{"id":12807,"date":"2024-07-11T06:00:54","date_gmt":"2024-07-11T06:00:54","guid":{"rendered":"https:\/\/www.naylor.com\/associationadviser\/?p=12807"},"modified":"2026-06-23T09:50:04","modified_gmt":"2026-06-23T09:50:04","slug":"ai-stewardship-for-the-fit-for-purpose-association-board-part-i","status":"publish","type":"post","link":"https:\/\/www.naylor.com\/associationadviser\/ai-stewardship-for-the-fit-for-purpose-association-board-part-i\/","title":{"rendered":"AI Stewardship for The Fit-for-Purpose Association Board: Part I"},"content":{"rendered":"\t\t<div data-elementor-type=\"wp-post\" data-elementor-id=\"12807\" class=\"elementor elementor-12807\">\n\t\t\t\t\t\t<section class=\"elementor-section elementor-top-section elementor-element elementor-element-51da4c58 elementor-section-boxed elementor-section-height-default elementor-section-height-default\" data-id=\"51da4c58\" data-element_type=\"section\" data-e-type=\"section\">\n\t\t\t\t\t\t<div class=\"elementor-container elementor-column-gap-default\">\n\t\t\t\t\t<div class=\"elementor-column elementor-col-100 elementor-top-column elementor-element elementor-element-4e0c907\" data-id=\"4e0c907\" data-element_type=\"column\" data-e-type=\"column\">\n\t\t\t<div class=\"elementor-widget-wrap elementor-element-populated\">\n\t\t\t\t\t\t<div class=\"elementor-element elementor-element-2062ecf0 elementor-widget elementor-widget-text-editor\" data-id=\"2062ecf0\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p><strong><em>AUTHOR&#8217;S ATTESTATION: This article was written entirely by Jeff De Cagna AIMP FRSA FASAE, a human author, without using generative AI.<\/em><\/strong><\/p>\n<p><em>As of this article\u2019s publication date (7\/11\/24), there are <strong>1999 days<\/strong> remaining in The Turbulent Twenties, and <strong>174 days<\/strong> until this decade\u2019s midpoint on January 1, 2025.<\/em><\/p>\n<p>Association boards are their organizations\u2019 primary stewards and must do everything they can to leave them and the related systems for which they are responsible better than how they found them for the benefit of stakeholders and successors. When it comes to the profound implications of artificial intelligence (AI), however, building a shared and actionable understanding of what will leave associations, systems, and human beings \u201cbetter\u201d in the future is not an easy and straightforward question to answer. AI advocates argue that associations should adopt these technologies without delay, while AI skeptics urge the exercise of care.<\/p>\n<p>My intention in writing this series of columns is to support fit-for-purpose association boards and staff partners as they collaborate to craft a common and thoughtful approach to AI stewardship for their organizations. To begin this critical process, I recommend that readers practice adapting themselves to intentional learning by actively calibrating their orientation to the future using the \u201cfuture number\u201d continuum that is integral to my work with association boards. In this continuum, choosing the number 1 represents a highly pessimistic orientation to the future, while choosing 6 represents a highly optimistic orientation. For the purposes of this series, I suggest readers seek to maintain a \u201c3-4\u201d orientation. The ability to locate and live in the dynamic balance of pessimism and optimism is an essential skill for all human beings to cultivate in The Turbulent Twenties.<\/p>\n<h2><strong>Framing AI Stewardship<\/strong><\/h2>\n<p>In early June, I published <a href=\"https:\/\/4sightfir.st\/ThreeStewardshipImperativesPartI\"><strong>Part I<\/strong><\/a> of my previous Association Adviser series, \u201cThe Three Stewardship Imperatives of Fit-for-Purpose Association Boards,\u201d which included an explanation of stewardship\u2019s three core elements of agency, vulnerability, and wayfinding. In this column, I want to elaborate on these definitions to frame how fit-for-purpose association boards should consider their AI stewardship responsibilities.<\/p>\n<ul>\n<li><strong>Agency\u2014<\/strong>Fit-for-purpose boards must be active participants in their associations\u2019 AI decision-making processes, working in concert with their CEOs and other staff partners, technology providers, and external consultants\/experts. Directing board agency toward the future means that directors\/officers need to develop a high-level understanding of AI\u2019s capabilities and limitations to ensure their ability to contribute meaningfully to every conversation. Association boards have the fiduciary duty and legal authority to determine the extent to which their organizations will use AI technologies, and the obligation to require nothing less than ethical, purposeful, and responsible adoption.