The perfect storm of learning provoked by generative AI is not just about learning how to use the technology to change human patterns of work and life. The technologies are re-orienting how we think we learn, what we learn, what we need to learn, when and where we learn about knowledge production, how humans communicate with each other, the economic, social, political, creative, ethical and technological factors that inform how we navigate human influenced existence on this planet.

The technology empowers you to reimagine and reinvent how you learn while doing your work. Just like you can regenerate content persistently using generative AI systems, so too can you regenerate what and how you learn. Regenerating Learning will help guide the small team you are a part of, or influence leadership to leverage generative AI systems responsibly.

Besides pointing to all the more obvious benefits of learning how to use generative AI systems more effectively, this book provides use cases, research and educational theory to propose that interacting with the technology leads to a number of unanticipated learning outcomes. These outcomes challenge the very way in which we have come to learn, what we have learned, and what we may need to unlearn. As generative AI becomes increasingly integrated within workplace environments at some point or other we will each need to decide if we are going to use the technology and how.

What You will Learn

¿ Methods and techniques to re-learn how you learn through your interactions with different generative AI.

¿ Strategic approaches to integrate generative AI within your workflows.

¿ How to iterate, adapt, prototype and learn continuously with generative AI.

¿ A variety of tools and approaches to reconcile your organization's use of generative AI.

¿ How to develop a road map towards the integration of AI systems within your organization.

Who this Book Is For

Creatives, team leaders, managers and leadership in different organizations; teams in collaborative and creative industries; managers and employees in organizational learning