Showing posts with label authenticity. Show all posts
Showing posts with label authenticity. Show all posts

Monday, April 6, 2026

Brands Adopt ‘No AI’ Disclaimers to Stand Out Amid the Slop; Wall Street Journal, April 6, 2026

 Patrick Coffee, Wall Street Journal; Brands Adopt ‘No AI’ Disclaimers to Stand Out Amid the Slop

Marketers move to get ahead of growing consumer skepticism by labeling content that doesn’t use AI

"As the AI-generated imagery and video colloquially called slop spreads across social media and video feeds, marketers are going out of their way to tell consumers they’re not to blame.

For some, it’s part of a message about authenticity that they want to send to their customers.

“We commit: No AI generated bodies or people,” promised a campaign last month from Aerie, the intimate apparel brand owned by American Eagle Outfitters."

Thursday, September 18, 2025

AI could never replace my authors. But, without regulation, it will ruin publishing as we know it; The Guardian, September 18, 2025

, The Guardian ; AI could never replace my authors. But, without regulation, it will ruin publishing as we know it


[Kip Currier: This is a thought-provoking piece by literary agent Jonny Geller. He suggests an "artists’ rights charter for AI that protects two basic principles: permission and attribution". His charter idea conveys some aspects of the copyright area called "moral rights".

Moral rights provide copyright creators with a right of paternity (i.e. attribution) and a right of integrity. The latter can enable creators to exercise some levels of control over how their copyrighted works can be adapted. The moral right of integrity, for example, was an argument in cases involving whether black and white films (legally) could be or (ethically) should be colorized. (See Colors in Conflicts: Moral Rights and the Foreign Exploitation of Colorized U.S. Motion PicturesMoral rights are not widespread in U.S. copyright law because of tensions between the moral right of integrity and the right of free expression/free speech under the U.S. Constitution (whose September 17, 1787 birthday was yesterday). The Visual Artists Rights Act (1990) is a narrow example of moral rights under U.S. copyright law.

To Geller's proposed Artists' Rights Charter for AI I'd suggest adding the word and concept of "Responsibilities". Compelling arguments can be made for providing authors with some rights regarding use of their copyrighted works as AI training data. And, commensurately, persuasive arguments can be made that authors have certain responsibilities if they use AI at any stage of their creative processes. Authors can and ethically should be transparent about how they have used AI, if applicable, in the creation stages of their writing.

Of course, how to operationalize that as an ethical standard is another matter entirely. But just because it may be challenging to initially develop some ethical language as guidance for authors and strive to instill it as a broad standard doesn't mean it shouldn't be attempted or done.]


[Excerpt]

"The single biggest threat to the livelihood of authors and, by extension, to our culture, is not short attention spans. It is AI...

As a literary agent and CEO of one of the largest agencies in Europe, I think this is something everyone should care about – not because we fear progress, but because we want to protect it. If you take away the one thing that makes us truly human – our ability to think like humans, create stories and imagine new worlds – we will live in a diminished world.

AI that doesn’t replace the artist, or that will work with them transparently, is not all bad. An actor who is needed for reshoots on a movie may authorise use of the footage they have to complete a picture. This will save on costs, the environmental impact and time. A writer may wish to speed up their research and enhance their work by training their own models to ask the questions that a researcher would. The translation models available may enhance the range of offering of foreign books, adding to our culture.

All of this is worth discussing. But it has to be a discussion and be transparent to the end user. Up to now, work has simply been stolen and there are insufficient guardrails on the distributors, studios, publishers. As a literary agent, I have a more prosaic reason to get involved – I don’t think it is fair for someone’s work to be taken without their permission to create an inferior competitor.

What can we do? We could start with some basic principles for all to sign up to. An artists’ rights charter for AI that protects two basic principles: permission and attribution."

Friday, September 2, 2022

Selecting Empathic Leaders: 4 Qualities to Seek; Inside Higher Ed, September 1, 2022

Michael Patullo, Inside Higher Ed;  Selecting Empathic Leaders: 4 Qualities to Seek

"Why is empathic leadership important? In an era when leaders face intense scrutiny—from the public, political leaders, alumni and parents, and even from within their own institutions—empathic leaders are able to self-reflect, be present, listen actively, identify and act on their emotions, and withhold judgment. These qualities can foster resilience and longevity, especially during a time of disruption. Moreover, by displaying empathy, leaders model qualities that are at the very core of university life: civility, authenticity and openness to vigorous debate."

