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Leading in the Age of AI: How AI Discourse Shapes Responsibility and Power

Leading in the Age of AI: How AI Discourse Shapes Responsibility and Power

by Meike Hinnenberg | Mar 18, 2026 | Impuls series, Leadership and AI, Leadership Tips | 0 comments

Leading in the Age of AI: How AI Discourse Shapes Responsibility and Power

Meike’s Reflections on Artificial Intelligence

Do you prefer to listen to this article? Click below to access our AI-generated audio version!

Leading in the Age of AI: How AI Discourse Shapes Responsibility and Power

Meike’s Reflections on Artificial Intelligence

This is the second of seven parts of MDI’s leadership architect Meike Hinnenberg’s new blog reflection series on AI. You can find the first part here! Stay tuned for more 🙂

Chapter II – Lines of Enunciation

By distinguishing Artificial Intelligence as an industrial apparatus from machine learning as a set of practices, Crawford performs a gesture of ethical resistance. She interrupts the smooth circulation of the term, exposing Artificial Intelligence not as a settled object but as a line of enunciation – and in doing so opens a different path through the field.

In Deleuze’s sense, lines of enunciation are neither utterances nor texts, neither speakers nor doctrines. They are conditions of sayability that circulate within a dispositif, delineating what can be named, thought, and acted upon.

Most often, lines of enunciation remain invisible precisely because they work so well. They do not appear as commands, norms, or ideologies; they slip into language as description, into grammar as agency, into names that seem to pre-exist the things they gather. They do not ask to be believed: one does not need to agree with a line of enunciation to use it.

How AI Discourse Shapes Reality and Responsibility

These lines are not primarily repressive; they are productive. They bring objects into being (AI), generate problems (alignment, bias), propose solutions (ethical AI), and sketch futures (AI will transform everything). A critique that treats them merely as false representations, therefore, misses the point. Their force lies not (only) in what they conceal, but also in the realities they help bring into existence.

Understanding this productivity – and, with it, understanding technology not simply as an instrument to be used wisely but as a mode of world-disclosure – is essential, especially with regard to the question of responsibility. We are not outside the dispositif. We are not independent of the social, technological, and linguistic structures through which the world becomes accessible to us. Our relation to ourselves and our access to reality are shaped within them.

How AI Discourse Shapes Reality and Responsibility

Response-ability

What is therefore required is not the illusion of standing beyond these structures, but the effort to understand how the dispositif operates: what realities it brings into being, how we are positioned within it, and how we might relate to it, act within it, or even shift its lines. For now, being independent of these conditions does not mean we would not be responsible. Responsibility may instead take the form that Bernhard Waldenfels calls Antwortlichkeit (response-ability): a responsiveness to what addresses us before we fully understand it, a response that can never entirely catch up with what precedes it.

Let us follow this path a little further to see how it shapes the field. If we turn, for example, to the website of the OECD, we read:

AI holds the potential to address complex challenges from enhancing education and improving health care, to driving scientific innovation and climate action. However, AI systems also pose risks to privacy, safety, security, and human autonomy. Effective governance is essential to ensure AI development and deployment are safe, secure and trustworthy, with policies and regulation that foster innovation and competition.

How Discourse Limits What Can Be Questioned

The OECD text speaks in a language in which Artificial Intelligence already acts: it drives, addresses, and enhances. Politics enters only later, as a moderating hand. In this grammar, Artificial Intelligence appears as an agent capable of benefit or harm, yet never itself fundamentally in question. Within this frame, one may debate safety, trust, and regulation, but more structural questions about extraction, power concentration, or the desirability of AI as such struggle to surface as relevant statements. The force of such enunciation lies not in persuading belief, but in pre-structuring the field of speech itself.

By distinguishing Artificial Intelligence as an industrial apparatus from machine learning as a set of practices, Crawford renders such a line of enunciation visible and thereby intervenes in the field of sayability. By questioning whether Artificial Intelligence is even artificial or intelligent, she shows that what appeared as an autonomous historical actor is in fact a constructed convergence: an industrial apparatus, a planetary infrastructure grounded in colonial continuities and distributed human labor.

What material and historical infrastructures make AI possible?

By shifting the question from “Is AI fair?” to “What material and historical infrastructures make AI possible?”, the unity of the term Artificial Intelligence fractures like the ice layer of a winter-frozen lake.

And another layer of the acoustic landscape begins to surface: the breathing of ventilation shafts, the murmur of moving earth, the metallic heartbeat of drills, the slow chewing of stone by machines, the deep-throated hum of engines, the churning of propellers folding the sea behind them, the wind threading through stacked containers, a quiet choreography of clicks and pauses labeling one image after another, bodies trying to keep time with logistics, repetition measured in beeps, the percussion of parcels in transit – a subdued sonority of work that must remain unnoticed, a human rhythm beneath the supposedly smooth surface of automation.

Meike Hinnenberg

Meike Hinnenberg

Learning & Development Architect

Meike Hinnenberg is a trainer and Learning and Development Architect at MDI Management Development GmbH and specializes in communication, conflict management, diversity & inclusion, and lateral leadership.

  • LinkedIn

Join us on May 5th for our yearly Leadership Horizon Conference!

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Leading in the Age of AI: How AI Discourse Shapes Responsibility and Power

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AI Ethics for Leaders: Why Context and Critical Thinking Matter More Than Ever

by Meike Hinnenberg | Mar 11, 2026 | Impuls series, Leadership and AI, Learning Transfer | 0 comments

AI Ethics for Leaders: Why Context and Critical Thinking Matter More Than Ever.

