We’re Only Starting to Grasp the Pitfalls of Using A.I. at Work; The New York Times, June 29, 2026

 Noam Scheiber , The New York Times; We’re Only Starting to Grasp the Pitfalls of Using A.I. at Work

Scholars say the “unknown unknowns” of using artificial intelligence in the workplace may be undermining the technology’s advertised benefits.

"In the years since A.I. burst onto the scene, many companies have become aware of flaws produced by the technology and, at times, taken steps to offset them. They know that A.I. models can be biased against certain groups of people, like nonwhites. They know that chatbots can provide confident but incorrect answers to queries. They know that the bots sometimes spill the beans on information that should remain private.

But as companies race to bring A.I. into their day-to-day operations, researchers are discovering more subtle defects."

Who Is a Library Leader? | Editorial; Library Journal, May 4, 2026

Hallie Rich, Library Journal; Who Is a Library Leader? | Editorial

"Lessons from 25 years of Movers & Shakers

In Library Journal’s 150th year, I find myself stepping back in time to reflect on the wisdom of many “library greats” who advanced the profession to where it stands today. Sometimes their work was highly visible, other times it was a quieter continuation of learning, iteration, and innovation.

In Library Journal’s 150th year, I find myself stepping back in time to reflect on the wisdom of many “library greats” who advanced the profession to where it stands today. Sometimes their work was highly visible, other times it was a quieter continuation of learning, iteration, and innovation.

I’m inspired both by lessons from past library leaders and those who excel at different levels today. This month we celebrate LJ’s 2026 Movers & Shakers, our 25th class. Many who were previously recognized have gone on to lead in the traditional sense of the word. Among our cohorts, we have Movers who became major library system directors, state librarians, school library district administrators, respected academics, ALA presidents, and a few SLJ and LJ Librarians of the Year.

Others have delivered excellent work, charting a path within librarianship that aligns with their individual interests and local, sometimes urgent, needs. Their efforts reflect a form of leadership that emerges while performing their duties with passion.

In his editorial announcing the first class of Movers & Shakers, the late John N. Berry III celebrated the librarians who lead through practical action and a dedication to professional values. He believed that leadership isn’t a skill to be taught nor guaranteed by fancy accolades. Rather, he wrote, “the best of us achieve leadership or have it thrust upon us.” I share his words from March, 2002:

Currently the library field is afflicted with yet another rash of initiatives devised to discover, identify, educate, and/or train leaders. When self-anointed leaders design such efforts, they usually mean ‘we need more librarians like us.’ When those who are not leaders do it, they usually mean ‘more people like us should be leaders.’ That’s why I’m suspicious when some library organization or group sets out, again, to identify ‘up-and-coming leaders,’ or claims it will train or educate the next generation of library leaders. My suspicions deepen when any group refers to itself as ‘the leadership.’

The activities and exercises they invent for developing leaders make me suspicious, too. They have all the earmarks of elites aborning or being strengthened. When they set up ‘retreats’ in the desert of Arizona, or climb to a leadership ‘institute’ on some mountainside in Utah, or gather for a ‘leadership weekend’ at some prestigious campus, I watch the results and wonder where the ‘leaders’ they found went afterwards. I notice that too often what is taught at these gatherings frequently mistakes management and/or administration for leadership. That is probably the most common mistake in leadership education, and it leaves me questioning if it is really possible to ‘educate’ or ‘train’ people to be leaders....

Of course, you can identify the smart, the just, and the articulate. Sure, you can teach the techniques of public speaking. You can explain the fundaments of fairness and justice. You can run courses and offer degrees in management and administration. None of these guarantees leadership or greatness. Indeed, if recent events are any indication, going to the best schools, earning the most money, and holding the top jobs don’t ensure legitimate or legal leadership....

