Promoting Ethical Decision-Making

Cities, towns, states, and regions are hubs for innovative, real-world solutions. Take #Liverpool for example. As the world’s first “Accelerator City” for climate action, they have taken impressive measures to rapidly decarbonise the live music and TV/Film production sectors – both vital parts of the city’s economy. Local and regional levels of government - being so closely connected with their communities - are fantastically placed to ensure bolder climate action is effective and inclusive, with everyone having a voice. Local governments also have direct knowledge of exactly what is needed, where exactly it is needed, and how it can be feasible. All while having the power and critical mass to attract investment. Regional and local leaders are key in building a greener, more resilient, more prosperous world for us all. Their role in helping national governments develop stronger national climate plans is essential.

Why big problems need small wins For decades, Enrique Ortiz has worked to protect some of the world’s most vital ecosystems. In a recent Mongabay commentary, he voiced a truth that many in conservation rarely say aloud: Environmental messaging is failing to inspire enough people to act. The facts are known, yet they rarely change minds. To break through, Ortiz argues, we must tell stories of tangible change—rooted in real places, people, and results—so hope becomes not just a feeling, but a reason to act. The science is not flawed, nor the dangers overstated. The problem is relying too heavily on facts to change minds in a world where facts alone rarely do. Research shows people decide through a mix of emotion, experience, and social cues—not purely data. This mismatch explains why so many accurate messages fall flat. Climate change, framed mostly in planetary terms, can feel so vast & distant that individuals see no way to influence it. Ortiz calls for a narrative “revolution”—stories of adaptation & resilience, grounded in lived experience, over abstract warnings. When he taught students about plant-animal interactions, they forgot the scientific details but remembered the stories. This is “narrative transportation”—a neurological process that helps ideas stick & decisions shift. The bigger the problem, the smaller an individual feels. “Solve climate change” can seem visible but unreachable. People retreat from news they find exhausting, while opponents of climate action exploit this futility to erode momentum. The antidote is not to downplay the crisis, but to scale part of the narrative so people can see the difference they make. Optimism is not naïve—it is an engine for agency. Local action makes results tangible. In the Philippines, communities replanting mangroves can measure shifts in tides & storm protection. In the Comoros, a no-take fishing zone means fuller nets just outside its boundaries. These are not diversions from the bigger fight; they are proof that people respond to challenges they can touch, shape, and witness. Local victories ripple outward, offering blueprints others can adapt. They turn abstractions like “protecting biodiversity” into bringing salmon back to a river or keeping sea turtles nesting on a beach. A steady diet of doom breeds political stagnation. People who believe nothing can be done rarely act. Those who have seen a wetland restored tend to keep showing up. Ortiz’s call is to reframe the vantage point. The global crisis is real, but change grows from local soil. By linking a patch of prairie to global biodiversity or a rooftop solar panel to energy transformation, we make a global problem feel solvable. Global change won’t happen in one leap, but through thousands of small, visible wins that build momentum for systemic shifts. Local victories & systems change are inseparable; each creates space for the other. The outcome is unwritten—but at the human scale, it is possible.

Imagine a virtual office where AI assistants like BrewMaster 2.0 spark both caffeine chaos and meaningful debates. By 2030, workplaces will be defined not just by advanced technology but by the harmony of human-AI collaboration. Agentic AI—autonomous systems with defined goals—is already reshaping industries. Unlike traditional AI, it amplifies human decision-making rather than replacing it, solving complex problems like rerouting logistics or addressing employee burnout. Yet, the rise of agentic AI underscores an urgent need: upskilling. By 2027, 44% of core workforce skills will require transformation. Emotional intelligence, creativity, and AI fluency will be the pillars of success. Enter the D.U.E.T. Model, a roadmap for organizations to design ethical AI, upskill talent, empower humans, and build trust. Together, humans and machines can create workplaces that are not only efficient but also deeply human. #D: Design Human-Centric AI Systems Prioritize ethics, inclusivity, and user needs to ensure AI aligns with organizational and societal values. #U: Upskill to Stay AI-Ready Invest in continuous learning, blending technical skills with emotional intelligence and creativity to prepare the workforce for an AI-driven future. #E: Empower Humans with AI Support Leverage AI to automate repetitive tasks, enabling humans to focus on strategic and creative endeavors. #T: Trust Through Transparency and Ethics Build trust by ensuring AI systems are transparent, accountable, and aligned with ethical standards. Let’s embrace this future—one where heart, humor, and innovation converge.

