Chatbots as an instance of an artificial intelligence coach

Strong, Nicola; Terblanche, Nicky

doi:10.13109/9783666407420.51

Cited by 9 publications

(3 citation statements)

References 3 publications

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“…An emergent group of information systems combine AI techniques such as machine learning with behavioural analytics to play the role of a coach or co-regulator, supporting users in self-improvement. For example, there are AI-based tools designed to coach people in reaching health-related goals such as weight loss (Stein and Brooks 2017), in games and sports such as cricket (Mandot and Chawla 2013), and in leadership skills (Strong and Terblanche 2020;Terblanche and Cilliers 2020). Other AI-based systems aim to help workers manage workplace productivity challenges that arise from information overload and technostress (Ayyagari et al 2011;Mazmanian et al 2013;Tarafdar et al 2013).…”

Section: The Emergence Of Ai In the Co-regulation Of Digital Workmentioning

confidence: 99%

Partnering with AI: the case of digital productivity assistants

Cranefield

Winikoff

Chiu

et al. 2022

Journal of the Royal Society of New Zealand

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An emerging class of intelligent tools that we term Digital Productivity Assistants (DPAs) is designed to help workers improve their productivity and keep their work-life balance in check. Using personalised work-based analytics it raises awareness of individual collaboration behaviour and suggests improvements to work practices. The purpose of this study is to contribute to a better understanding of the role of personalised work-based analytics in the context of (improving) individual productivity and work-life balance. We present an interpretive case study based on interviews with 28 workers who face high job demands and job variety and our own observations. Our study contributes to the still ongoing sensemaking of AI, by illustrating how DPAs can co-regulate human work through technology affordances. In addition to investigating these opportunities of partnering with AI, we study the perceived barriers that impede DPAs' potential benefits as partners. These include perceived accuracy, transparency, feedback, and configurability, as well as misalignment between the DPA's categorisations of work behaviour and the categorisations used by workers in their jobs.

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Section: The Emergence Of Ai In the Co-regulation Of Digital Workmentioning

confidence: 99%

Partnering with AI: the case of digital productivity assistants

Cranefield

Winikoff

Chiu

et al. 2022

Journal of the Royal Society of New Zealand

View full text Add to dashboard Cite

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“…Tailored feedback could also be provided by digital platforms. A webbased dashboard with an online physical activity diary could track personal trajectories and send messages of praise or suggestions such as "if you've set some SMART goals, tell someone" [66].…”

Section: Discussionmentioning

confidence: 99%

Designing physical activity interventions for women aged 50+: a qualitative study of participant perspectives

et al. 2022

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Background The Active Women over 50 trial tested a scalable program for increasing physical activity among women aged 50+. The program included information, activity tracker and email support. This study sought to describe the participant perspectives of the Active Women over 50 program and considerations for designing physical activity interventions for this demographic. Methods Women who completed the Active Women over 50 trial were purposively recruited for maximum variation in age, employment, carer responsibility, medical conditions and physical activity. Individual semi-structured interviews explored their perspectives on physical activity, Active Women over 50 program components and suggestions for future iterations. Data were thematically analysed. Results Participants’ capacity to be physically active was shaped by an interplay of factors. Our analysis generated four main themes relating to physical activity in general and to the program: Age and gender matters, Physical activity is social, Strategising for physical activity and the Self-responsibility discourse. At this midlife stage, physical activity participation was challenged by personal, life-stage and cultural factors, alongside a tension of the self-responsibility discourse which also impacted the program experience. Social factors and finding a suitable strategy for motivation were deemed integral aspects of being active. Future programs could consider facilitation of social networks and accountability, life-stage health information and positive framing to support self-responsibility. Conclusion A range of strategies is key to supporting women over 50 to be more physically active due to the variety of circumstances and levels of agency experienced. We offer suggestions that do not need to be resource intensive but could be incorporated into a scaled program.

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“…Systems having these capabilities-sensing emotive signals as well as contextual data-have been seen as more gratifying and stimulating. To enable a more advanced observation of interpersonal communication skills and the development of EI capabilities, efforts have been made to construct intelligent conversational agents (chatbots) [107][108][109].…”

Section: New Technologies For Enhancing Emotional Intelligence In Lea...mentioning

confidence: 99%

Being an Emotionally Intelligent Leader through the Nine-Layer Model of Emotional Intelligence—The Supporting Role of New Technologies

2023

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Several years ago, a characteristic of leadership was the intelligence index, but in recent years this has changed, and emotional intelligence is considered an important parameter for a leader. A leader who shows a high index of emotional intelligence can activate his/her human potential and subsequently others. There is a large body of literature on “what” great leaders should do, but more emphasis needs to be placed on “how” to develop such leaders by focusing on detailed individual behavior change and self-development. The current article aims to investigate the concept of emotional intelligence and describe the levels of the emotional intelligence pyramid model and how these are reflected in the role of leadership. The theoretical model is complemented by a set of metacognitive and metaemotional strategies while emphasizing the role of technologies to provide fertile ground for the implementation of emotional intelligence skills in leadership. The strategies framework provides a training paradigm for implementation in education and working environments. The results of this article provide a new theoretical framework of the emotional skills a leader must possess, and they also provide a useful framework for cultivating them, which will promote long-term human capital development and help everyone achieve educational and professional success. The pyramid model of emotional intelligence and its strategies can have practical applications in any form of leadership, as research has shown a positive correlation between these two concepts.

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Chatbots as an instance of an artificial intelligence coach

Cited by 9 publications

References 3 publications

Partnering with AI: the case of digital productivity assistants

Partnering with AI: the case of digital productivity assistants

Designing physical activity interventions for women aged 50+: a qualitative study of participant perspectives

Being an Emotionally Intelligent Leader through the Nine-Layer Model of Emotional Intelligence—The Supporting Role of New Technologies

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