Monday, January 31, 2022

Remembering Thich Nhat Hanh, Brother Thay; On Being with Krista Tippett, January 27, 2022, Original Air Date September 25, 2003

On Being with Krista TippettRemembering Thich Nhat Hanh, Brother Thay

"TippettI wonder if you can think of, say, a situation where you think you might have done something differently than you would have before, a concrete way in which it changed your action or reaction in some way.

WardWhen my mother passed away, about seven years ago, I was actually on vacation with my wife and some friends in Costa Rica. And I was in a small village that only had two telephones, one private, one public; the public one did not work. This was around Christmastime. So when I was finally able to get a phone and call, I found out my mother died. And so I went — took three days to get back to Cleveland, where she was, and by that time, she was already buried. And my father was overwhelmed with grief. And he was so overwhelmed with grief that after the burial, he went home and he shut the door and he wouldn’t let any of the children in the house.

So I started sending him flowers and love letters over six months’ time. And I would go visit, and I’d sit outside the house and bring my flowers and put them on the porch — and this is after flying from Idaho or wherever I was — and I knew he was in there, and I’d leave them, and then I’d go on and visit my sister, you know, etc., etc. And finally he opened the door, which was, to me, opening the door to himself. And so now we’re in a totally different environment and a different situation. And I’m certain that without the practice, that is not how I would have responded to an experience of “rejection.”

I grew up in Cleveland, Ohio. If I’d have been operating out of that mindset of my youth, I would’ve just said, you know, Forget you. And instead, I was able to understand what was happening to my father. I could see and feel his suffering, his tremendous heartbreak. I knew that he didn’t have any training in dealing with emotion — none. And I knew that in my family, my mother was the emotional intelligence, and that when she passed away, he had no skills, no capacity to handle the huge ocean of grief he found himself in. So my practice was to communicate to him that I was there for him, that I supported him, and that I loved him, but my practice also was to hold compassion for him and myself and my family so that we could all go through our grieving process peacefully, and at our own pace...


TippettA cynic would say, well, he can give these beautiful teachings about ending violence,  and then there are these individuals who come to a retreat like this, who are clearly taking this seriously and taking this back to their lives, but they’re just drops in the ocean.

WardThat is true. I am a drop in the ocean; but I’m also the ocean. I’m a drop in America, but I’m also America. Every pain, every confusion, every good and every bad and every ugly of America is in me. And as I’m able to transform myself and heal myself and take care of myself, I’m very conscious that I’m healing and transforming and taking care of America. Particularly I’m saying this for American cynics — [laughs] but this is also true globally. And so as we’re able, however small, however slowly, it’s for real.

TippettLarry Ward co-founded The Lotus Institute, a meditation center devoted to the teachings of Thich Nhat Hanh. In 2020 he published a new book, America’s Racial Karma: An Invitation to Heal."

Friday, January 28, 2022

Q&A: How Empathy Makes for Effective Leadership; HR Exchange Network, January 3, 2022

Francesca Di Meglio , HR Exchange Network; Q&A: How Empathy Makes for Effective Leadership

"The next generation of leaders must have empathy. Life is hard, and the pandemic made it harder. So, kindness and heart are becoming more important than even practical skills like accounting. Many employees are facing tremendous pressure, and now HR leaders are responding. Mental health and wellness are top priorities of organizations aiming to recruit and retain top talent. 

As a result of this shift, employers are recognizing the need for softer skills in hires. Recently, Maria Leggett, director of Education at MHI in Charlotte, North Carolina, spoke to HR Exchange Network about the importance of empathy in leadership. Leggett will be hosting a session at the online event HR and the Future of Work, which takes place February 22 to 24, 2022. 

HREN: Why is empathy vital to leadership? Why has it come to the forefront now?

ML: There is room for kindness. Now more than ever, we need kindness in the workplace. With the talent shortage and remote work, employees have more and more career options. As a result, managers need to be more people-focused and incorporate empathy and kindness into their leadership approach.

