-being must be prioritized: The threat of automation can cause stress, anxiety, and uncertainty, negatively impacting workers’ mental health and organizational knowledge retention. Companies ignoring these human factors risk lower engagement, increased errors, and reputational damage. Supporting workers emotionally is thus crucial for successful technological transitions. 🔄 Continuous learning must become a routine: Because technological change is ongoing, companies should embed learning into the workweek, offering stackable certifications and peer support networks. This transforms skill development from a one-time event into a sustainable habit, enabling workers to keep pace with evolving tools and processes over their careers. 🙌 Fair treatment of displaced workers maintains dignity and trust: When roles are eliminated despite best efforts, companies that provide fair severance, extended benefits, and job search assistance help ease transitions and uphold employee dignity.

Artificial intelligence (AI) offers groundbreaking capabilities such as coding, medical scan analysis, and predictive analytics. However, many organizations fail to realize these benefits due to a fundamental disconnect termed the “integration gap.” This gap arises because existing organizational structures and processes are not designed to accommodate or leverage advanced AI tools effectively. AI’s potential is vast, but business value only emerges when AI and human work are seamlessly integrated through redesigned jobs, workflows, and governance frameworks. Highlights 🤖 AI’s revolutionary potential is hindered by outdated organizational structures, creating an integration gap. ⚙️ Accelerating parts of a workflow with AI without redesigning the whole process often creates bottlenecks. 👥 AI changes human roles, causing anxiety and resistance unless roles and responsibilities are clearly redefined. ⚖️ Lack of governance leads to risks like biased decisions, legal liabilities, and operational failures, especially in regulated industries. 🔍 Small, controlled pilots and experiments are essential to safely integrate AI and learn what works. 🗣️ Transparent, honest communication from leadership is critical to foster trust and effective AI adoption. 🌱 The ultimate goal is to augment human capabilities through AI, not to replace people. Key Insights 🤖 Integration Gap as a Core Barrier: The core obstacle to AI value realization is not the technology itself but the organizational mismatch. This insight shifts the focus from acquiring AI tools to transforming organizational design, processes, and culture to fully harness AI’s benefits. It highlights that AI’s power is only as effective as the environment in which it operates. ⚙️ Systemic Workflow Redesign is Crucial: AI tools often speed up isolated tasks, but without holistic redesign of interconnected workflows, new bottlenecks emerge. This reveals the importance of viewing organizations as complex systems rather than isolated processes. Effective AI integration requires systemic thinking to synchronize all parts of the workflow for genuine efficiency gains. 👥 Human Role Transformation Requires Leadership Attention: Automating routine tasks changes job definitions and employee expectations, often causing fear and resistance. This insight underscores that AI adoption is as much a human and cultural challenge as a technological one. Proactive role redefinition and clear communication are vital to maintain morale, accountability, and productivity. ⚖️ Governance is a Non-Negotiable for Safe AI Use: AI’s susceptibility to bias, errors, and risk necessitates a structured governance framework. Without clear rules on when to trust AI, how to verify outputs, and who is accountable, organizations expose themselves to significant financial, legal, and reputational harm. This is especially true in sensitive domains like finance and healthcare where compliance and fairness are paramount. 🔍 Iterative Experimentation Enables Safe and Effective AI Integration: Since no universal AI integration blueprint exists, organizations must adopt a learning mindset, using small-scale experiments to test redesigns in work, roles, and governance. This reduces risk, accelerates learning, and fosters innovation by replacing fear with curiosity. It also supports continuous adaptation in a rapidly evolving AI landscape. 🗣️ Radical Transparency Builds Trust and Alignment: Transparent communication from leadership about the purpose, scope, and uncertainties of AI-driven changes is essential. This builds credibility, reduces anxiety, and helps align teams around a shared vision where AI amplifies human capabilities. Honesty about unknowns also encourages collaborative problem-solving rather than resistance. 🌱 Augmentation, Not Replacement, is the Vision: The ultimate aspiration for AI integration is to augment human skills and decision-making rather than eliminate human roles. This mindset shapes how organizations approach AI adoption, ensuring that technology empowers employees and enhances outcomes rather than creating fear of displacement. It calls for a human-centric approach to AI strategy. #AIIntegration #OrganizationalChange #WorkRedesign #AILeadership #ChangeManagement #Experimentation OUTLINE: 00:00:00 - The Real Reason AI Isn't Working for You 00:01:17 - Outdated Workflows in an AI World 00:02:27 - Role Confusion and Human Anxiety 00:03:51 - The Wild West of AI Governance 00:04:59 - How to Fix It Now

Abstract: Organizations have moved beyond questioning whether artificial intelligence delivers value. The critical challenge has shifted to organizational integration: restructuring work, redefining roles, and redesigning processes to capture demonstrated AI value while managing risks inherent in sociotechnical transformation. This article examines the AI integration gap—the distance between technical capability and organizational value realization—and synthesizes evidence on effective change leadership practices. Drawing on organizational change theory, technology adoption research, and emerging practitioner accounts, it identifies patterns in how leading organizations navigate structural ambiguity when established implementation models do not exist. The analysis reveals that successful AI integration requires simultaneous attention to work redesign, capability development, governance frameworks, and psychological contracts, with experimentation emerging as the dominant change methodology in the absence of proven blueprints.

