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BU121 Final Flashcards

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1
Q

Opacity

A

It performs well in some jobs and fails at others and it’s hard to predict when or why. You usually have to figure out how to use it through trial and error.

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2
Q

Alignment

A

Making sure behaviour matches what we want and expect.

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3
Q

Top-down alignment

A

Designers explicitly specify the values and ethical principles for AI to follow.

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4
Q

Bottom-up alignment

A

Reverse-engineer human values from data and build AI systems aligned with those values.

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5
Q

How may the use of Gen AI positively impact Education?

A

Positive = increases access to quality education, democratizes knowledge, improves critical thinking and careful assessment of knowledge, and enhances human purpose, potential, and intelligence.

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6
Q

How may the use of Gen AI negatively impact Education?

A

Negative = decrease in teaching quality and learning due to hallucinations, increase in academic misconduct, decrease in deep learning and competence development, decrease in authentic research and authorship.

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7
Q

How may the use of Gen AI positively impact Employment?

A

Positive = Adds jobs, increases productivity, increases incomes, increases flexibility of work.

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8
Q

How may the use of Gen AI negatively impact Employment?

A

Negative = reduces jobs, amplifies wealth inequality, threatens companies’ survival, lower quality of work due to hallucinations.
- productivity gains may be reduced if
companies do not motivate employees to share how they use it

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9
Q

How may the use of Gen AI positively impact Climate Change?

A

Positive: accelerate solutions.

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10
Q

How may the use of Gen AI negatively impact Climate Change?

A

Negative: accelerate problems.

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11
Q

How may the use of Gen AI positively impact Representation and bias?

A

Positive = help make data-driven decisions that reduce human bias, help identify patterns of inequality, help increase diversity in leadership if education access is increased.

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12
Q

How may the use of Gen AI negatively impact Representation and bias?

A

Negative = AI can repeat and spread unfair biases that already exist in society.

It might pretend to be diverse without really being inclusive (called diversity washing).

It could also use cultural images or language in fake or offensive ways (digital blackface), which can be harmful or disrespectful.

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13
Q

How may the use of Gen AI positively impact Cybersecurity?

A

Positive = increase ability to detect fraud, defend attacks, increase opportunities for selling IP services.

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14
Q

How may the use of Gen AI negatively impact Cybersecurity?

A

Negative = increase cybersecurity & intellectual property risks: AI-powered malware, phishing, deepfake attacks, synthetic data, cyberattacks, data overflow/IP leaks.

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15
Q

Information transparency and consent

A

This means making sure people know how their data or creative work is being used, and that they agree to it. If this isn’t clear, it can lead to ethical problems like unfair use of their work, not getting credit or payment, and losing control over their personal info or privacy.

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16
Q

Early Gen AI Governance Examples

A

EU AI Act, Canadian Voluntary Code of Conduct.

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17
Q

Accuracy of Information

A

Increase potential for proliferation of misinformation and disinformation.

If Gen AI gives wrong or made-up information, it can cause false info to spread very quickly—either by accident (misinformation) or on purpose (disinformation).

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18
Q

Entrepreneur

A

A person who creates value exchanges through new products or services under conditions of extreme uncertainty.

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19
Q

Causal Thinking

A

A causation approach means starting with a clear predefined goal and then figuring out the best way to reach that goal.

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20
Q

Effectual Thinking

A

Effectual thinking means starting with what you already have (your skills, tools, and people you know) and then figuring out what kind of goal or business you can create from that — instead of starting with a fixed goal.

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21
Q

Lean Thinking

A

A method to quickly test business ideas by building, measuring, and learning with minimal effort to see if the model is viable.

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22
Q

Minimum Viable Product

A

A version of the product or service which allows a team to collect maximum amount of learning with the least effort.

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23
Q

Market Research

A

The process of gathering and analysing information to make informed business decisions and avoid biased assumptions.

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24
Q

Executive Summary

A

Brief document that recommends a decision persuasively and lays out the business case.