<\/li>\n<li><strong>Vulnerability\u2014<\/strong>As suggested above, AI stewardship is a shared burden, and one that requires a collective recognition of the increased vulnerability that all associations and stakeholders face in a world of widespread AI implementation. No technology is neutral, and there has been extensive documentation of <a href=\"https:\/\/www.naylor.com\/associationadviser\/association-boards-and-technological-harm-part-i\/\"><strong>AI\u2019s real-world risks and harms<\/strong><\/a>. Despite advocates\u2019 claims, AI is not \u201cjust a tool.\u201d It is a disruptive sociotechnical force that is reshaping society in myriad disquieting ways. In the absence of comprehensive national AI regulation in the United States, therefore, fit-for-purpose association boards must prioritize the creation of <a href=\"https:\/\/4sightfir.st\/GenerativeAIConsiderationsPartII\"><strong>robust AI governance measures<\/strong><\/a> to safeguard both their organizations and the human beings they serve to greatest possible extent.<\/li>\n<li><strong>Wayfinding\u2014<\/strong>In addition to the short-term concerns of AI stewardship, association boards and other contributors must critically examine multiple plausible futures for the long-term evolution and impact of artificial intelligence technologies. The high-stakes competition among global AI providers demands that association boards anticipate the introduction of more AI for the rest of this decade and beyond. At the same time, fit-for-purpose boards must remain vigilant for possible shifts in the environment that signal other emerging futures, including more extensive societal backlash and regulatory restraints against the concentration of power and profit in the hands of relative few AI companies and their CEOs.<\/li>\n<\/ul>\n<h2><strong>Building Ethical Decision-making Capacity<\/strong><\/h2>\n<p>To strengthen their AI stewardship, fit-for-purpose association boards must begin to build their capacity for ethical decision-making in all contexts, including technology. In a time of dangerously-low institutional trust, making consistently ethical choices is essential for boards, not only to avoid unwelcome public scrutiny, but also to demonstrate their legitimacy to current stakeholders and their commitment to stand up for the futures of the successors they want to become part of their associations over the rest of this decade and beyond.<\/p>\n<p><a href=\"https:\/\/4sightfir.st\/boardsandtechharmpartII\"><strong>Writing in this space<\/strong><\/a> last year, I argued, \u201c[w]ithout any hype, AI\u2019s growing impact at every level of society demands that associations tackle crucial ethical questions first.\u201d Unfortunately, it is not possible to have an anticipatory conversation about every ethical difficulty raised by AI. Nevertheless, fit-for-purpose association boards can create more suitable conditions for strong ethical decision-making by devoting their attention to the ongoing exploration of four foundational ethical dilemmas identified by the late Rushworth Kidder, founder of the Institute for Global Ethics. These four dilemmas, or \u201cparadigms\u201d as Kidder described them, are about exploring the tensions that exist between two equally-valid ethical beliefs. Grappling with these \u201cright vs. right\u201d dilemmas will help to nurture new dimensions of ethical thinking for association boards when they explore more specific AI ethics issues and questions.<\/p>\n<ul>\n<li><strong>The truth\/loyalty dilemma\u2014<\/strong>A principal rationale for affiliating with an association is to gain access to well-established facts and information, i.e., truth. Associations also help to nurture peer relationships in which strong personal loyalties are built over time<strong><em>. For the rest of The Turbulent Twenties, how will <\/em><\/strong><strong><em>fit-for-purpose <\/em><\/strong><strong><em>association boards navigate a world of increasingly hard-to-accept truths that cannot be ignored while respecting the dignity of and showing loyalty toward other human beings?<\/em><\/strong><\/li>\n<li><strong>Individual\/community dilemma\u2014<\/strong>Associations invite individuals to connect through direct membership outreach that is frequently grounded in a self-interested \u201cwhat\u2019s in it for me\u201d offer. Associations also describe themselves as communities unified to take purposeful action with mutual benefit in mind<strong><em>. For the rest of The Turbulent Twenties,<\/em><\/strong><strong><em> how will fit-for-purpose<\/em><\/strong><strong><em> boards contend with the desire for greater individual autonomy while still working to create positive-sum group outcomes?