Increasing Our View Perception Ratio of A.I.
If we want to democratize talent in an AI-driven world we should skip the "abundance of caution" part and head straight to cautiously optimistic
Right now, there's a good deal of procrastinating going on in HR, the workforce, and talent technology, but "View Perception Ratio" can change it. Here's my take on how artificial intelligence (AI) induces change and helps us deal with the unpredictable, inevitable, and ubiquitous (UIU-AI) nature of leading with AI to solve the talent crisis.
Welcome to View Perception Ratio, VPR, a term that I coined to talk about an abstract concept in concrete terms. It came to mind when I was thinking about procrastination — how it holds us back and shackles us into avoidance, even when we know that *thing* we are avoiding is inevitable… regardless of how much we provoke or try to prevent it from happening.
The infinite blue
Like an onion, VPR has many layers and requires some peeling. But in its rawest form, VPR works as a clarifying force to alleviate procrastination when the stakes are high and events are imminent — such as the unpredictable, inevitable, and ubiquitous (UIU-AI) rise of AI. VPR is an idea, an experiment, a mental model for organizing our rationality, data, or information — optimized to achieve a desired outcome. VPR can even be a spatial computing program or simulation that widens the total addressable landscape (TAL) of any given property as a prerequisite for assessing and diagnosing the problem or challenge at hand.
Equally important, VPR functions as a catalyst for advancing mutually beneficial outcomes, especially when it comes to the unpredictable nature of AI and the changes it brings. Slightly different than consensus (agreement about something), VPR is a neutral and precise force that relies on intuition, unpredictability, perception, and inevitability to foster “chemistry” and collaboration. In this sense, you might think of VPR as a ‘clean, well-lighted place’, that advances AI transparency, puts a premium on pragmatism, sensibility, and our collective intelligence to manage AI uncertainty — opening up the “Infinite Blue” horizontal lights of AI.
VPR💯
When view perception is high, two or more parties can benefit greatly, sending its “shared interests”, and resulting outcomes, through the roof. I call this maximum — clarifying moment — “high VPR”, or simply VPR💯.
We should always strive for, and seek to attain, high levels of VPR because when two or more parties have a stake in the successful outcome of something new — like A.I. — healthy VPR matters (a lot) since the net gains the AI-tech is supposed to provide becomes the solidifying force of the perception value it creates.
And when it comes to “AI” and “HR”, perception just might be the only thing that matters!
The bad news
HR, talent vendors, and workers suffer from a bad case of low VPR — the exact opposite of what’s needed for lifting the desperate thick fog of procrastination surrounding the inadequate and lack of early adoption, implementation, and deployment of AI. It’s almost like people don’t trust themselves with this stuff.🤒
Why is it this way? Why is our collective view perception or perception view of AI so low and clunky that no one — not HR, not recruiters, not job seekers — are leaning into it, publicly bullish, or “all-in”? . . . begging the question —> how can we utilize VPR to fix things and turn the dial up to VPR💯?
Like ice cream for A.I.
Drawing a parallel with ice cream flavors, most people like ice cream, but not everyone enjoys the same flavors. That doesn’t mean one kind is “bad” or the other is “good”. It just means that until there’s more flavors for more people to enjoy, ice cream will have less market reach and appeal. The same is true for AI. That is to say, until more people have access to an algorithm (flavor) of their choice that’s right for them — especially in terms of *taste* — AI, like ice cream, is neither bad nor good. At the very worst, it’s just not available yet.
— Much the same way robots can’t actually enjoy waffle cone freezer creamers (yet).
In a nutshell, VPR is a response to the unpredictability, inevitability, and ubiquity (UIU) of artificial intelligence. Given the creative constraints of UIU, high VPR emerges when two or more parties agree to adopt, implement, and deploy the proper phasing, sequencing, and series’ of AI *first principles* within the constraints of its ambiguity and inevitability.
👆🏻For starters, we can at least cooperate and agree on that!🤗🫂🔑
Further to this point, how can we switch lanes fast, cut to the chase, and continue increasing / scaling the view perception or perception view of AI for everyone much the same way that the production of novel and new ice cream flavors brings people together for more universal appeal?
Here’s one idea: By choosing to increase the VPO dial to 100! and leveraging a cautiously optimistic embrace of the great UIU interface and transformational revolution.
Instead of treating the UIU nature of AI with an abundance of caution, we shall adopt a cautiously optimistic mindset instead and get a little uncomfortable. After all, if we truly want to get serious about solving the “talent crisis”, shouldn’t it hurt a little? Shouldn’t the medicine and the cure taste a little bad? Shouldn't we be expanding our view perception more towards the edges of AI to see what we can’t see with the naked eye instead of pretending to know what’s there as if we’re some fortune-telling, cyborg-optic robot?
Formula VPR: let’s get temporarily uncomfortable
Similar to a mindset, idea, or model, VPR is also a kind of secret-formula that expands our conscious awareness of understanding — and dealing with — the intended and unintended consequences of AI’s mass ubiquitous (free) availability. Working first to expand horizontally our collective and individual view perception of AI, VPR establishes mutually beneficial, ephemerally connected notions, and equitable shared-experiences of AI-UIs concrete and hidden powers. This hyper-linkage that we share is where we can begin building from, on top of, brick by brick, and bottom-up led, not top-down. From here, perception of AI narrows, giving us a clarified vision of ourselves towards truth - and others - in the pursuit of working on AI more together.
But if we keep procrastinating, we’ll never get to the rest of it, including the “ethics in AI” part.
The time to act is now. Procrastination will only hinder progress, leaving important discussions on the ethics of AI untouched. Let us embrace the change, challenge ourselves, and seize the opportunity to reshape the future. By increasing our View Perception Ratio, we can unlock the full potential of AI in talent management, democratizing access and driving us towards a brighter tomorrow.
Conclusion
If we want to change the perception of AI in talent, we have to change the view.
If we believe AI is inevitable and unpredictable then it’s time to build an AI strategy from scratch with that in mind.
AI’s ubiquitous availability is a creative constraint that spurs us to come up with new ways of working and living.