Meike’s Reflections on Artificial Intelligence

Do you prefer to listen to this article? Click below to access our AI-generated audio version!

AI Ethics for Leaders: Why Context and Critical Thinking Matter More Than Ever

Meike’s Reflections on Artificial Intelligence

This is the first part of a new AI blog series by our Senior Learning Architect, Meike Hinnenberg. Read her thoughts below and stay tuned for more parts to come!

The history of mining, like the devastation it leaves in its wake, is commonly overlooked in the strategic amnesia that accompanies stories of technological progress. […] As San Francisco drew enormous wealth from the mines, it was easy for the populace to forget where it all came from […] Just like the mines that served San Francisco in the nineteenth century, extraction for the technology sector is done by keeping real costs out of sight.

(Kate Crawford: Atlas of AI)

[…] – that is, as I said, the use of active forgetfulness, a porter at the door, so to speak, a custodian of psychic order, quiet, etiquette. From that we can see at once how, if forgetfulness were not present, there could be no happiness, no cheerfulness, no hoping, no pride, no present.

(Friedrich Nietzsche: The Genealogy of Morals)

It is immediately by deviating from equilibrium of animals, from tranquility – a departure engendered by the fault of Epimetheus – that mortals occur. Before the deviation, there is nothing. Then the accidental event happens, the fault of Epimetheus: to have forgotten humans. Humans are the forgotten ones. Humans only occur through their being forgotten; they only appear in disappearing.

(Bernard Stiegler: Technics and Time, 1)

Introduction

It is the beginning of February 2026 in Berlin; shortly after the big blackout in southern Berlin; shortly after several deaths and devastating losses in southern Europe in the wake of Storm Harry; shortly after a judge of the International Criminal Court was sanctioned by the United States; shortly after a cold wave driven by a destabilized jet stream claimed lives in the U.S.; shortly after deadly storms and floods across South and Southeast Asia left thousands displaced, hundreds dead and entire regions submerged; shortly after Russian strikes left thousands of households in Kyiv without heating while, almost in the same breath, the Ukrainian government entrusted the development of the namesake lithium deposit in the Kirovohrad region to TechMet – an Irish company partly backed by the U.S. government’s Development Finance Corporation and the U.S. financial firm Rock Holdings – drawing the country into the competitive circuitry of the global battery economy; shortly after …

It is the beginning of February 2026 in Berlin, and the air outside is sharp with cold. Inside my aging apartment, warmth gathers despite the leaky windows. The radiators whisper with gas that has traveled from Norway, the Netherlands, Belgium, the United States, or Azerbaijan, holding back the easterly winds for now. I sit in my kitchen. Milk warms slowly on the stove; coffee – probably carried from Africa, Asia, or South America – rises in the espresso pot and fills the room with its wonderful, familiar scent.

I open my computer, assembled through supply chains that fade into opacity, dependent on minerals, infrastructures, and forms of labor that rarely enter the frame. I open it to read the news and to begin research for a series on AI I am planning to write – aware, somewhere in the background, that even a question posed to a machine draws on energies and resources far beyond the gesture of typing it.

From this kitchen table, my orientation turns toward two recent points of departure: Kate Crawford’s Atlas of AI and her video essay  Mapping Empires.

Meike’s Reflections on Artificial Intelligence

Chapter I – The Dispositif of Artificial Intelligence

In Atlas of AI, Kate Crawford peels back the layers – conceptual and material alike – that have accrued around what we have come to call Artificial Intelligence, revealing a construct whose hidden assumptions we inhabit daily, largely unaware of the consequences they set in motion.

Her analysis unfolds as a kind of cartography, recalling Gilles Deleuze’s notion of the dispositif: a field traced by lines of visibility and invisibility, by grand narratives and what they render mute, by modes of subjectivation, fractures, continuities, and crossings – lines that intersect and mutate without ever solidifying into a universal structure.

Technologies of Domination

To draw nearer to this dispositif, to traverse its terrain, Crawford adopts the figure of the atlas. The atlas makes palpable the material and spatial dimensions condensed under the name Artificial Intelligence, even as these very conditions – its infrastructures, labors, and extractive foundations – are frequently displaced from view. 

At the same time, it affirms the situatedness of all knowledge: each map offers only a partial orientation, shaped by choices of scale, emphasis, and omission. In this convergence of aesthetic visual ordering and epistemic claim, Crawford shows that mapping is not a neutral description but a creative and political act.

Even as Crawford insists on the partiality of her own account – presenting her work as an invitation to follow emerging paths, to linger in zones of disparity, and to witness how particular perspectives come into being – she remains attentive to the darker history of the atlas itself. For atlases have never been innocent instruments of orientation alone; they have also served as technologies of domination.

The God’s Eye View

It is precisely this ambivalence that grounds her central hypothesis: that under the name Artificial Intelligence, such cartographic power is once again being mobilized. Along familiar routes of colonial exploitation and driven by an ambition no longer to draw an atlas of the world but to stand in for it, this impulse recentralizes power within the field of AI, advancing claims of universality and totality that rest on extractive regimes.

In doing so, it seeks to translate movement, communication, and labor into data, rendering the world legible from what Crawford describes as a supposedly objective, centralized “God’s eye view”.