Empathy is about understanding. Having compassion allows us to see different points of view and perspectives. Employees want to be more than just "seen." They want their managers to know that they work hard and accomplish a lot while having a life outside of work. When managers connect and collaborate with their teams effectively, they learn more about their strengths and skills and get the most out of their interactions with their teams. Empathy helps facilitate that.

HREN: How do you teach or help managers to be empathetic?

ML: Slow down, ask questions, listen more, and be authentic. When people hear more and talk less, they can be open to different perspectives and respond more appropriately to situations.  While managers may have to deliver feedback that is not always positive, people are more likely to receive the input when delivered with empathy and genuine authenticity.  

COVID has allowed people to be more authentic as they worked out of their homes, allowing people to see a personal side and providing people space to be their whole self. That won’t change when things get back to a more stable state. COVID has demonstrated that people can still show up and accomplish great work, even with a chaotic personal life. No one has time for someone to be micro-managing, uncompromising, and lacking empathy. Empathy is changing the fabric of our work culture."

Friday, March 20, 2020

Leadership In The Time Of COVID-19; Forbes, March 19, 2020

Mark Nevins, Forbes; Leadership In The Time Of COVID-19

"The reality of life post-COVID-19 has not fully sunk in yet, and its consequences for our businesses, organizations, economy, and society will play out over the rest of 2020 and beyond.  Right now, we really need sober, smart, values-driven, and focused leadership.  Remember the old adage, “Crisis does not build character, it reveals it.”...

There’s no “playbook” for leadership when the stakes are high, and there’s certainly no playbook for what to do in the face of a 21st Century pandemic.  We are all facing threats on multiple fronts at once: to self, family, employees, customers, suppliers and business partners, governmental and financial systems, and potentially our social fabric.  Even the Dean of the Harvard Business School can only offer a few good insights for companies facing this new reality, but no silver-bullet solutions.

So, what should you do if you’re responsible for a team, organization, or company?  Following are a few suggestions. (Note: the paragraphs below include carefully chosen links to help you in pragmatic ways—please click through.)...

Your employees will remember for a long time how they were treated during this crisis. Nothing drives employee loyalty and engagement more than knowing “my boss cares about me as a human being.” As a leader you should treat this COVID-19 crisis as a defining moment for yourself and your organization. Step up and lead accordingly."

Saturday, January 19, 2019

Inside Facebook's 'cult-like' workplace, where dissent is discouraged and employees pretend to be happy all the time; CNBC, January 8, 2019

, CNBC; Inside Facebook's 'cult-like' workplace, where dissent is discouraged and employees pretend to be happy all the time

"Former employees describe a top-down approach where major decisions are made by the company's leadership, and employees are discouraged from voicing dissent — in direct contradiction to one of Sandberg's mantras, "authentic self."...

"All the things we were preaching, we weren't doing enough of them. We weren't having enough hard conversations. They need to realize that. They need to reflect and ask if they're having hard conversations or just being echo chambers of themselves.""

Sunday, January 6, 2019

In Newly Found Audio, A Forgotten Civil Rights Leader Says Coming Out 'Was An Absolute Necessity'; NPR, January 6, 2019

Michel Martin and Emma Bowman, NPR; In Newly Found Audio, A Forgotten Civil Rights Leader Says Coming Out 'Was An Absolute Necessity'

"He was an adviser to Martin Luther King Jr. and the organizer behind the 1963 March on Washington.

Still, Bayard Rustin's legacy as a leading figure in the civil rights movement is little known today, even among many history buffs and within the LGBTQ community. His homosexuality cost him that visibility and was considered by some as a hindrance to the movement's success. 

Rustin died in 1987, but his silenced voice was recently resurrected in previously unaired audio from an interview with the Washington Blade in the mid-1980s. The audio will air this week in an episode of the podcast Making Gay History. It was discovered by Sara Burningham, the podcast's executive producer...

To Rustin, asserting his identity as an African-American went hand-in-hand with identifying as a gay man. "It occurred to me shortly after that that it was an absolute necessity for me to declare homosexuality, because if I didn't I was a part of the prejudice," he said. "I was aiding and abetting the prejudice that was a part of the effort to destroy me.""