In this podcast episode, Dr. Jonathan H. Westover talks with Jan Yuhas and Jillian Yuhas about navigating team conflict and balancing resolution and productivity in the modern workplace. Jan Yuhas, M.A., MFT, and Jillian Yuhas, M.A., MFT, are Conflict and Communication Strategists and International Best-Selling Authors of Boundary Badass. They specialize in helping business leaders and teams master communication that transforms conflict into growth opportunities, cultivates psychological safety, and develops resilient organizations rooted in collaboration and trust. Learn more at www.twentyeightconsultancy.com (http://www.twentyeightconsultancy.com/)   Check out all of the podcasts in the HCI Podcast Network (https://www.podbean.com/podcast-network/HCI) !

This video discusses the challenges faced by the field of Organizational Development (OD) due to its lack of clear, standardized skills and competencies. Unlike professions such as plumbing, accounting, or engineering, OD has historically been vague and unstructured, making it difficult to hire qualified professionals, train new entrants, and prove the field’s value within organizations. This ambiguity has led to inconsistent results, skepticism, and a struggle for credibility. Highlights 🔧 Organizational Development (OD) has lacked clear standards, making hiring and training challenging. 📊 The MOST assessment introduces a validated framework based on socio-technical systems theory. 🤝 MOST breaks OD skills into Social, Technical, and Influence domains for comprehensive capability. ✔️ The model is scientifically validated, making it reliable and credible for workplace use. 🎯 MOST enables objective hiring, targeted training, and continuous development tracking. 🚀 The framework moves OD from vague “soft skills” to strategic, measurable impact. 🌱 MOST is a dynamic model requiring ongoing refinement to suit evolving organizational needs. Key Insights 🔍 Clarity in OD Skills is Essential: The absence of a clear skill set in OD has historically caused confusion among hiring managers and professionals, resulting in inconsistent outcomes and skepticism about the field’s value. Defining and structuring these skills is a prerequisite for professionalizing OD and gaining organizational trust. In-depth analysis: Without clarity, OD roles become a “black box” where outcomes are unpredictable, making it difficult to justify investment or measure success. The MOST model provides this clarity by categorizing essential skills, thus aligning expectations and outcomes. ⚙️ Socio-Technical Systems Theory as a Foundation: The MOST framework’s grounding in socio-technical systems theory highlights the necessity of balancing human (social) elements and technical processes for effective organizational change. In-depth analysis: This theory acknowledges that neither social dynamics nor technical solutions alone can sustain transformation. The integration ensures that change initiatives address both interpersonal relationships and operational realities, increasing the likelihood of lasting success. 🧠 Three Core Competency Areas (Social, Technical, Influence): Breaking down OD skills into social facilitation, technical problem-solving, and influence (leadership and ethics) covers the full spectrum of what successful change agents must master. In-depth analysis: Social skills foster trust and collaboration, technical skills provide structure and rigor, and influence ensures buy-in from decision-makers. Ignoring any one area risks failure—e.g., great plans with no stakeholder support or well-liked facilitators without clear outcomes. 📈 Validation Brings Credibility and Trust: The rigorous testing and validation of the MOST assessment transform it from a theoretical model into a trustworthy, evidence-based tool. In-depth analysis: Validation parallels clinical trials in medicine—without it, tools remain anecdotal and unreliable. MOST’s validation signals to organizations that investing in this framework is a low-risk, high-return proposition for improving OD practices. 🎯 Objective Hiring and Targeted Development: With MOST, hiring becomes a science rather than guesswork. Behavioral interview questions and practical tests aligned with the three competency areas reduce bias and improve candidate fit. Similarly, training can be precisely focused on identified weaknesses, saving time and resources. In-depth analysis: This approach shifts OD talent management from intuition-driven to data-driven, ensuring that organizations build stronger, more capable teams with measurable skill improvements. 🔄 Continuous Improvement Cycle: The model promotes ongoing assessment, targeted intervention, and follow-up evaluation, creating a feedback loop that drives continuous skill enhancement and better organizational outcomes. In-depth analysis: This cyclical process mirrors best practices in quality management and learning organizations, where static evaluation is replaced by dynamic, iterative refinement of skills and strategies. 🌍 Future Evolution and Collective Responsibility: The MOST model is presented as a living framework needing further research, adaptation, and curriculum development to meet diverse organizational contexts and evolving challenges. In-depth analysis: This openness to change ensures that the model remains relevant across industries and cultures, encouraging collaboration among researchers, educators, and practitioners to continuously elevate the OD profession. #MOSTAssessment #OrganizationDevelopment #OD #CompetencyModel #EvidenceBasedPractice #WorkforcePlanning