Deterritorialization and Reterritorialization

The atlas itself operates through a double movement of what Deleuze would call deterritorialization and reterritorialization. While its cartographic abstractions unsettle fixed spatial relations and open new pathways of thought, they also carry a long-standing capacity for capture and domination.

Crawford’s intervention can be read as an attempt to amplify the deterritorializing potential of the atlas, even as she meticulously traces the reterritorializing operations to which colonialism and contemporary AIrepeatedly return.

The Ethical Task

Dispositifs, as singular and historically situated configurations, neither begin from nor arrive at the universal. And yet, in their operation, they repeatedly give rise to gestures of universalization and ambitions of totality, effects that emerge from within rather than from any transcendent ground. It is for this reason that such claims need to be traced genealogically, followed back along the paths through which they come to assert themselves.

Against this horizon, the ethical task is not to oppose totalization with a quasi-moralistic counter-universal, but to remain attentive to these movements as they unfold: to introduce shifts, frictions, and alternative pathways that keep the field open.

Ethical resistance, if it is to remain worthy of the name, must itself resist the temptation of ideology, universalization, and closure. For wherever resistance hardens into morally indignant certainty or ideological form, it risks reproducing – under the guise of critique – the very logics of universalization and reterritorialization it set out to unsettle.

Meike Hinnenberg

Meike Hinnenberg

Learning & Development Consultant

Meike Hinnenberg is a trainer, Learning and Development Consultant, and Team Lead at MDI Management Development GmbH and specializes in communication, conflict management, diversity & inclusion, and lateral leadership.

  • LinkedIn

Join us on May 5th for our yearly Leadership Horizon Conference!

Leadership Horizon 2026 Banner

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A Success Story – When AI Sharpens Human Judgement

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by Claude MacDonald, Rafael Ungvari | Mar 6, 2026 | Customer Story, Digital Transformation, Leadership and AI | 0 comments

A Success Story – When AI Sharpens Human Judgement

Do you prefer to listen to this article? Click here to access our AI-generated audio version!

When AI Amplifies Human Judgment: A Customer Success Story

About This Project

At MDI, we believe that great leadership and sales development isn’t just about knowledge transfer — it’s about behavior change. This customer story reflects a collaboration between Claude MacDonald, MDI trainer and Sales Culture Architect, and Rafael Ungvari, MDI’s AI Product & Solution Lead, who designed and implemented the AI-driven learning environment for this engagement. Together, they bring a rare combination: deep human expertise in consultative selling and the technical capability to turn that expertise into scalable AI-powered practice tools.

The Challenge: Great Training, Not Enough Practice

Our client is a global B2B organization in the industrial chemicals industry, operating across multiple business units with complex sales cycles and technically sophisticated offerings. Sales leaders and managers play a critical role in developing the consultative selling capability of their teams, which makes closing the practice gap not just a training question but a leadership priority.

The goal was clear: strengthen Discovery skills. That means helping sales professionals ask better questions, genuinely uncover client needs, qualify opportunities more accurately, and walk into customer conversations fully prepared.

Here’s the honest challenge: the existing training worked. It created shared language and awareness. But awareness alone doesn’t change behavior. And behavior only changes with practice — lots of it.

Think of elite athletes. They don’t improve by playing more games. They improve because the practice-to-play ratio is deliberately high. In sales, that ratio is almost always inverted. Real customer conversations are high-stakes environments — there’s limited room to experiment, fail, and try again.

That’s exactly the gap we needed to close.

Why AI – and Why Role Play?

The answer wasn’t more classroom time. It was deliberate, repeatable practice at scale.

AI-driven role play made it possible to create realistic Discovery conversations on demand. Participants could practice, reflect, adjust, and replay scenarios multiple times — something impossible to replicate with peer simulations or occasional classroom role plays.

Without AI, the solution would have looked like traditional role play: useful, but hard to scale, difficult to repeat, and dependent on the availability of skilled practice partners. With AI, we could give every participant a realistic, challenging practice environment they could return to again and again.

Crucially: AI didn’t replace human judgment. It amplified it by giving people more chances to sharpen their questioning, their listening, and their situational awareness before the stakes were real.

How the Solution Was Designed

The concept was straightforward: AI avatars simulated customer interactions specifically designed to challenge participants on the exact capabilities that matter most in Discovery — questioning quality, listening and sense-making, problem framing, and opportunity qualification.

A typical session combined a short conceptual input with an AI-driven discovery role play, followed by structured reflection and a facilitator-led debrief. Participants encountered realistic customer responses and had to adapt their approach in real time — not follow a script.

The human-AI balance was intentional. Human facilitators anchored the learning in business reality, coached participants on consultative behaviors, and helped translate practice into field application. AI provided the environment: repeatable, realistic, and safe to experiment in.

The Challenge: Great Training, Not Enough Practice

What Participants Experienced

The most significant shift was in the practice-to-play ratio. Participants could run the same scenario multiple times, testing different questions and conversational strategies. This dramatically increased the practice-to-play ratio, accelerating skill development in Discovery conversations. The experience felt realistic, engaging, and directly connected to daily work — not abstract, not theoretical.

A few voices from participants (anonymized):

“The AI role plays were incredibly helpful. Being able to repeat scenarios helped me improve my discovery conversations.”

“This was a breath of fresh air — challenging, practical, and directly applicable.”

“The AI tools made it easier to structure my thinking before real customer calls.”

Results: What Actually Changed

Observed outcomes included stronger Discovery conversations with better questions and sharper listening, more structured pre-call preparation, improved opportunity qualification, and increased confidence in leading customer discussions.