Deloitte’s latest State of Ethics and Trust in Technology report (https://deloi.tt/3XJtOnD) is out and it couldn’t have come at a more important moment of unprecedented change! With more organizations adopting AI and GenAI to drive faster and more impactful business outcomes, it’s critical for business leaders to have the right ethical technology standards and safeguards in place. However, as our survey of 1,800 global business and technical professionals found, more than half of professionals reported “no” or “unsure’ when asked if their organizations had ethical standards established. So, how can leaders get ahead of this and develop sound ethical standards for emerging technologies? 1) Define how the organization approaches trust and ethics.  2) Clearly communicate ethical standards and trustworthy principles within the workforce.  3) Invest in the leaders, such as a Chief Ethics Officer, who will drive ethical standards forward.  4) Foster collaboration within and outside the organization.  5) Scale ethical standards across adopted emerging technologies and their outlined use cases. For those beginning this journey, our Technology Trust Ethics Framework is a great starting point: https://deloi.tt/3XZFMe7

Taking a connected action approach is key to promoting climate equity. When businesses aim to address climate change, incorporating climate equity into their plans can make a big difference. This is all about ensuring that everyone, especially the hardest hit, receives fair help and protection. It starts with understanding that climate change impacts vary. Certain communities are more affected due to factors such as their geographical location or economic status. Businesses can use this understanding to shape their climate action initiatives more effectively. These harder-hit communities should be at the heart of a business's climate strategy. Each community has its unique needs, so a one-size-fits-all approach might not work. Tailoring actions to specific needs can lead to more impactful outcomes. Inclusion of these communities in the decision-making process is vital. Their insights can provide valuable input for the business's climate action plans. This not only builds trust but also ensures that the implemented strategies are accepted and effective. Transparency is a key element. Businesses should openly share their plans and progress. This openness allows everyone to see what's being done and how well it's working, building trust with communities and stakeholders. Data should drive decision-making. Good data provides a clear understanding of the situation and helps track progress. This data-driven approach enables businesses to refine their strategies and improve their impact over time. Finally, all climate action strategies should be based on evidence and should align with community needs. This helps ensure that the implemented plans are not only scientifically sound but also beneficial for the people they aim to help. #sustainability #climatechange #climateaction #climateequity #sdgs #sustainable #impact #equity #peopleandplanet #community

A recent paper by researchers at Stanford University called “Future of Work with AI Agents: Auditing Automation and Augmentation Potential across the U.S. Workforce” offers a groundbreaking and nuanced view into how AI agents could reshape professional roles—not just in terms of capability, but also worker desire, human agency, and ethical alignment. https://lnkd.in/gGeaTsrW Some insights from the paper: 1. Challenge to Conventional Thinking • They’ll say: “If AI can do it, it should.” • They’ll argue: “Efficiency and capability come first.” ✅ That thinking worked for robotic process automation. ❌ But AI agents aren’t just tools—they’re teammates, collaborators, and sometimes, competitors. This study proves that alignment with human desire is critical, and ignoring it could lead to failure, resistance, or even ethical backlash. 2. Think CRM, Not RPA This shift is like comparing: • RPA → A robot copying your keystrokes • AI Agents with Human Agency Scale (HAS) → A CRM that understands your goals and helps you decide, collaborate, and evolve This is not “doing work faster.” This is redefining what work is—and who controls it. 🔴 Traditional Automation Mindset 1. Identify repetitive task 2. Build AI to replace human 3. Roll it out 4. Deal with pushback later 5. Celebrate “efficiency” 🟢 HAS-Informed AI Agent Design 1. Understand worker’s automation desire 2. Assess technical capability 3. Classify into zone 4. Build for collaboration, not displacement 5. Align AI roadmap with human values 3. The Mic-Drop! AI agents aren’t just reshaping workflows. They’re restructuring trust, agency, and identity at work. If you’re only asking “Can we automate it?”— You’re asking the WRONG question. Ask instead: Who decides? Who collaborates? Who stays in control? Because that’s where the future of work is being decided.

