Publications

Following recent technological developments in the artificial intelligence space, artificial agents are increasingly taking over organizational tasks typically reserved for humans. Studies have shown that humans respond differently to this, with some being appreciative of their advice (algorithm appreciation), others being averse toward them (algorithm aversion), and others still fully relinquishing control to artificial agents without adequate oversight (automation bias). Using systems thinking, we analyze the existing literature on these phenomena and develop a conceptual model that provides an underlying structural explanation for their emergence. In doing so, we create a powerful visual tool that can be used to ground discussions about the impact artificial agents have on organizations and humans within them.

Bias exists in how we pick leaders, who we perceive as being influential, and who we interact with, not only in society, but in organizational contexts. Drawing from leadership emergence and social influence theories, we investigate potential interventions that support diverse leaders. Using agent-based simulations, we model a collective search process on a fitness landscape. Agents combine individual and social learning, and are represented as a feature vector blending relevant (e.g., individual learning characteristics) and irrelevant (e.g., race or gender) features. Agents use rational principles of learning to estimate feature weights on the basis of performance predictions, which are used to dynamically define social influence in their network. We show how biases arise based on historic privilege, but can be drastically reduced through the use of an intervention (e.g. mentorship). This work provides important insights into the cognitive mechanisms underlying bias construction and deconstruction, while pointing towards real-world interventions to be tested in future empirical work.

Despite increased interest in creating more diverse and inclusive organizational environments, bias exists in how we choose leaders, who we interact with, and who we consider influential. Drawing from leadership emergence theory, we investigate potential interventions that support diverse leaders. Using agent-based simulations, we model a collective search process on a fitness landscape. Agents combine individual and social learning, and are represented as a feature vector blending relevant (e.g., individual learning characteristics) and irrelevant (e.g., race or gender) features. Agents use rational principles of learning to estimate feature weights on the basis of performance predictions, which are used to dynamically define social influence in their network. We show how biases arise based on historic privilege, but can be drastically reduced through the use of an intervention (e.g. mentorship). This framework allows us to test interventions best suited for unlearning bias in favor of performance-relevant traits.