Compared to traditional formats, the AI-enabled approach proved more scalable (accessible to more participants, more often), more effective (higher practice volume, faster skill development), and more sustainable (embedded as an ongoing practice tool rather than a one-time event).

Key Takeaway: AI Works Best When It Amplifies Humans

The most important lesson from this project is deceptively simple: AI is most powerful when used to amplify human judgment, not replace it.

Building consultative selling capability — especially in Discovery — requires far more deliberate practice than traditional training formats can realistically provide. AI-driven role play creates a scalable, repeatable way to embed that practice into sales development programs.

When does this approach make sense? When the capability gap is behavioral rather than knowledge-based, when practice volume matters, and when you need a safe environment for experimentation and failure.

When doesn’t it make sense? When the learning goal is primarily about mindset shifts, relationship dynamics, or complex emotional intelligence work — areas where human nuance and real relationship context are irreplaceable.

The future of effective sales training isn’t AI or humans. It’s knowing exactly where each one adds the most value — and designing for both.

Interested in exploring AI-driven role play for your sales or leadership development programs? Contact us at https://mdi-training.com/ai-enhanced-leadership-training/

Are you interested and you want to hear more from Claude MacDonald? Claude will speak at our next Leadership Horizon conference on May 5th with his keynote Business Case: When AI Amplifies Human Judgment: Lessons from the Field. 

Get your tickets now!

Claude MacDonald

Claude MacDonald

Sales Culture Architect & Leadership Strategist

Claude MacDonald is recognized as an expert in sales culture transformation. Over the past 25 years, Claude has trained and coached more than 25,000 managers, professionals, and employees from prominent organizations in Canada, the United States, and Europe. His work focuses on building the mindsets, skills, and habits that drive lasting commercial performance — from frontline sales professionals to senior leadership teams.

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Rafael Ungvari

Rafael Ungvari

AI Product & Solution Lead

Rafael is AI Product & Solution Lead at MDI and is working to redefine leadership development through artificial intelligence. To implement this idea, he has worked with our team to establish the MDI AI Leadership Lab, which serves as a hub for experimenting with and applying AI solutions together with clients and trainers.

His work builds on his studies in business informatics at WU Vienna, where he combines business perspectives with technical expertise to develop practical and sustainable digital solutions.

  • LinkedIn

Save your tickets and join us on May 5th!

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Anita’s Key to Success for International Cooperation

In our new video podcast format, “Voices of Leadership – an MDI Spotlight Series,” we regularly bring leadership experts in front of the camera to talk to them about their passions in leadership development.

This time, we spoke with Anita Jinju Wimmer, an international leader and expert. She talked about her career, shared more about her patented concept “Female Leadership Essentials,” and revealed her tips for (female) leaders.

We discussed AI in leadership contexts, lessons learned from international collaboration, and much more! Read this blog post to learn more about our conversation.

Anita’s “aha” moment in international cooperation

First, we learn about Anita’s career – she talks about growing up in Indonesia and how her intercultural background has shaped her. She particularly remembers her experience in Nigeria:

“Although I am intercultural myself, it was an ‘aha’ moment for me to realize that I had to adapt to a completely new culture.”

Opportunities and challenges of “Female Leadership Essentials”

Regarding her patented concept “Female Leadership Essentials,” Anita explains that it took a program by female leaders for female leaders. Her work is based on existing leadership studies and also combines her personal professional experience as a leader.

Anita’s concept includes these four main modules:

  • Leadership Mindset, because leadership is first and foremost a mindset
  • Self Leadership – Leadership starts with yourself
  • Leadership Tools – Tailored specifically to the needs and challenges of women
  • Authentic Leadership – Aligning leadership style and career goals with your own passions and values.

Her focus is on the topic of authenticity: “My advice to all women – be authentic. If you are more masculine, be masculine, and if you are more feminine, be feminine.” Anita is also passionate about helping women find out what they really want and what values they represent in order to be authentic and lead.

Anita describes it as a challenge that decision-makers in companies are mostly male and unwilling to adapt to new ways of thinking.

“There is still a lot of work to be done.”

Female Leadership Essentials

Staying on the ball with AI

“With every change, there are three groups of people – those who refuse to change, those who go along with it but don’t actively participate, and those who drive change forward.” In her current projects, Anita actively supports executives in making better use of artificial intelligence for themselves and their companies.

Here, too, Anita sees the conservative attitude of many male executives as a challenge. According to her, it is difficult to convince them of the importance of AI and get them to participate. In addition, executives need to invest much more time to stay on the ball:

“AI is like a different culture or language that we have to approach differently. It’s important to be open and willing to continue learning.”

How Anita masters difficult training dynamics

Two factors are important here: authenticity and listening with interest. For Anita, difficult training dynamics are an important challenge that helps her grow and learn more. Ultimately, she recommends calming your own emotions when dealing with conflict situations and approaching the other person with openness and empathy.

Conclusion

In our conversation with Anita, it became clear that authentic leadership is the key to successful international cooperation. With her concept “Female Leadership Essentials,” she empowers women to follow their own path and live their values clearly.

She shows that those who remain open, listen, and stay true to their own values can convince others, shape change, and turn challenges into opportunities.

Want to hear the whole podcast? Click here for the YouTube video and Spotify link! Follow us to make sure you don’t miss any more conversations with leadership experts.