So, when you receive the Movers & Shakers supplement with the March 15 [2002] issue of LJ, look only for ‘potential’ leaders and possible greatness. We have profiled more than 50 library staffers and library-industry workers who surely possess that potential. We’ve noticed them in action, heard about them from colleagues, or seen the results of their efforts. We think many of them are already library leaders, and more will become leaders....

What distinguishes them and what distinguishes leaders from the rest of us is that not only do they have strong convictions, they pursue them on the job. They have the potential for library greatness because they hold passionately strong beliefs about libraries and library service. They are driven by their professional concern that no one should be denied information because of his or her point of view, age, or the nature of the information. In short, their work is defined by our professional core values and our ideology. That is what will make them leaders and great librarians."

Recruiters Use A.I. to Scan Résumés. Applicants Are Trying to Trick It.; The New York Times, October 7, 2025

 Evan Gorelick , The New York Times; Recruiters Use A.I. to Scan Résumés. Applicants Are Trying to Trick It.

"“Some managers think it’s a stroke of genius showing an out-of-the-box thinker. Others believe it’s deceitful.”"

What to do if you're struggling with your mental health at work; NPR, March 10, 2022

Jordan-Marie Smith, NPR; What to do if you're struggling with your mental health at work

"When you're not in the right headspace, being at work can be difficult. 

Whether it's depression, burnout, anxiety or something else, struggling with your mental health while you're waiting tables or sitting behind a desk can disrupt your life and your job. 

But there's a stigma to taking time off to care for your mental health that's not present with physical health. The mindset is, "Just work, work, work, push through it and get to the other end and deal with it," says Jody Adewale, a Los Angeles-based psychologist and medical advisor for the mental health advocacy foundation, Made of Millions. 

Addressing your mental health needs is important — and human. "It's not a character flaw or a character defect or a sign of weakness," says Adewale. "It's something that everyone I think on this planet will experience at one point or another in their life."

Life Kit asked mental health professionals how to spot an issue and what the options are when you do. 

While we know there's no such thing as the perfect job, there are tools for both employees and managers to make work a better place to be...

Resources

Here's a non-exhaustive list of resources for workplace mental health:

• The CDC offers a wealth of resources, including a glossary of terms and suggestions for managers.
• Did you know you can train in mental health first aid? Here's where to find training and mental health aid resources. 
• Made of Millions is a global mental health advocacy group that offers lots of training and resources. Here's their letter to your manager, and here's their global directory of resources.
• Not 9 to 5 is a global non-profit focusing on mental health advocacy in the foodservice and hospitality sectors. Their website offers a lot of great workplace mental health resources.
• Here's a breakdown of how to implement psychological safety in the workplace, from ShiftCollab, a therapy collective

16 Tips To Transform Employee Performance Evaluations In 2022; Forbes, January 24, 2022

Forbes; 16 Tips To Transform Employee Performance Evaluations In 2022

"As hybrid and remote work solutions continue to become the new norm throughout the Covid-19 pandemic and beyond, many business leaders are rethinking how to adjust what used to be an in-person employee annual review process now that there are more people working from home on a regular basis. 

In December 2021, Psychology Today reported that organizations are now more likely to implement systematic, frequent (rather than annual), and shorter reviews that are focused on productive feedback, guidance and coaching to help their staff members make better decisions.

Depending on how your department managers choose to conduct their employee performance evaluations, a streamlined approach may be a better fit and beneficial for all parties involved. Below are 16 ideas that Forbes Human Resources Council members have put in place to transform employee evaluations in their organizations."

Where Automated Job Interviews Fall Short; Harvard Business Review (HBR), January 27, 2022

Zahira Jaser, Dimitra Petrakaki, Rachel Starr, and Ernesto Oyarbide-Magaña, Harvard Business Review (HBR) ; Where Automated Job Interviews Fall Short

"The use of artificial intelligence in HR processes is a new, and likely unstoppable, trend. In recruitment, up to 86% of employers use job interviews mediated by technology, a growing portion of which are automated video interviews (AVIs).