Thursday, December 20, 2018

Why Should Anyone Believe Facebook Anymore?; Wired, December 19, 2018

Fred Vogelstein, Wired;

Why Should Anyone Believe Facebook Anymore?


"Americans are weird about their tycoons. We have a soft spot for success, especially success from people as young as Zuckerberg was when he started Facebook. But we hate it when they become as super-rich and powerful as he is now and seem accountable to no one. We'll tolerate rogues like Larry Ellison, founder and CEO of Oracle, who once happily admitted to hiring investigators to search Bill Gates' trash. Ellison makes no effort to hide the fact that he's in it for the money and the power. But what people despise more than anything is what we have now with tech companies in Silicon Valley, especially with Facebook: greed falsely wrapped in sanctimony.

Facebook gave the world a great new tool for staying connected. Zuckerberg even pitched it as a better internet—a safe space away from the anonymous trolls lurking everywhere else online. But it’s now rather debatable whether Facebook is really a better internet that is making the world a better place, or just another big powerful corporation out to make as much money as possible. Perhaps the world would be happier with Zuckerberg and Facebook, and the rest of their Silicon Valley brethren, if they stopped pretending to be people and businesses they are not."

Sunday, June 3, 2018

How A Cleaning Lady Inspired Awesome Leadership; Forbes, June 2, 2018

Laura Rittenhouse, Forbes; How A Cleaning Lady Inspired Awesome Leadership

"In an interview with Adam Bryant of The New York Times, Charles Schwab CEO Walt Bettinger shared a lesson he learned in college during a business strategy final exam.  Bettinger needed to ace the test so he could graduate with a 4.0.  He spent hours reviewing formulas and case studies.  On the day of the exam, his professor handed out just one sheet of paper and asked the class to turn it over.   It was blank.  He explained, “I’ve taught you everything I can teach you about business in the last 10 weeks, but… the most important question is this: What’s the name of the lady who cleans this building?” Bettinger was stunned.  It was the only test he ever failed.

 He told Bryant, “…I got the B I deserved. Her name was Dottie, and I didn’t know Dottie. I’d seen her, but I’d never taken the time to ask her name. I’ve tried to know every Dottie I’ve worked with ever since.”  The experience taught him “…you should never lose sight of people who do the real work.”  Bettinger’s lesson in humility impressed me.  By revealing his failure to Bryant, he chose to be vulnerable.  Instead of pounding his chest in the interview, he opened his heart...

Awesome leaders who act with integrity are more likely to be smart risk-takers.  To be adaptive, authentic and accountable means to keep one’s eye on the prize and lead with integrity.  The word “integrity” means to be whole.  To be whole means to care about others, even those who may be different from us.  This leads to awesome empathy – the ability to stand in someone else’s shoes and see what their world looks like.

For Walt Bettinger, it meant learning the name of the woman who cleaned his classroom."

Wednesday, May 17, 2017

Trump’s Leaky Fate; New York Times, May 16, 2017

Frank Bruni, New York Times; 

Trump’s Leaky Fate


"This much leaking this soon in an administration is a powerful indication of what kind of president we have. He is so unprepared, shows such bad judgment and has such an erratic temper that he’s not trusted by people who are paid to bolster him and who get the most intimate, unvarnished look at him. Some of them have decided that discretion isn’t always the keeping of secrets, not if it protects bad actors. They’re right. And they give me hope."

Friday, October 14, 2016

Michelle Obama’s epic New Hampshire speech was a master class in speaking from the gut; Washington Post, 10/14/16

Jena McGregor, Washington Post; Michelle Obama’s epic New Hampshire speech was a master class in speaking from the gut:
"Michelle Obama's epic speech Tuesday in New Hampshire should be required viewing for every leader. Not because of its political content. Not for her strongly worded endorsement of Hillary Clinton or her scathing takedown of the Democratic nominee's "opponent" -- the First Lady refused to even say GOP nominee Donald Trump's name -- that has already been called a "defining moment in the presidential campaign."
Rather, it was for the absolute master class she offered in that elusive quality of leadership: "authenticity." It is among the most jargon-laden, vague concepts touted by leadership consultants and coaches, the subject of countless books and training seminars promising yet another elixir to effective speech-making or good leadership.
But on Thursday, Obama provided a stark reminder that this nebulous quality comes not from a book. It comes from the gut. With inclusive and personal stories, emotionally strong yet vulnerable tone and body language, and a passionate appeal rooted in her own experiences, Obama embodied the widely praised but rarely replicated feat of seeming "real" that escapes so many leaders."