Jana Wölfl

Jana Wölfl

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Marcin Swierkocki on the Full Range Leadership Model

by Jana Wölfl | Dec 19, 2025 | Leadership and AI, Leadership Tips, MDI Spotlight Series | 0 comments

Marcin Swierkocki on the Full Range Leadership Model

This blog is an excerpt from our new podcast! You can find the entire podcast episode here.

Marcin Swierkocki on the Full Range Leadership Model

In the newest episode of our podcast “Voices of Leadership | An MDI Spotlight Series,” we sat down virtually with MDI trainer and partner Marcin Swierkocki to discuss the Full Range Leadership Model. If you’re asking yourself, “What is the Full Range Leadership Model?” this blog article is just for you. We will give you the best insights from our conversation and share Marcin’s wisdom with you. Enjoy 🙂

Is it generational or transformational?

First, we asked Marcin what had changed in leadership since he started. What has he observed, especially when managing cross-generational teams? Marcin tells us that particularly older generations tend to prioritize transactional leadership, whereas younger leaders practice more of a “value-driven transformational leadership” style.

However, he recommends that younger leaders try out a transactional leadership style before practicing transformational leadership. He emphasizes:

“It’s more about my experience as a leader than a generational issue.”

But, what do these leadership styles mean, and what is the Full Range Leadership Model?

Marcin explains this simply – The full-range leadership model goes from laissez-faire, so an avoidant, inactive behavior from the leader. It also includes transactional leadership, which presupposes contingent reward, meaning one’s performance is consistently rewarded with, for example, boni.

Lastly, Marcin mentions the transformational leadership style, where employees are regarded as individuals with individual passions and needs. He also explains the four elements of transformational leadership – idealized influence, inspiring motivation, intellectual stimulation, and individual consideration.

The benefits to each leadership style

According to our guest, each leadership style bears its own benefits. While he does emphasize that laissez-faire is indeed the least effective leadership style, he also states that it can be effective when working with a mature team that has enough competencies or where creativity is needed.

Moreover, Marcin tells us that transactional leadership is distinguished by its straightforwardness and short-term effectiveness.

“The processes are well established, so companies that can thrive within this leadership behavior are the ones where processes are well set and working well.”

On transformational leadership, Marcin adds that transformational leadership fosters high trust and psychological safety within a team. Additionally, transformational leadership improves employee retention.

“Transformational leadership creates real impact.”

Creating real impact in the training

Creating real impact in the training

Not only does transformational leadership create real change, but Marcin notices the shift in his trainings. He tells a story of how an attendee succeeded to keep a highly qualified employee due to their increased empathy and transformational leadership style.

“I would say that I’ve just planted the seed. My role is minimal; very often, the growth is happening beyond the classroom.”

Marcin adds that while transactional leadership can be short-term effective as well, performance can also be successful in a caring and appreciative environment.

“I want my team to use their talents, because only when I’m capable of exploring their talents and matching the roles within the departments to their strengths, I can achieve higher engagement, higher loyalty and higher performance.”

AI and the future of leadership

For the future, Marcin sees the rise of transformational leadership as necessary. According to him, artificial intelligence can soon take over transactional tasks and thus have many of our established processes automated. The only tasks that AI cannot do better than us humans are soft skills such as empathy and building a proper culture with the team.

Still, Marcin emphasizes that leadership style is shaped less by generations and more by individual personality traits, personal leadership preferences, and the specific context or sector in which a team operates. He gives us the example of educational setups, where transactional qualities make more sense.

“We need to deeply understand who we are as human beings. Showing not only empathy, but an understanding that each individual is in a different situation.”

Leadership is everywhere

Lastly, Marcin reminds us that transformational leadership doesn’t stop in the organisation – it is a behavior that can be applied daily, whether it is in a private or professional setting.

“I can influence my family by individually stimulating their creativity. I can individually consider them. And then, idealized influence – Am I a role model for the people around me and the environment in my work?”

Conclusion

The Full Range Leadership Model shows that leadership is not about choosing one “right” style, but about understanding when and how to use different behaviors. While transactional leadership can deliver short-term results and structure, transformational leadership creates trust, engagement, and lasting impact.

As AI takes over more transactional tasks, human skills like empathy, self-awareness, and individual consideration will become even more important. Leadership, as Marcin reminds us, is deeply personal and goes far beyond the workplace. It’s about how we show up every day and how consciously we choose to influence the people around us.

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From Lab to Practice: What We Learned With AI

by Rafael Ungvari | Sep 3, 2025 | Digital Transformation, Leadership and AI, Short Knowledge Bits | 0 comments

From Lab to Practice: What We Learned With AI

Do you prefer to listen to this article? Click here to access our AI-generated audio version!

From Lab to Practice: What We Learned With AI

AI in organizations isn’t a one-size-fits-all solution.

And in people development, this becomes even more obvious: AI only creates value when it’s tailored to how people actually learn and practice skills.

At MDI, we’ve been working on this question for more than 1.5 years. What started as an internal experiment with ChatGPT quickly grew into our AI Leadership Lab – a sandbox where we could prototype, test, and refine how AI could support leadership development.

Our Journey With AI

Along the way, we moved from simple chatbots to immersive roleplays with voice and avatars. We discovered that immersion is not an add-on, but the goal. Our first demos now feel almost nostalgic – clicking a button, waiting for a response – compared to today’s fluid dialogues with emotional, human-like voices.

We also learned that systemic design matters more than model hype. GPT-3.5 to 4 was a leap, but not a breakthrough. The real difference came from how we designed scenarios: choosing the right challenge, calibrating resistance, and iterating with our trainers until the practice felt authentic.