𝗙𝗿𝗼𝗺 𝘀𝗰𝗶-𝗳𝗶 𝘁𝗼 𝗯𝗼𝗮𝗿𝗱𝗿𝗼𝗼𝗺: 𝗪𝗵𝘆 𝗔𝗜 𝗲𝘁𝗵𝗶𝗰𝘀 𝗶𝘀 𝘁𝗵𝗲 𝗵𝗼𝘁𝘁𝗲𝘀𝘁 𝘁𝗼𝗽𝗶𝗰 𝘆𝗼𝘂'𝗿𝗲 𝗻𝗼𝘁 𝘁𝗮𝗹𝗸𝗶𝗻𝗴 𝗲𝗻𝗼𝘂𝗴𝗵 𝗮𝗯𝗼𝘂𝘁. Picture a world where technology influences every choice. Hold that thought because we're on the brink of making it a reality. AI is no longer limited to the pages of science fiction. It's in our homes, workplaces, and yes, even in the decisions that shape the future of businesses worldwide. Despite its rapid integration into our daily lives, one crucial aspect often overlooked in our discussions: AI ethics. Why is AI ethics critical? Because without it, we risk creating a future where decisions are made without considering fairness, privacy, or the greater good. We're talking about algorithms that could decide who gets a job, who is granted a loan, and even who receives critical healthcare based on biased data. But here's where it gets interesting: companies that prioritize AI ethics are not just doing good; they're positioning themselves as leaders in the next wave of innovation. They're building trust with their customers, attracting top talent who want to work for responsible organizations, and avoiding the pitfalls of poorly designed AI systems that could lead to regulatory backlash and public outcry. So, why aren't we talking more about AI ethics in the boardroom? It's time to move this conversation from the sidelines to the center stage of corporate strategy.

Gender Inclusive Framework and Theory (GIFT) GIFT refers to conceptual models and analytical approaches that explicitly recognise and incorporate gender as a critical factor in understanding social phenomena. These frameworks go beyond binary notions of male/female and aim to understand how gender intersects with other identities (e.g., race, class, age, disability) to shape experiences, access to resources, opportunities, and power relations. Key Components of a Gender Inclusive Framework and Theory: 1. Recognition of Gender as a Social Construct: Gender is understood not as a biological given but as a product of social norms, expectations, and power dynamics. 2. Intersectionality: Rooted in Black feminist theory, this emphasises how gender intersects with other identity markers to create unique experiences of oppression or privilege (e.g., Crenshaw, 1989). 3. Power and Agency: Examines how gendered power relations affect people’s ability to make decisions, access opportunities, and influence outcomes. 4. Structural and Institutional Analysis: Explores how laws, policies, education systems, and cultural norms reinforce or challenge gender inequalities. 5. Transformative Potential: Goes beyond inclusion by aiming to transform systems and structures that produce gendered disparities. 6. Participatory and Inclusive Methodology: Advocates for research and interventions that actively involve marginalised genders in the design, implementation, and evaluation stages. Examples of Gender Inclusive Frameworks: 1. Gender Analysis Frameworks (e.g., Harvard Analytical Framework, Moser Framework, Gender at Work) 2. Intersectional Feminist Theory 3. CARE’s Gender Equality Framework 4. UN Women’s Gender Equality Framework 5. Gender Transformative Approach (GTA) Applications: i). Policy development (e.g., gender-sensitive budgeting) ii). Program design (e.g., inclusive education or health interventions) iii). Research (e.g., analyzing gendered impacts of climate change or technology) iv). Monitoring and Evaluation with gender-disaggregated data and qualitative indicators. UoN Anthropology and Gender Students Association, Institute for Faith and Gender Empowerment (IFAGE), Isiolo Gender Watch (IGW), Institute for Gender and the Economy, Gender, Work & Organization, Gender Equity Policy Institute (GEPI), ADB Gender, CGIAR Gender Equality and Social Inclusion, HBS Race, Gender & Equity Initiative, Heinrich-Böll-Stiftung | Global Unit for Feminism and Gender Democracy, Gender and Environment Data Alliance (GEDA), Gender DEI, Gender & Health Hub, Gender Unit | Ministry of Planning Development and Special Initiatives, FEMNET - African Women's Development and Communication Network, Women's Empowerment Link, Women Business Hub - Nonprofit Social Enterprise Organization, Women On Boards Network Kenya, Women Educational Researchers of Kenya, UN Women, African Women Rights Advocates, European Network of Migrant Women (ENOMW), WIDE+ (Women in Development Europe+)