<\/em><\/strong><\/li>\n<li><strong>The short-term\/long-term dilemma\u2014<\/strong>Associations tend to direct most of their energy and time toward serving their core stakeholders\u2019 immediate needs. Many association decision-makers have also begun to recognize that shaping a different future for their organizations requires long-term action. <strong><em>For the rest of The Turbulent Twenties, how will <\/em><\/strong><strong><em>fit-for-purpose <\/em><\/strong><strong><em>association boards address present-day concerns while sustaining a strong orientation toward the future?<\/em><\/strong><\/li>\n<li><strong>The justice\/mercy dilemma\u2014<\/strong>Associations have codes, rules, and standards that ensure fairness and reliability in the handling of challenging situations. Association decision-makers often want to make exceptions to existing requirements to demonstrate empathy and flexibility. <strong><em>For the rest of The Turbulent Twenties, how will <\/em><\/strong><strong><em>fit-for-purpose <\/em><\/strong><strong><em>association boards uphold a principled approach to their work while leaving room for human compassion?<\/em><\/strong><\/li>\n<\/ul>\n<p>To be clear, the purpose of exploring these four dilemmas is not to seek their definitive resolution, but to understand their actual and unintended consequences. This intentional learning process will help fit-for-purpose boards develop a dynamic and shared ethical orientation that can guide the effort to leave their associations better than how they found them.<\/p>\n<h2><strong>Next Column<\/strong><\/h2>\n<p>In my next column, I will explore the implications of the three stewardship imperatives of fit-for-purpose association boards for AI stewardship. Until then, please stay well and thank you for reading.<\/p>\n<p><strong><em>MAJOR ANNOUNCEMENT:<\/em><\/strong><strong>&nbsp;It is a true honor to collaborate with the Association Forum of Chicagoland to present&nbsp;The Fit-for-Purpose Association Board Director Learning Series\u2014the association community\u2019s first-ever dedicated learning and development experience specifically for current and aspiring board directors\u2014which begins in September 2024. To learn more about the Series,&nbsp;<\/strong><a href=\"https:\/\/www.associationforum.org\/mainsite\/events\/fit-purpose\"><strong>please visit the Association Forum site.<\/strong><\/a><strong>&nbsp;<em>(FYI, there is a registration fee to participate in the Series and I am being compensated for my involvement as the Series designer and instructor.)<\/em><\/strong><\/p>\n<p><strong><em><div class=\"clear\"><\/div><div class=\"author-info row\"><div class=\"col col-3\"><img decoding=\"async\" class=\"author-img\" src=\"https:\/\/www.naylor.com\/associationadviser\/wp-content\/uploads\/sites\/2\/2019\/07\/Jeff-De-Cagna-web-optimized-headshot.jpg\" alt=\"\" \/><\/div><div class=\"col col-9\"><div class=\"author-info-content\"><h3>About The Author<\/h3>\n\t\t\t Jeff De Cagna AIMP FRSA FASAE<\/em><\/strong><em>, executive advisor for Foresight First LLC in Reston, Virginia, is an association contrarian, foresight practitioner, governing designer, stakeholder and successor advocate, and stewardship catalyst. In August 2019, Jeff became the 32nd recipient of ASAE\u2019s Academy of Leaders Award, the association\u2019s highest individual honor given to consultants or industry partners in recognition of their support of ASAE and the association community.\n\t\t\t<\/div><\/div><\/div> <\/em><\/p>\n<p><em>Jeff can be reached at&nbsp;<\/em><a href=\"mailto:jeff@foresightfirst.io?Subject=Association%20Adviser\"><strong><em>jeff@foresightfirst.io<\/em><\/strong><\/a><em>, on LinkedIn at&nbsp;<\/em><a href=\"http:\/\/jeffonlinkedin.com\/\"><strong><em>jeffonlinkedin.com<\/em><\/strong><\/a>, <em>or on Twitter\/X&nbsp;<\/em><a href=\"http:\/\/www.twitter.com\/dutyofforesight\"><strong><em>@dutyofforesight<\/em><\/strong><\/a><em>.<\/em><\/p>\n<p><strong><em>DISCLAIMER: The views expressed in this column belong solely to the author.<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p>Photo courtesy of eamesBot\/<a href=\"http:\/\/Shutterstock.com\" target=\"_blank\">Shutterstock.com<\/a>.