And finally, we realized that feedback cannot be generic. AI’s true learning value comes when feedback is contextual, practical, and directly connected to the learner’s performance. That’s why we co-created feedback models with our trainers, based on real workshop experience.

Those internal learnings became the foundation of our Lab. But what happens when you take this approach outside – into client organizations?

From Internal Lab to Client Projects

In our first client projects implementing the AI Leadership Lab, one thing became crystal clear:

Success doesn’t depend on AI itself – it depends on how well the application is tailored to the organization.

Here’s what we learned in practice:

Our Journey With AI

1. Industry- & Company-Specific Adaptation

Generic simulations don’t work. For AI learning to have impact, scenarios must reflect the company’s reality:

  • the industry’s challenges,
  • the roles participants actually face,
  • and the objectives that matter most.

That’s why we don’t deliver “out of the box” roleplays. We co-develop scenarios with clients, allowing participants to rehearse the exact conversations and situations they encounter in their day-to-day work. AI enables the scaling of this realism across multiple contexts.

2. Co-Creation as a Success Factor

An AI Lab isn’t something you roll out. It has to emerge in co-creation:

  • our 1.5 years of Lab learning,
  • combined with our leadership development expertise,
  • and the client’s own learning and development (L&D) goals, models, and training structures.

This triangulation is what makes the Lab not only innovative but also credible, relevant, and sustainable within the organization.

3. Integration over Isolation

AI roleplays only create value when they are integrated into existing learning journeys, not used as isolated demonstrations.

That means embedding them into training modules, aligning them with objectives, and positioning them as part of the transfer process.

This way, AI strengthens the overall program instead of standing apart. It becomes a sustainable elementof leadership development – not just an add-on.

From experiment to system

Looking back, there’s a clear arc:

  • In our internal Lab, we learned the principles of immersion, design, feedback, and stakeholder involvement.
  • In client projects, we learned how to apply these principles to various industries, cultures, and learning and development (L&D) structures.

Together, these experiences show how AI can move from experiment → tailored system → scalable practice.

Final reflection

AI will not transform leadership development on its own. But when it is:

  • adapted to the industry and company context,
  • co-created with trainers, participants, and L&D teams,
  • and integrated into existing programs,

…then it can turn training into truly immersive, relevant, and scalable development.

That’s the future we’re building with the AI Leadership Lab – step by step, from lab to practice.

Rafael Ungvari

Rafael Ungvari

Artificial Intelligence Expert

Rafael is an AI specialist at MDI and is working to redefine leadership development through artificial intelligence. To implement this idea, he has worked with our team to establish the MDI AI Leadership Lab, which serves as a hub for experimenting with and applying AI solutions together with clients and trainers.

His work builds on his studies in business informatics at WU Vienna, where he combines business perspectives with technical expertise to develop practical and sustainable digital solutions.

  • LinkedIn

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Unlocking Creativity – How to Create AI Images

Unlocking Creativity – How to Create AI Images

by Florian Biedermann | Aug 28, 2025 | Leadership and AI, learning effectiveness, Short Knowledge Bits | 0 comments

Unlocking Creativity – How to Create AI Images

Would you like to listen to this article? 

Click here to access our AI-generated audio version! Have fun listening 😉

Unlocking Creativity – How to Create AI Images

Have you ever wondered how AI can be utilized to not only transform leadership development, but also other spheres such as art? Our L&D Consultant Florian Bidermann recently had the pleasure of attending an AI Lab session by artist Bella Volen on “Creating images with AI.”

Until then, my attempts to generate images with AI had not been particularly successful—they were uninspired and unsuccessful. Thanks to Bella’s course, however, I have now gained some eye-opening insights into designing images with AI, which I naturally want to share with you.

Prompting the Visual

First of all, it is quite easy to create unique visuals with just a few prompts. But if you prompt very simply, such as „Create a picture with a tree and a house,” it is more than possible that the result will differ greatly from the picture you desire.

As AI models are trained on vast datasets of images and captions, they generate pictures that match the description. It’s a creative process, but it also requires experimenting—users must invest time to understand the model’s logic and fine-tune requests for optimal results.

Understanding image creation with AI requires a grasp of visual language. The more you are familiar with composition, color harmony, and symbolism, the more the results correspond to the expectations. Learning to express concepts visually is essential for effective AI image generation.

5 Tips When Prompting an Image

Visual language is a language without limits that is dynamic, but follows some clear rules. Here are some of the most important aspects to consider when prompting an image:

  • Clearer Communication with AI: Visual language provides the vocabulary needed to create precise, descriptive prompts. The more effectively you can express ideas visually, the more likely you are to achieve the intended result from the AI.
  • Improved Results: Knowledge of elements such as balance, contrast, and focal points enables you to guide the AI toward visually harmonious and compelling images. Detailed familiarity with artistic terms helps you specify exactly what you want—like “dramatic lighting,” “minimalist design,” or “complementary colors.”
  • Efficiency in Experimentation: If you have a strong visual vocabulary, you can iterate faster. It helps you to adjust styles, moods, or compositions in your prompts, shortening the trial-and-error cycle.
  • Contextual Awareness: Understanding visual conventions lets you match image style and content to the intended message or audience.
  • Quality Control: You can critically assess and refine AI outputs based on artistic principles, rather than relying purely on technical capability.
Roleplays and simulated scenarios: practicing leadership in a safe space

Here are some key aspects of visual language that enhance AI image quality that might help you when you are prompting:

Composition

  • Arranging elements in the image for balance, focus, and clarity.
  • Specifying concepts like “centered portrait”, “rule of thirds”, or “dynamic perspective” helps the AI craft more visually appealing outputs.

