Organizational Learning for Intelligence Amplification Adoption: Lessons from a Clinical Decision Support System Adoption Project

Abstract

Intelligence amplification exploits the opportunities of artificial intelligence, which includes data analytic techniques and codified knowledge for increasing the intelligence of human decision makers. Intelligence amplification does not replace human decision makers but may help especially professionals in making complex decisions by well-designed human-AI system learning interactions (i.e., triple loop learning). To understand the adoption challenges of intelligence amplification systems, we analyse the adoption of clinical decision support systems (CDSS) as an organizational learning process by the case of a CDSS implementation for deciding on administering antibiotics to prematurely born babies. We identify user-oriented single and double loop learning processes, triple loop learning, and institutional deutero learning processes as organizational learning processes that must be realized for effective intelligence amplification adoption. We summarize these insights in a system dynamic model—containing knowledge stocks and their transformation processes—by which we analytically structure insights from the diverse studies of CDSS and intelligence amplification adoption and by which intelligence amplification projects are given an analytic theory for their design and management. From our case study, we find multiple challenges of deutero learning that influence the effectiveness of IA implementation learning as transforming tacit knowledge into explicit knowledge and explicit knowledge back to tacit knowledge. In a discussion of implications, we generate further research directions and discuss the generalization of our case findings to different organizations.