AVIs involve job candidates being interviewed by an artificial intelligence, which requires them to record themselves on an interview platform, answering questions under time pressure. The video is then submitted through the AI developer platform, which processes the data of the candidate — this can be visual (e.g. smiles), verbal (e.g. key words used), and/or vocal (e.g. the tone of voice). In some cases, the platform then passes a report with an interpretation of the job candidate’s performance to the employer.

The technologies used for these videos present issues in reliably capturing a candidate’s characteristics. There is also strong evidence that these technologies can contain bias that can exclude some categories of job-seekers. The Berkeley Haas Center for Equity, Gender, and Leadership reports that 44% of AI systems are embedded with gender bias, with about 26% displaying both gender and race bias. For example, facial recognition algorithms have a 35% higher detection error for recognizing the gender of women of color, compared to men with lighter skin.

But as developers work to remove biases and increase reliability, we still know very little on how AVIs (or other types of interviews involving artificial intelligence) are experienced by different categories of job candidates themselves, and how these experiences affect them, this is where our research focused. Without this knowledge, employers and managers can’t fully understand the impact these technologies are having on their talent pool or on different group of workers (e.g., age, ethnicity, and social background). As a result, organizations are ill-equipped to discern whether the platforms they turn to are truly helping them hire candidates that align with their goals. We seek to explore whether employers are alienating promising candidates — and potentially entire categories of job seekers by default — because of varying experiences of the technology."

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."

Your Company's Diversity Efforts Need to Include Learning Differences; Time, January 10, 2022

FRED POSES , Time ; Your Company's Diversity Efforts Need to Include Learning Differences

"There’s no denying that the past two pandemic years have been uniquely challenging for managers and employees alike. But amid all the upheaval Covid has brought to our working lives, it’s also sparked two trends that, taken together, signal a moment of real change for workers with thinking and learning differences.

The first is companies’ increased commitment to diversity, equity, and inclusion (DEI). Despite the fact that one in five people in the United States is born with ADD, ADHD, dyslexia, or other atypical abilities, they’ve often been left out of discussions about DEI. But when an organization can honestly reflect on how its systems prioritize some groups over others—on whose needs get elevated and whose needs get sidelined—it creates new space for those with learning differences to make themselves heard."

A Stanford psychologist on the art of avoiding assholes; Vox, August 7, 2018

Sean Illing, Vox; A Stanford psychologist on the art of avoiding assholes

"Sean Illing

Before we can talk about surviving assholes, we need a proper definition of assholery. Can you give me one?

Robert Sutton

There are a lot of academic definitions, but here’s how I define it: An asshole is someone who leaves us feeling demeaned, de-energized, disrespected, and/or oppressed. In other words, someone who makes you feel like dirt.

Sean Illing

So an asshole is someone who doesn’t care about other people?

Robert Sutton

I would make a distinction between temporary and certified assholes, because all of us under the wrong conditions can be temporary assholes. I'm talking about somebody who is consistently this way, who consistently treats other people this way. I think it’s more complicated than simply saying an asshole is someone who doesn’t care about other people. In fact, some of them really do care — they want to make you feel hurt and upset, they take pleasure in in...

Sean Illing

Plato famously argued in The Republic that a tyrant, however powerful, ultimately suffers in the end by corrupting his own soul. You make a similar argument about assholes — that they might win at life but still fail as human beings.

Robert Sutton

Wow, I've never heard the Plato connection. That’s not a question I expect to hear from a journalist, but I guess that’s the former political theorist speaking. I have to say, I love that connection. We know that assholes have a corrosive effect on the people around them. There are longitudinal studies that demonstrate pretty clearly that people who, for example, work under assholes for many years end up being more depressed, more anxious, and less healthy.

So there’s compelling evidence that assholes are terrible human beings who do harm to other people. I think the way you described Plato’s analogy is far more elegant than anything I could say. 