Color Theory

  • Directing mood and harmony through careful use of color palettes.
  • Prompts mentioning “complementary colors”, “warm tones”, or “monochrome” significantly influence the emotion and coherence of the result.

Lighting

  • Describing lighting types (“soft lighting”, “dramatic shadows”, “golden hour”) is crucial for depth, atmosphere, and realism.

Style and Genre

  • Referring to well-known art movements (impressionism, cubism, manga) or commercial styles (minimalist, photorealistic, vintage).
  • Precise style cues lead to outputs closer to the intended vision.

Texture and Detail

  • Dictating the level of detail or surface finish (smooth, grainy, painterly, highly detailed) enables tailored results.

Subject Placement and Hierarchy

  • Communicating which objects or figures are focal points and how supporting elements are arranged (“foreground emphasis”, “background scenery”, “isolated subject”).

Symbolism and Visual Metaphors

  • Using Imagery that carries meaning or evokes specific concepts, such as peace (doves), innovation (lightbulb), or adventure (open road).

Key Takeaways

Anyone can generate visuals with AI, but mastering visual language yields better results. The process is iterative—experimentation and clear prompts are crucial. Be mindful of copyright issues in your creations. Since AI models are often trained on existing artworks, it remains important to consider authorship and intellectual property when publishing or selling AI-generated images.

And Now You

What are your experiences in creating pictures with AI? What helps you to create an image with artificial intelligence – and where do you reach your limits?

Share your thoughts with Florian on LinkedIn!

Florian Biedermann

Florian Biedermann

Learning & Development Consultant at MDI

Florian Biedermann is a Learning & Development Consultant at MDI (Management Development Institute) – a global consulting company that offers solutions for leadership development. His focus is on making complex issues understandable and inspiring people to think – and act. Florian previously worked for many years as an author and manager in the e-learning sector, after spending over a decade as a freelance journalist.

  • LinkedIn

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AI in Leadership in 2025: Impressions from Leadership Horizon

AI in Leadership in 2025: Impressions from Leadership Horizon

by Christoph Wirl | Jul 1, 2025 | Leadership and AI, MDI Inside, Short Knowledge Bits | 0 comments

AI in Leadership in 2025: Impressions from Leadership Horizon

You want to listen to this article? You can find an AI-generated version here:

AI in Leadership in 2025: Impressions from Leadership Horizon

Christoph wrote this article for his print magazine, Magazin Training. You can also find this article in Issue 04 2025, pages 22-23.

On May 15th, 2025, over 150 HR professionals and executives gathered at the SO/Vienna hotel to explore one of today’s most pressing leadership questions: How is artificial intelligence redefining leadership—and what new capabilities will leaders need to thrive? Hosted by MDI, the conference Leadership Horizon focused on the theme “Leading with AI Agents: Navigating the Future of Human-AI Leadership” and delivered a day packed with insight, real-world applications, and powerful dialogue.

From Managing Machines to Leading AI

“We used to lead machines during the industrial era. Now, in the age of AI, we must guide intelligent systems—and be guided by them.” With this statement, the conference captured a key shift: leadership is no longer just about people. Instead, it must evolve into a role that navigates a growing ecosystem of smart, autonomous systems. Tomorrow’s HR will lead not only humans but also AI agents.

When AI Books Flights and Writes Proposals

MDI CEO Gunther Fürstberger kicked off the day with a compelling live demo that showcased what AI agents are already capable of—or will be very soon. Our attendees watched in awe as Gunther guided an AI assistant through tasks like booking flights, generating proposals, and performing administrative work that typically takes hours—all in just minutes.

“What you’re seeing may still be a few months out,” Gunther explained, “but it’s coming. By automating routine admin work, leaders can finally refocus on what matters: guiding people, thinking strategically, and driving innovation.” The takeaway was clear: AI will not just transform work—it will reshape our very understanding of productivity and time.

Voice First: The New Human-AI Interface

Next on stage was Malcolm Werchota, Business Strategist and AI evangelist, whose session “Co-Leading with AI – How Humans, Voice, and AI Agents Shape the Future Together” tackled the nuances of human-AI collaboration. Malcolm didn’t shy away from controversy, arguing that excessive data privacy fears can stifle innovation. “Of course, data protection is important,” he said, “but we need practical frameworks that don’t paralyze progress.”

One tip that resonated strongly with the audience: start using voice interfaces to interact with AI. “Speaking to systems can be up to three times faster than typing,” Werchota noted. “Voice-first isn’t just an option—it’s becoming the norm.”

We also made sure that networking was more than an afterthought. Carefully curated meetups during breaks allowed our attendees to forge meaningful connections in a structured yet relaxed setting, sparking deeper conversations beyond casual small talk.

AI in Leadership in 2025: Impressions from Leadership Horizon

Christoph wrote this article for his print magazine, Magazin Training. You can also find this article in issue 04 2025, pages 22-23.

On May 15th, 2025, over 150 HR professionals and executives gathered at the SO/Vienna hotel to explore one of today’s most pressing leadership questions: How is artificial intelligence redefining leadership—and what new capabilities will leaders need to thrive? Hosted by MDI, the conference Leadership Horizon focused on the theme “Leading with AI Agents: Navigating the Future of Human-AI Leadership” and delivered a day packed with insight, real-world applications, and powerful dialogue.