Norms Provide the Foundation of Choice and Opportunity The EMERGE framework underscores the critical role of social and gender norms in shaping access to opportunities in global health and development. While norms often restrict individuals—particularly women—from making autonomous decisions, they also provide positive influences, such as promoting healthy behaviors like handwashing and fostering community cohesion. Social norms are operationalized into three measurable constructs: LEARN, ADHERE, and ENFORCE LEARN: People absorb norms from infancy by observing others and internalizing social expectations. This learning process includes: Descriptive Norms: Perceptions of what others do, such as "many men in the community use violence to control their partners." Injunctive Norms: Perceptions of what is expected, such as "women should tolerate domestic violence to preserve the family" or "a man is expected to discipline his wife." ADHERE: Most people follow these learned norms either unconsciously or out of fear of social sanctions. However, changemakers or positive deviants challenge these harmful norms. For example, a woman who publicly speaks out against gender-based violence (GBV) and seeks legal action against her abuser not only rejects these norms but also inspires others to do the same. By doing so, she becomes a model for community transformation and demonstrates that change is possible. ENFORCE: Norms are maintained through sanctions, both positive and negative. For example, a woman who resists cultural expectations by refusing to undergo FGM may face social alienation, exclusion from community events, or even threats to her personal safety. Such backlash is often orchestrated by powerholders—community elders or religious figures—who enforce these norms to preserve their influence. However, this resistance can also spark dialogues for change and inspire others to question the status quo. Positive social norms can promote health, cohesion, and trust, empowering communities. But to achieve gender equality, harmful norms around gender-based violence (GBV), reproductive health, and family planning must be challenged. Engaging changemakers to confront these deeply rooted beliefs is key to fostering gender-transformative change. I really liked this sentence in the paper: “Norms are the foundation of choice and opportunity restrictions that give rise to the need for the empowerment process”. #GenderEquality #SocialNorms #GBV #HealthDevelopment #Empowerment #FamilyPlanning #Changemakers #CommunityHealth #SocialChange Anita Raj

Integrating gender perspectives into evaluations is crucial for ensuring programs are inclusive, equitable, and responsive to diverse needs. This document provides structured guidance on embedding gender considerations into evaluation frameworks, from defining terms of reference to analyzing findings. By establishing clear gender-sensitive indicators, it enables evaluators to assess progress on equality commitments and identify gaps. With a step-by-step approach, it ensures evaluations go beyond compliance, fostering meaningful gender integration into decision-making and program improvements. Beyond methodology, the document addresses challenges in gender-responsive evaluations, such as bias in data collection, limited representation, and ethical concerns. It presents strategies for overcoming these barriers, emphasizing participatory methods and intersectional analysis. By incorporating best practices from global evaluation standards, it ensures that gender dimensions are effectively measured and inform policy adjustments. Through real-world examples, it illustrates how robust gender evaluations contribute to stronger, more accountable interventions. For development agencies, evaluators, and program managers, this resource offers a practical toolkit for conducting gender-sensitive assessments. It provides guidance on refining evaluation criteria, selecting methodologies, and ensuring that findings translate into actionable recommendations. By embedding gender analysis into evaluation processes, it supports organizations in driving impactful and sustainable change that promotes equity and inclusivity.