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25
Executive Summary - Why It Is Important
Determines whether a reader will read a longer report or agree to a meeting/presentation.
26
Executive Summary - Common Errors
Not enough effort, too much detail, including too much information about writer, not writing from audience perspective, too much jargon.
27
Business Storytelling
How to Develop & Organize a narrative effectively.
28
Business Storytelling - Why It's Effective
It turns a presentation into a form of choreographed persuasion, getting your audience to believe in and act on your idea. Stories have been used for generations to communicate complex ideas in memorable ways.
29
What Competency is important in the work force?
Critical Thinking
30
How is critical thinking Important in the Workforce?
As AI increasingly automates routine tasks, the ability to critically evaluate and interpret AI-generated outputs has become even more essential in the workforce.
31
Forming
Team members meet and start to understand the team's purpose.
32
Feelings in Forming
Anticipation, anxiety.
33
Behaviours in Forming
Polite, reserved.
34
Tasks in Forming
Orientation and goal-setting.
35
Storming
Conflicts may arise as personalities clash or roles are unclear.
36
Feelings in Storming
Frustration, resistance.
37
Behaviours in Storming
Conflict, competition.
38
Tasks in Storming
Working through disagreements.
39
Norming
Team members resolve issues, agree on norms, and begin to work more effectively.
40
Feelings in Norming
Relief, satisfaction.
41
Behaviours in Norming
Cooperation, open exchange.
42
Tasks in Norming
Establishing procedures.
43
Performing
The team operates efficiently towards its goals.
44
Feelings in Performing
Pride, confidence.
45
Behaviours in Performing
Productivity, autonomy.
46
Tasks in Performing
Achieving goals efficiently.
47
Contributory Dissent
Capabilities required to engage in healthy if divergent discussions about critical business problems without undermining leadership or group cohesion.
48
Psychological Safety
A shared belief by members of a team that the team is safe for interpersonal risk taking.
49
2x2 Matrix - Psychological Safety and Performance Standards
Comfort = high social safety and low performance standards; Apathy = low social safety and performance standards; Anxiety = high performance standards and low social safety; Learning = high social safety and high performance standards.
50
Benefits of Advice from Experienced Students
Highlight the conditions that support team development, facilitate team processes, and encourage self-assessment and developmental peer feedback.
51
Characteristics of Gen AI Models
Ubiquitous, Undetectable, Transformative
52
Features of Effective Gen AI Prompts
Role, Goal, Audience, Purpose, give very clear instruction, give examples and steps.
53
When to Use Gen AI Responsibly
When you are an expert, when it will keep you moving forward, where AI is better than human, when you need a second opinion.
54
Reality Assumptions
Beliefs about how things exist or work shaped by experience.
55
Hallucinations
Incorrect or misleading info that AI models generate.
56
Intrapreneurship
Employees innovating within companies.
57
Value Assumptions
Ideals about how things should be.
58
Environmental Factors
Energy use, greenhouse gases, water use, pollution, waste, materials, encroachment on nature.
59
Social Factors
Labour practices, human rights, employee health and well-being, diversity, equity & inclusion, impact on community, impact on customers.
60
Governance Factors
Company's management and decision-making processes, internal controls/audits, board government oversight, executive pay, shareholder rights, transparency.
61
Impact of ESG on Business
Allows business to be evaluated on factors other than just financial performance. Incorporates financial and non-financial issues involved in managing business more holistically, comprehensively, and long-term. Acknowledges that business relies on society and environment.
62
Planetary Boundaries
Biophysical limits in Earth systems that must not be exceeded to avoid potentially irreversible environmental damage.
63
Science-Based Targets
Greenhouse gas emissions reduction targets that are in line with what the latest climate science says is necessary to meet the goals of the Paris Agreement.
64
Just Transition
Policies and practices aimed at ensuring the transition to a low-carbon economy is fair, inclusive, and equitable, protecting the rights and livelihoods of workers and communities.
65
Sustainability
Meeting the needs of the present without compromising the ability of future generations to meet their own needs.
66
Sustainable Development
Development that balances environmental, social, and economic considerations to ensure long-term viability and equity.
67
Green Financing
Funding or investments that support environmentally sustainable projects, such as renewable energy, energy efficiency, and pollution prevention.
68
Grey Financing
Funding that supports projects with negative environmental impacts, such as fossil fuel infrastructure.