From Managing Machines to Leading AI

“We used to lead machines during the industrial era. Now, in the age of AI, we must guide intelligent systems—and be guided by them.” With this statement, the conference captured a key shift: leadership is no longer just about people. Instead, it must evolve into a role that navigates a growing ecosystem of smart, autonomous systems. Tomorrow’s HR will lead not only humans but also AI agents.

When AI Books Flights and Writes Proposals

MDI CEO Gunther Fürstberger kicked off the day with a compelling live demo that showcased what AI agents are already capable of—or will be very soon. Our attendees watched in awe as Gunther guided an AI assistant through tasks like booking flights, generating proposals, and performing administrative work that typically takes hours—all in just minutes.

“What you’re seeing may still be a few months out,” Gunther explained, “but it’s coming. By automating routine admin work, leaders can finally refocus on what matters: guiding people, thinking strategically, and driving innovation.” The takeaway was clear: AI will not just transform work—it will reshape our very understanding of productivity and time.

Voice First: The New Human-AI Interface

Next on stage was Malcolm Werchota, Business Strategist and AI evangelist, whose session “Co-Leading with AI – How Humans, Voice, and AI Agents Shape the Future Together” tackled the nuances of human-AI collaboration. Malcolm didn’t shy away from controversy, arguing that excessive data privacy fears can stifle innovation. “Of course, data protection is important,” he said, “but we need practical frameworks that don’t paralyze progress.”

One tip that resonated strongly with the audience: start using voice interfaces to interact with AI. “Speaking to systems can be up to three times faster than typing,” Werchota noted. “Voice-first isn’t just an option—it’s becoming the norm.”

We also made sure that networking was more than an afterthought. Carefully curated meetups during breaks allowed our attendees to forge meaningful connections in a structured yet relaxed setting, sparking deeper conversations beyond casual small talk.

Malcom Werchota

Conducting the AI Orchestra: What Leadership Looks Like Now

A key moment of the day was the virtual keynote by AI advisor Ayesha Khanna, livestreamed from Singapore. Her talk “Future of Work: Amplifying Human Potential in the Fourth Industrial Revolution” offered a hopeful vision of collaboration rather than replacement.

“This revolution isn’t about machines replacing humans,” she emphasized. “It’s about using technology to amplify human strengths.”

AI in Practice: The Voestalpine Case

The afternoon sessions dug deeper into implementation. Ernst Balla, HR Director at Voestalpine Metal Forming, gave a candid account of the company’s ongoing AI transformation. His talk “Insight into Voestalpine’s AI-Driven HR Transformation” laid out a modular, trial-based strategy that helped the Austrian industrial giant test, learn, and adapt fast.

Crucially, Ernst explained how early employee involvement and transparent communication helped overcome initial skepticism. His case study offered valuable lessons for HR leaders seeking to launch their own AI initiatives: successful AI integration is incremental, iterative, and above all—human-centered.

“Stop Hiring Humans?” A Thought-Provoking Provocation

One of the day’s more polarizing sessions came from Gernot Winter, co-founder of Superintelligenz GmbH. His talk, titled “Stop Hiring Humans! How, Why, and When AI Agents Will Replace Us in the Workforce”, was designed to provoke. Drawing a historical parallel, Winter referenced Pope Leo XIII, known for his stance on labor during the first industrial revolution—and jokingly suggested that the current Pope might call himself Leo XIV in response to today’s AI upheaval.

Despite the bold title, Gernot closed with a smile: “Please don’t actually stop hiring humans!” His real message: companies must prepare for a future where routine tasks are handled by AI—and human talent is upskilled for more meaningful, creative, and ethical work. “It’s not a question of if,” Gernot concluded, “but when. And new, more demanding roles will continue to emerge.”

Coaching in the Age of AI: The SAIGE Project

Later in the afternoon, our participants were introduced to SAIGE, an AI-powered coaching tool for leadership development, presented by Hamza Khan and Bailey Parnell. “We’re at a turning point in how we develop leaders,” Khan remarked. “Imagine every leader having 24/7 access to personalized feedback and support.” With SAIGE, that vision is already becoming reality.

A Real-World Use Case from PwC

Kirstin Zellmer, Leadership Ambassador at PwC Germany, shared how one of the world’s leading consultancies is embedding AI in daily leadership tasks. Her presentation, “People Manager Guide – A PwC AI-Driven Knowledge Tool”, showed how knowledge-sharing and guidance can be scaled effectively using internal AI tools.

Human vs. Machine: The Final Debate

The day closed with a high-level panel discussion on a central question: How much leadership can we delegate to AI—and how much still requires a human touch? Panelists included AI Austria board member Ruben Hetfleisch and UNIQA’s Innovation & AI Lead Barbora Dörflinger. The consensus? The future belongs to those who can strike the right balance between human intuition and machine intelligence.

Christoph Wirl

Christoph Wirl

Editor of Magazine Training

Christoph is an experienced editor with a demonstrated history of working in the education management industry. He is skilled in Small Talk, Writing, Entrepreneurship, Scuba Diving Instruction, and Public Speaking. Christoph graduated from Wirtschaftsuniversität Wien and is now editor and publisher of Magazin Training. He also wrote the book “Bullshit Busters” and is very knowledgeable on all things AI.

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