Monday, August 22, 2016

How The U.S. Navy Named a Ship After Harvey Milk To Show Its LGBT Pride; Daily Beast, 8/20/16

Lizzie Crocker, Daily Beast; How The U.S. Navy Named a Ship After Harvey Milk To Show Its LGBT Pride:
"“It’s important to remember and honor naval heroes—sailors and marines who have sacrificed so much for America,” [Secretary of the Navy Ray Mabus] said. “But it’s also important to recognize and honor those who have fought in a different way and sacrificed… those who have fought for the ideals that we cherish as a nation: justice, equality, and freedom.”
Under his leadership, the Navy has now created a new naming convention (in January, Mabus named the first ship in this new class of command replenishment vessels after John Lewis, the Georgian politician and civil rights activist).
“My uncle always told me that it poisoned the soul to have to lie about or hide who you were,” [Stuart Milk, Harvey’s nephew and leader of the Harvey Milk Foundation] said, recalling how his uncle gave him a book in 1972, Seven Arrows, about Native Americans when Stuart was 12 and not yet out of the closet.
“He told me that my authenticity and the fact that I felt different from everyone else was important, and he wrote in the front, ‘All of your differences are the medicine that the world needs, even when the world doesn’t recognize that.’ I think the USNS Harvey Milk can telegraph that message to the world.”"

Wednesday, July 6, 2016

PBS misfires on the Fourth of July; Washington Post, 7/5/16

Editorial Board, Washington Post; PBS misfires on the Fourth of July:
"To PBS, patriotism apparently means airing fake fireworks.
On television Monday night, PBS’s “A Capitol Fourth” broadcast treated viewers to a stunning spectacle: red, white and blue fireworks flung into relief against a clear sky. There was only one problem: In reality, the rockets’ red glare was muted by mist and clouds — PBS’s version of the show was spliced together from previous years’ displays, when the weather was fairer. “It was the patriotic thing to do,” PBS said in a tweet.
No, it was the wrong thing to do. PBS is a news and public affairs organization; its mission and its duty are to tell the truth. Americans who did not watch Monday’s fireworks in person, because they live elsewhere or, yes, because of the rain, expected to see what PBS promised: a live show, rain or shine. They did not expect to see a highlights reel — and many were taken in by the trick. It was a breach of trust from an institution consistently rated one of the most trustworthy in the country."

Wednesday, February 17, 2016

Parmesan cheese you sprinkle on your penne could be wood; Bloomberg News via Pittsburgh Post-Gazette, 2/16/16

Lydia Mulvany, Bloomberg News via Pittsburgh Post-Gazette; Parmesan cheese you sprinkle on your penne could be wood:
"Acting on a tip, agents of the U.S. Food and Drug Administration paid a surprise visit to a cheese factory in rural Pennsylvania on a cold November day in 2012.
They found what they were looking for: evidence that Castle Cheese Inc. in Slippery Rock was doctoring its 100 percent real Parmesan with cut-rate substitutes and such fillers as wood pulp and distributing it to some of the country’s biggest grocery chains...
Some grated Parmesan suppliers have been mislabeling products by filling them with too much cellulose, a common anti-clumping agent made from wood pulp, or using cheaper cheddar, instead of real Romano.
Castle president Michelle Myrter is scheduled to plead guilty this month to criminal charges. She faces up to a year in prison and a $100,000 fine.
German brewers protect their reputations with Reinheitsgebot, a series of purity laws drawn up 500 years ago. Champagne makers prohibit most vineyards outside their turf from using the name. Now the full force of the U.S. government has been brought to bear defending the authenticity of grated hard Italian cheeses."

