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Tag: Artificial Intelligence

How is your private information protected from AI?

Private information

By Koketso Mamabolo “Data! Data! Data! I can’t make bricks without clay.”  Written over a hundred years ago, these words have taken on a different meaning. When The Copper Beeches was published in June of 1892, sharing and receiving information could only happen as fast as horse and steam-powered trains and ships could travel.  It has become cliché but it is difficult to overstate how much information we have access to at the click of a button, something which the protagonist of the story, Sherlock Holmes, may have appreciated. All of Sir Arthur Conan Doyle’s stories about the master detective can be easily searched, downloaded, and printed in less time than it takes to boil a kettle.  If it’s not enough that a simple search can reveal information – which encompasses the length and breadth of human knowledge, from the beginning of time to real-time – now artificial intelligence has given us a tool that could even produce a Sherlock Holmes story for you in minutes.  Do you want it as a sitcom? A gothic horror? Do you want it Disney-style? Maybe Great Gatsby set in 1980s America? All that can be done in less time than it would take you to read a page or two of The Copper Beeches. Whatever shape or form you want, generative AI can do it. Well, that’s if you’re willing to sacrifice, unsurprisingly, on quality and originality. Since this is a machine and not the great short story writer himself, you would expect a poor imitation of the original. But here lies the rub. Even if it creates a “new” Sherlock Holmes story, it has to pull bits and pieces from the original stories, and the narratives, styles, and details of works other than Sherlock Holmes. It has to be able to produce something familiar.  It needs material to work from. It needs data. To make bricks, it needs clay. Without data, there is no artificial intelligence. But what happens when the data being fed into these AI models is personal information?In The Copper Beeches the protagonist is approached by Violet Hunter, a woman who needs Holmes’ help in a peculiar case in which she is being asked to forfeit her personal privacy as part of a new job. While the story covers a few themes, one that sticks out is the tension between what people are asked to sacrifice and what those sacrifices are used for. What does this have to do with AI? In order for us to have AI models doing the kinds of things they are doing, and will be able to do, we need to feed them a lot of information. While literature like Sir Arthur Conan Doyle’s stories are covered by copyright law, what about personal information? What are the limits, if any, on how personal information can be used by AI? Enter POPIA With generative AI seemingly always breaking new milestones, the question of whether or not policymakers and regulators are prepared and informed enough to adapt is one all countries have to reckon with. South Africa is still catching up in terms of policies and legislative frameworks. As one of the countries with the highest adoption rates in the world, particularly among developing nations, South Africa could become a case study in the impacts of AI. While a national policy on AI is still being developed, there are already legal frameworks in place which cover some of the concerns. Along with the country’s lodestar, the Constitution, the laws that apply to the AI realm include the Consumer Protection Act, the Cybercrimes Act, and the Promotion of Access to Information Act (PAIA). But the key piece of legislation protecting the public is the Protection of Private Information Act (POPIA). In order for the public and private sectors to function they need us, like the woman in The Copper Beeches – who has to cut her hair to get the job – to give up something personal. In this case it is our information, which we all give out all the time, sometimes without thinking. This is especially relevant now that more and more businesses are experimenting with AI agents and at times having to share data which may contain the private information of a customer or a client. In a survey McKinsey found that over 60% of businesses are experimenting with AI agents, while 88% are using AI regularly in at least one business function. The healthcare sector is one alarming case which has reported one of the highest AI agent adoption rates. POPIA compels organisations and businesses to avoid risks and protect the rights of the public. The act sets out data protection principles which apply when using AI to process information. A valid legal basis for processing the information is required which could be a contractual obligation, consent or legitimate interest. For historical data, the original sampling must have been in line with the act, and the data can only be used for the original purpose for which it was collected.  Read the full story in the March edition of Public Sector Leaders: Sources: Government Gazette | Microsoft | Michalsons | Labournet | McKinsey

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Leading with Heart in the Age of AI