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"<p>AUTHOR&#8217;S ATTESTATION: This article was written entirely by Jeff De Cagna AIMP FRSA FASAE, a human author, without using generative AI. As of this article\u2019s publication date (7\/11\/24), there are 1999 days remaining in The Turbulent Twenties, and 174 days until this decade\u2019s midpoint on January 1, 2025. Association boards are their organizations\u2019 primary stewards [&hellip;]<\/p>\n","protected":false},"author":151,"featured_media":12808,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[31,1434],"tags":[1791,1174,1541],"class_list":["post-12807","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-features","category-duty-of-foresight","tag-ai","tag-association-board","tag-duty-of-foresight"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.1 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>AI Stewardship for The Fit-for-Purpose Association Board: Part I - Association Adviser<\/title>\n<meta name=\"description\" content=\"Association boards are their organizations\u2019 primary stewards and must do everything they can to leave them and the related systems for which they are responsible better than how they found them for the benefit of stakeholders and successors.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.naylor.com\/associationadviser\/ai-stewardship-for-the-fit-for-purpose-association-board-part-i\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"AI Stewardship for The Fit-for-Purpose Association Board: Part I - Association Adviser\" \/>\n<meta property=\"og:description\" content=\"Association boards are their organizations\u2019 primary stewards and must do everything they can to leave them and the related systems for which they are responsible better than how they found them for the benefit of stakeholders and successors.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/www.naylor.com\/associationadviser\/ai-stewardship-for-the-fit-for-purpose-association-board-part-i\/\" \/>\n<meta property=\"og:site_name\" content=\"Association Adviser\" \/>\n<meta property=\"article:published_time\" content=\"2024-07-11T06:00:54+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2026-06-23T09:50:04+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/www.naylor.com\/associationadviser\/wp-content\/uploads\/sites\/2\/2024\/07\/shutterstock_2215794765-scaled.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"2560\" \/>\n\t<meta property=\"og:image:height\" content=\"1707\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"Jeff De Cagna AIMP DAIG FRSA FASAE FNI.Dir\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"Jeff De Cagna AIMP DAIG FRSA FASAE FNI.Dir\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"7 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\\\/\\\/www.naylor.com\\\/associationadviser\\\/ai-stewardship-for-the-fit-for-purpose-association-board-part-i\\\/#article\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/www.naylor.com\\\/associationadviser\\\/ai-stewardship-for-the-fit-for-purpose-association-board-part-i\\\/\"},\"author\":{\"name\":\"Jeff De Cagna AIMP DAIG FRSA FASAE FNI.Dir\",\"@id\":\"https:\\\/\\\/www.naylor.com\\\/associationadviser\\\/#\\\/schema\\\/person\\\/c0f690f087abe9a7f84e2628fbd4e6c1\"},\"headline\":\"AI Stewardship for The Fit-for-Purpose Association Board: Part I\",\"datePublished\":\"2024-07-11T06:00:54+00:00\",\"dateModified\":\"2026-06-23T09:50:04+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\\\/\\\/www.naylor.com\\\/associationadviser\\\/ai-stewardship-for-the-fit-for-purpose-association-board-part-i\\\/\"},\"wordCount\":1440,\"commentCount\":0,\"image\":{\"@id\":\"https:\\\/\\\/www.naylor.com\\\/associationadviser\\\/ai-stewardship-for-the-fit-for-purpose-association-board-part-i\\\/#primaryimage\"},\"thumbnailUrl\":\"https:\\\/\\\/www.naylor.com\\\/associationadviser\\\/wp-content\\\/uploads\\\/sites\\\/2\\\/2024\\\/07\\\/shutterstock_2215794765-scaled.jpg\",\"keywords\":[\"AI\",\"association board\",\"Duty of Foresight\"],\"articleSection\":[\"Features\",\"The Duty of Foresight\"],\"inLanguage\":\"en-US\",\"potentialAction\":[{\"@type\":\"CommentAction\",\"name\":\"Comment\",\"target\":[\"https:\\\/\\\/www.naylor.com\\\/associationadviser\\\/ai-stewardship-for-the-fit-for-purpose-association-board-part-i\\\/#respond\"]}]},{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/www.naylor.com\\\/associationadviser\\\/ai-stewardship-for-the-fit-for-purpose-association-board-part-i\\\/\",\"url\":\"https:\\\/\\\/www.naylor.com\\\/associationadviser\\\/ai-stewardship-for-the-fit-for-purpose-association-board-part-i\\\/\",\"name\":\"AI Stewardship for The Fit-for-Purpose Association Board: Part I - 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