69
Greenwashing
When a company gives a false impression of its environmental efforts or exaggerates its sustainability achievements.
70
Greenhushing
When companies underreport or remain silent about their sustainability actions to avoid scrutiny or backlash.
71
Carbon Neutral
When a company balances out the amount of carbon dioxide it emits by removing an equivalent amount from the atmosphere.
72
Net-Zero
When a company reduces its greenhouse gas emissions as much as possible and offsets the remainder, aiming for no net emissions overall.
73
Nature Positive
Enhancing nature through conservation and restoration efforts, going beyond minimizing harm to actively contributing to nature's recovery.
74
Decarbonization
The process of reducing carbon dioxide emissions associated with electricity generation, transport, industrial processes, and other sectors.
75
Adaptation
Adjusting processes, practices, and structures to reduce harm or exploit opportunities arising from climate change.
76
Mitigation
Actions taken to reduce or prevent the emission of greenhouse gases.
77
Development of ESG - Key Takeaways
Industrialization (production, use of fossil fuels, did not recognize their finiteness) caused environmental harm and marginalized Indigenous systems. ESG has gained momentum due to climate threats, stakeholder pressure, and social injustice. Companies are now judged on both financial and non-financial performance.
78
Shift in Management Thinking
Shift from short-term thinking to long-term thinking (pre to post-industrial revolution).
79
Role of Indigenous Peoples in ESG
As part of overall shift in 21st century toward reconciliation with Indigenous Peoples and realization that ecosystems were at risk, science community began 'listening' to traditional knowledge which is now incorporated into the ESG framework.
80
How Companies Can Achieve ESG Goals - 4 Principles
Commit - Make a clear, public commitment. Commercialize - Build ESG into the business model, not just as cost. Get unComfortable - Challenge old ways of thinking and doing. Cooperate - Partner with other stakeholders (government, communities, suppliers).
81
Impact of Social Issues
Affect customer loyalty, employee engagement, and investor confidence.
82
Ignoring social issues
Leads to turnover, quiet quitting, and public backlash.
83
Social responsibility
Now tied to reputation and long-term value.
84
Workers' expectations
Expect flexibility, purpose, and psychological safety.
85
Meaningful work
Work is no longer just a transaction—it must feel meaningful and inclusive.
86
Pandemic experience
A factor in shifting work values.
87
Gen Z and Millennial values
Influence the alignment between personal values and employer values.
88
DEI Progress
Go beyond hiring quotas—focus on systems and environments.
89
The Four Freedoms for Workers to Flourish
Freedom to be, become, fade, and fail.
90
Freedom to be
Express identity authentically (e.g., pronouns, attire).
91
Freedom to become
Have opportunities to grow and develop (e.g., mentorship, promotions).
92
Freedom to fade
Take time to recharge or reflect (e.g., flexible hours, mental health days).
93
Freedom to fail
Safely take risks and learn from mistakes (e.g., no blame culture).
94
Governance
How environmental and social efforts get executed.
95
Poor governance
Leads to greenwashing, weak ESG data, failure to turn strategy into action.
96
Negotiation
The (often) ongoing process through which two or more parties work to reach an agreement.
97
Importance of Negotiation
Allows for two parties to reach a mutual agreement.
98
Negotiaphobia
Disease of attitude and skill deficiency.
99
Reasons for Negotiaphobia
Many people see negotiations as an act of combat or conflict.
100
Negotiation Strategy - Competing
Use when the Substantive Outcome is Important but the Relational Outcome is Not Important.
101
Negotiation Strategy - Collaborating
Use when both the Substantive Outcome and the Relational Outcome are Important.
102
Negotiation Strategy - Avoiding
Use when neither the Substantive Outcome nor the Relational Outcome is Important.
103
Negotiation Strategy - Compromising
Use when both outcomes are moderately important, and neither party is able or willing to fully engage in collaboration.
104
Principled Negotiation Approach
Collaborating.
105
Principled/Integrative Bargaining
Focuses on mutual interests rather than positions.
106
Positional/Distributive Bargaining
Involves holding firm to a fixed position and negotiating based on concessions.
107
Steps for Using a Principled Approach
Separate the people from the problems, focus on interests, generate options for mutual gain, use objective criteria.
108
Value Creation
The purpose of integrative situation negotiations.
109
Value Claiming
The purpose of distributive situation negotiations.
110
What is BATNA
Best Alternative to a Negotiated Agreement.
111
Why is BATNA important?
If you can negotiate a better deal than your BATNA = ideal outcome. If you cannot negotiate a better deal than your BATNA = walk away.

BU 121 (3 decks)

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