Tuesday, April 7, 2015

The Authenticity Paradox; Harvard Business Review, January-February 2015

Herminia Ibarra, Harvard Business Review; The Authenticity Paradox:
"Authenticity has become the gold standard for leadership. But a simplistic understanding of what it means can hinder your growth and limit your impact...
Why Leaders Struggle with Authenticity
The word “authentic” traditionally referred to any work of art that is an original, not a copy. When used to describe leadership, of course, it has other meanings—and they can be problematic. For example, the notion of adhering to one “true self” flies in the face of much research on how people evolve with experience, discovering facets of themselves they would never have unearthed through introspection alone. And being utterly transparent—disclosing every single thought and feeling—is both unrealistic and risky."

Saturday, May 31, 2014

One Reason Cross-Cultural Small Talk Is So Tricky; Harvard Business Review, 5/30/14

Erin Meyer, Harvard Business Review; One Reason Cross-Cultural Small Talk Is So Tricky:
"A good way to prepare is to ask yourself whether the new culture is a “peach” or a “coconut”. This is a distinction drawn by culture experts Fons Trompenaars and Charles Hampden-Turner. In peach cultures like the USA or Brazil people tend to be friendly (“soft”) with new acquaintances. They smile frequently at strangers, move quickly to first-name usage, share information about themselves, and ask personal questions of those they hardly know. But after a little friendly interaction with a peach, you may suddenly get to the hard shell of the pit where the peach protects his real self and the relationship suddenly stops.
In coconut cultures such Russia and Germany, people are initially more closed off from those they don’t have friendships with. They rarely smile at strangers, ask casual acquaintances personal questions, or offer personal information to those they don’t know intimately. But over time, as coconuts get to know you, they become gradually warmer and friendlier. And while relationships are built up slowly, they also tend to last longer."

Saturday, January 25, 2014

Cracking the Code That Stalls People of Color; Harvard Business Review, 1/22/14

Sylvia Ann Hewlett, Harvard Business Review; Cracking the Code That Stalls People of Color:
"It’s a topic which corporations once routinely ignored, then dismissed, and are only now beginning to discuss: the dearth of professionals of color in senior positions. Professionals of color hold only 11% of executive posts in corporate America. Among Fortune 500 CEOs, only six are black, eight are Asian, and eight are Hispanic.
Performance, hard work, and sponsors get top talent recognized and promoted, but “leadership potential” isn’t enough to lever men and women into the executive suite. Top jobs are given to those who also look and act the part, who manifest “executive presence” (EP). According to new CTI research (PDF), EP constitutes 26% of what senior leaders say it takes to get the next promotion. Yet because senior leaders are overwhelmingly Caucasian, professionals of color (African-American, Asian, and Hispanic individuals) find themselves at an immediate disadvantage in trying to look, sound, and act like a leader. And the feedback that might help them do so is markedly absent at all levels of management.
EP rests on three pillars: gravitas (the core characteristic, according to 67% of the 268 senior executives surveyed), an amalgam of behaviors that convey confidence, inspire trust, and bolster credibility; communication skills (according to 28%); and appearance, the filter through which communication skills and gravitas become more apparent. While they are aware of the importance of executive presence, men and women of color are nonetheless hard-pressed to interpret and embody aspects of a code written by and for white men."

Monday, October 14, 2013

Be Yourself, but Carefully; Harvard Business Review Magazine, October 2013

Lisa Rosh and Lynn Offermann, Harvard Business Review Magazine; Be Yourself, but Carefully: "“Authenticity” is the new buzzword among leaders today. We’re told to bring our full selves to the office, to engage in frank conversations, and to tell personal stories as a way of gaining our colleagues’ trust and improving group performance. The rise in collaborative workplaces and dynamic teams over recent years has only heightened the demand for “instant intimacy,” and managers are supposed to set an example. But the honest sharing of thoughts, feelings, and experiences at work is a double-edged sword: Despite its potential benefits, self-disclosure can backfire if it’s hastily conceived, poorly timed, or inconsistent with cultural or organizational norms—hurting your reputation, alienating employees, fostering distrust, and hindering teamwork. Getting it right takes a deft touch, for leaders at any stage of their careers."