At the end of the day, if you’re an asshole, you’re a failure as a human being because you promote unnecessary suffering. What else is there to say?"

No bosses, no managers: the truth behind the ‘flat hierarchy’ facade ; The Guardian, July 30, 2018

Andre Spicer, The Guardian; No bosses, no managers: the truth behind the ‘flat hierarchy’ facade

"Getting rid of formal hierarchies has also proved dangerous in social movements. After spending years in the women’s liberation movement of the 1960s, the American political scientist Jo Freeman warned of the “tyranny of structurelessness”. Although egalitarian and democratic structures have many benefits, she pointed out, structurelessness easily “becomes a smokescreen for the strong or the lucky to establish unquestioned hegemony over others”. By putting rules and structures in place, you make it clear and transparent how the group or organisation works. The lesson Freeman learned in the early 1970s has been forgotten over and over again.

Fantasies of no rules, no bosses and no hierarchies are seductive. Hierarchies can be repressive, rules can be absurd, and bosses can be toxic. But not having these things can be worse."

Hillary Clinton, Burns Strider, and the Fault Lines of #MeToo; The Atlantic, January 26, 2018

Megan Garber, The Atlantic; Hillary Clinton, Burns Strider, and the Fault Lines of #MeToo

"The Times story paints a picture of a Hillary Clinton who is, given her history, both a recipient of harassment and a passive enabler of it. A manager, in other words, like so many of the others who have been revealed in the journalism of the post-Weinstein months: one who learns of an accusation of harassment and addresses it by disrupting the life of the alleged victim, rather than the life of the alleged perpetrator. The boss who found enough evidence of Burns Strider’s wrongdoing to dock his pay and put him in counseling … but who kept him on staff—with all its many other young women—nonetheless. Here is Clinton serving, yet again, as a rich metaphor—this time, though, for complacency and complicity. For powerful people who are concerned, but not concerned enough.

And also: for managers who meet the humanity at the heart of harassment allegations with the clinical language of corporate callousness. It’s unsurprising, perhaps, but notable nonetheless that Clinton responded to the Times’ reporting with a statement that was many steps removed from Clinton, the person: It was written by Utrecht, Kleinfeld, Fiori, Partners, the law firm that had represented the campaign in 2008 (and that, the Times puts it, has “been involved on sexual harassment issues”). The statement was delivered, from there, through an unnamed Clinton spokesman. “To ensure a safe working environment,” it read, “the campaign had a process to address complaints of misconduct or harassment. When matters arose, they were reviewed in accordance with these policies, and appropriate action was taken. This complaint was no exception.”

So while it was Clinton, the manager, the Times report goes, who made the decision to keep Strider on her team, Clinton, the manager, is notably absent from today’s explanation of things. She has outsourced her own decision-making, it seems, to discussions of process and policies—the same anonymous structures that so many other managers have relied on for legal, and moral, insulation. What were the “processes” that kept Strider in his job and his accuser out of hers? You are not supposed to ask. “Processes” are meant to be the answers to their own questions. So are “policies.” Corporations-as-people, if you’d like, but the framework falls apart when organizations are able to deny that humanity as soon as it becomes a liability."

A Better Ladder: Fostering the Leaders Libraries Need; Library Journal, March 20, 2017

Rebecca T. Miller, Library Journal; 

A Better Ladder: Fostering the Leaders Libraries Need

"The talent at work in libraries should make anyone optimistic for the future—not only of libraries but of the varied communities they serve. As the latest class of LJ Movers & Shakers demonstrates, the field is rippling with energetic, committed, innovative people addressing issues to create ever better service. It’s important that today’s leaders guarantee an institutional dynamic that will keep up-and-coming visionaries like these happy in libraries, allow them to flourish, and enable the best to step forward into larger roles.

