Artificial Intelligence, Automation and the Future of Competence at Work
Key points in this bookIntroductionNarrativesSome narratives that exemplify competency challengesDescriptionAnalysisTheoretical pointsPractical utility: what can this be used for?ConclusionNotesReferencesGeneral and specific competencesIntroductionCommunication competenceNarrativesDescriptionAnalysisTheoretical pointsPractical consequencesSub-conclusionCreativityNarrativesCase letter 1: from the futureCase letter 2: from the pastDescriptionAnalysisTheoretical pointsPractical utilitySub-conclusionCollaborationNarrativesCase letter 1: a theoretical reflectionCase letter 2: a different theoretical reflectionDescriptionAnalysisTheoretical pointsPractical utilitySub-conclusionChangeNarrativesCase letter 1: job seekers may have higher education, yet they have little chance of getting a permanent jobCase letter 2: when geographical location and offices will have no relevance anymoreDescriptionAnalysisCreating the workplace you want to be part ofPossessing a variety of competences: employees need to change their competences as technology evolves (sufficient variety of competences)Organizing into cross-functional teamsSupporting and participating in scenario teamsBecoming the change you want to see in the organizationTheoretical pointsPractical utilitySub-conclusionMain conclusionNotesReferencesHuman competencesKey points in the chapterIntroductionSocial and emotional competencesNarrativesCase letter 1: 2020Case letter 2: 2045Case letter 3: emotional competenceCase letter 4: the legal profession between 2020 and 2045DescriptionSubjective experiences in relation to social and emotional competencesTrust as an aspect of social and emotional competenceChange competence as a social and emotional resource: change is the new stabilityEmpathy as a social and emotional resourcePerspective as a social and emotional resourceAnalysisTheoretical pointsPractical utilitySituational awarenessPresenceAuthenticityClarityEmpathySub-conclusionLeadership competenceNarrativesCase letter 1: leadership and mythsCase letter 2: leadership and changeDescriptionAnalysisThe generic aspect of leadershipTheoretical pointsPractical utilitySub-conclusionCultural competenceNarrativesCase letter: intelligent robots as the new superheroes in a mythological narrativeDescriptionAnalysisTheoretical pointsPractical utilitySub-conclusionGeneral conclusionNotesReferences
