The Integration of AI in My Organization: Ethical Use of AI

1. Plausibility

1.1. Managers should take advantage of plausible stories to inspire employees to make sense of organizational change (Palmer et al., 2021).

1.2. Implication: Creating plausible stories that stimulate my people to ethically use AI in the integration of AI in my organization.

2. Enactment

2.1. It is time to enact the above sense-making change.

2.2. I might have the most control over this element: As I have already made sense of the ethical use of AI, I believe that it is easy to enact code of ethics to regulate the use of AI in my organization.

3. Projective sense-making

3.1. Managers should utilize their legitimate power to shape how employees interpret sense-making changes (Palmer et al., 2021).

3.2. Implication: Understanding the influence of my legitimate power on my people’s sense-making of the ethical use of AI as well as effectively using my legitimate power to influence them to ethically use AI in my organization.

4. Sense-making and identity construction

4.1. People have different ways in making sense of organizational change and relating it to their identity construction (Palmer et al., 2021).

4.2. I might have the least control over this element: It is hard to know each employee's understanding of organizational change.

4.3. Implication: Spending adequate time to learn how employees make sense of the integration of AI and how they relate the ethical use of AI to their identity construction in my organization.

5. Social sense-making

5.1. Managers should be aware of the cues that their employees employ to make sense of organizational change (Palmer et al., 2021).

5.2. Implication: Being aware of how various social factors impact my people's sense-making of the integration of AI, such as bias and discrimination in the ethical use of AI (Qian et al., 2024).

6. Extracted cues of sense-making

6.1. Managers should be aware of the cues that their employees employ to make sense of organizational change (Palmer et al., 2021).

6.2. Providing employees with training and development programs on the ethical use of AI that they can draw on to make sense of the integration of AI in my organization.

7. Ongoing sense-making

7.1. Sense-making is an ongoing process (Palmer et al., 2021).

7.2. Implication: Understanding and addressing employees’ responses to new cues in the ongoing process of promoting the ethical use of AI.

8. Retrospection

8.1. People may rely on their past experiences in making sense of new organizational changes (Palmer et al., 2021).

8.2. Implication: Implication: Understanding how my people use their past experiences for making sense of events emerging in the integration of AI and the ethical use of AI in my organization.