We also need to continue to develop institutional cultures that these high achievers want to be in as they choose where to contribute their time and skills. Look within: Is your library attracting innovators, spurring their success, and offering paths to advancement and new challenges? Building out a setting that attracts and retains innovative thinkers is critical to the future of our libraries...

Taking the next step, from frontline librarian to management or from management to top leadership, can be challenging and rewarding, and it helps to have guidance along the way (see some perspectives in “The Next Step: Manager,” “The Next Step: Director,” and “Exit Strategies“). We also need to make sure that those challenges are worth taking on—that prospective managers see firsthand that their work will be valued, both financially and emotionally, and that they will be given the chance to take initiative and make a real difference.

If we want to prevent a “pipeline out” of libraries, as Dorothea Salo puts it, we must support our “tall poppies”—speak up for innovators who can feel isolated in their lone roles or see backlash as perceived self-promoters and fight a narrative that pits their efforts in competition with traditional core services. We must also battle microaggressions and institutional bias, which, however unconscious, spawn an unwelcoming environment for librarians of color."

Patent office workers bilked the government of millions by playing hooky, watchdog finds; Washington Post, 8/31/16

Lisa Rein, Washington Post; Patent office workers bilked the government of millions by playing hooky, watchdog finds:

"Thousands of employees who review patents for the federal government potentially cheated taxpayers out of at least $18.3 million as they billed the U.S. Patent and Trademark Office for almost 300,000 hours they never worked, according to a new investigation...

The investigation scheduled for release Wednesday by the independent watchdog for the Commerce Department, the patent office’s parent agency, determined that the real scale of fraud is probably double those numbers..."

The lapses were not just by patent examiners. The report faults agency leaders for failing to give managers crucial tools to prevent and detect time and attendance abuse despite ample evidence that it occurs...

Investigators also found widespread time and attendance abuse at another Commerce agency, the U.S. Census Bureau, where employees in the small hiring office overcharged the government for thousands of hours of time they never worked. The fraud, also carried out by supervisors, involved 40 employees, more than half of the staff of the small office."

In Egypt, Director Of Famed Library Of Alexandria Under Fire; Intellectual Property Watch, 11/6/11

William New, Intellectual Property Watch; In Egypt, Director Of Famed Library Of Alexandria Under Fire:

"The director of the legendary Library of Alexandria, lauded in Europe in recent weeks, has come under attack from the majority of his library staff and others demanding his departure over questions of unprofessional employee practices, alleged retaliation against workers for speaking freely, and for his affiliation with the outcast Mubarak regime.

According to internet and Facebook reports and videos, peaceful protests and sit-ins demanding that Director Ismail Serageldin leave immediately have been taking place for over a week in Alexandria. So far, demonstrations involving an estimated 1,700 workers (out of a total of some 2,300, according to sources) appear to be relatively peaceful, attended by workers in business suits, among others."

Are You a Good Boss—or a Great One?; Harvard Business Review, January/February 2011

Linda A. Hill and Kent Lineback; Harvard Business Review; Are You a Good Boss—or a Great One? :

"The whole question of how managers grow and advance is one we’ve studied, thought about, and lived with for years. As a professor working with high potentials, MBAs, and executives from around the globe, Linda meets people who want to contribute to their organizations and build fulfilling careers. As an executive, Kent has worked with managers at all levels of both private and public organizations. All our experience brings us to a simple but troubling observation: Most bosses reach a certain level of proficiency and stop there—short of what they could and should be."

[Podcast] Putting Performance Reviews On Probation; NPR's Talk of the Nation, 11/9/10

[Podcast] NPR's Talk of the Nation; Putting Performance Reviews On Probation:

"Performance reviews are a predictable part of office life. Whether the employees write their own, or sit before a panel of bosses, it can be a grueling process. Often, managers only conduct them because they're told to, and workers embellish and obscure their accomplishments and failures. Some business leaders argue the reviews are all but worthless."

http://www.npr.org/templates/story/story.php?storyId=131191535