Culture & Change
Covers the human side of adopting AI: managing it as organisational change, telling people plainly what is happening and why, involving staff and their representatives, making it safe to raise problems, and keeping the trust of the people the organisation serves. Technology that people do not trust or understand is either not used or used badly, so these controls decide whether the rest of the framework produces real benefit.
Planned approach to AI change
AI adoption is managed as organisational change, with a change plan, named sponsors and the resources to carry it out.
Internal communication about AI
Staff receive clear, honest and regular communication about what AI is being used for, why, and what it means for them.
Staff and representative engagement
Staff and their representatives, including trade unions where present, are involved early in decisions about AI that affect their work, and their input is considered and answered.
Safe to raise concerns
Anyone can raise a concern or report a problem with AI without fear of blame, and can see what was done about it.
Learning from what did not work
Experiments and uses of AI that fail or are stopped are reviewed without blame, and the lessons are recorded and shared.
Champions and communities
Networks of champions and communities of practice, with time and support to do so, spread know-how about AI and good practice across the organisation.
Adoption support for affected teams
Teams whose work changes because of AI get practical support through the change, and actual adoption is tracked against what was planned.
Public and customer trust
The organisation understands how the people it serves view its use of AI and takes that into account in its decisions and how it explains itself.