Leading with Heart in the Age of AI

By Brian Eagar In 2025, leadership is changing in two main ways. The first is through human-centred leadership. This style has come about after many years of leadership that focused on authority, hierarchy and top-down control, often ignoring people’s well-being and personal needs to pursue productivity and profit. Human-centred leadership flips the script and puts the needs, well-being and growth of individuals before tasks or profit. It values empathy, listening carefully and creating a supportive place where people feel respected. More and more organisations are choosing to operate this way, recognising the benefits of human-centred leadership to boost employee engagement and belonging, resulting in a marked improvement in productivity, innovation and ultimately business performance.   The second way leadership is being shaped in 2025 is by the rise of AI. While AI’s promise of efficiency is exciting, relying too much on technology can hurt the goals of human-centred leadership. The focus on efficiency, innovation and growth can shift attention back to tasks and results, often ignoring people’s well-being. According to a CNBC SurveyMonkey Workforce survey, 60% of employees who use AI reported that they worry about its impact on their jobs. Insights from the Harvard Business Review also found that, in addition to concerns about AI’s impact, motivation dropped by 11% and boredom increased by 20% when using AI in the workplace. As concerns about job security and uncertainty grow, leaders need to act now. Success will come from leading with both people and technology in mind, with clear understanding and care. This means recognising the power of AI but also being aware of its hidden effects. The promises and reality of AI AI offers great benefits. It can take over routine tasks, help us make better decisions and let teams do more important work. From smart assistants that organise schedules and messages, to systems that give fast data insights, AI aims to make work easier and people more productive. By automating simple tasks, AI can reduce the time and energy employees spend on admin work. This should let people spend more time on creative thinking, solving problems and working closely with others. Leaders are told AI will boost human ability by handling boring tasks and helping us think and work better. In this view, AI does not replace people. It helps them. It is like a teammate, coach or tool that makes work smoother and opens up opportunities for new ideas and growth. But this is only part of the story. Even though AI has benefits, it also causes some hidden problems. Its advantages come with challenges that can negatively impact job difficulty, create stress and reduce how much control employees and teams have over decisions that are based on AI outputs. According to the Deloitte 2025 Human Capital Report, while AI is often praised for improving productivity and easing workloads, its impact on employees reveals significant hidden challenges. 77% of workers report that AI has increased their workloads and 61% fear it contributes to higher burnout rates. Although AI automates up to 45% of routine tasks, employees are left with more complex and mentally demanding work, making their jobs harder rather than easier. Additionally, 33% of workers report reduced human interaction and collaboration due to AI and 28% feel a loss of personal connection. This shows how AI can make workers feel isolated and lonely. Deloitte emphasises that these effects are often unintended and overlooked by leaders who focus on AI’s efficiency gains. This can erode trust and weaken the employee-employer relationship if not addressed proactively. Leading with both heart and AI With this type of study data available, it’s obvious that leaders will have to find the right balance between utilising AI and implementing human-centred leadership styles. Here are three simple ways to do this: 1.   Understand the trade-offs  Good leaders know that while AI can boost productivity, it can also create problems. Automating work can increase workloads and lead to burnout and letting AI make too many decisions can make workers feel less in control. Also, replacing human interaction with technology can lead to isolation. Leaders must recognise these risks and respond with care and responsibility, always putting employees’ best interests first. This includes intentionally creating an environment where people feel safe to speak up, share concerns and know that their well-being matters; not allowing the grind to take over but instead checking in regularly and creating space for genuine connection. When people feel psychologically safe and know their voices are heard, a sense of belonging grows, even in times of change and especially when that change is introduced through the use of AI. 2.   Work with employees to adopt AI  Instead of forcing AI on workers, organisations should involve them in deciding how and when it is used. This collaborative approach leads to better and more meaningful use of AI, builds trust and gives employees a greater sense of control. When people help shape the tools they use, they feel more ownership and confidence in their work. They feel their input is valued and respected and this, in turn, supports a stronger sense of belonging, because workers feel included in important decisions that affect their roles. 3.   Reinforce the human core of work As the use of technology grows, the risk of loneliness and disconnection increases. Leaders should respond by investing in human connection through mentoring and opportunities for collaboration around shared goals. This creates space for forging genuine relationships, teamwork and emotional support. A strong team is built not just on tools but on trust, care and shared purpose. In 2025, strong leadership means balancing the power of AI and technology with a deep commitment to people. While technology can drive progress, it must not come at the cost of well-being, connection or control. Human-centred leadership reminds us that when people come first, business benefits through stronger performance and better results. Generative AI is positioned as a tool to augment human skills, not replace them. Leveraging human creativity, empathy and contextual