The online questionnaire Quick Scan – AI: from system to meaning.
Dear colleague and relation,
AI is rapidly changing how we work, lead, and collaborate. Many organizations are now looking for a way to make use of AI, without humans, leadership, and culture ending up in the back seat.
That is why I developed a short Quick Scan – AI: from system to meaning.
This quick scan makes visible how your organization weaves AI into leadership, culture, learning, and everyday work. The focus is not on technology, but on the human and relational side of AI: relationships and trust, power and patterns, learning and reflection, identity and meaning-making, and the way you make decisions.
The scan maps out five clusters:
- how AI affects psychological safety, autonomy, and connectedness
- which systemic patterns and power relations are strengthened or weakened by AI
- which systemic patterns and power relations are strengthened or weakened by AI whether AI mainly provides faster answers or also stimulates deeper learning and reflection
- what AI means for professional identity, values, and purpose
- to what extent AI initiatives are embedded in an inquisitive, methodical way of working
The outcomes are not a judgment, but a starting point for conversation, reflection, and focused development. Preferably answer the statements intuitively and based on your own experience within this organization.
I use the results anonymized for further research, publications, and development programs around AI, leadership, and culture. Your individual responses will remain confidential. Of course, you will also receive feedback. The questions are not about technology, but about topics such as relationships and trust, power and patterns, learning and reflection, professional identity, and the way you deal with responsibility.
Completing it is expected to take approximately 5–10 minutes.
Purpose of the research
With this quick scan, I aim to gain insight into:
- how organizations are already concretely embedding AI in their way of organizing, leading, and learning
- where AI mainly brings acceleration and clarity – and where it instead creates alienation, tension, or blind spots
- which patterns in leadership and culture are helpful for integrating AI in a mature and humane way
I use the outcomes in anonymized form as input for further research, publications, and development programs around AI, leadership, and culture. Individual responses are treated confidentially; where I use examples, this is done without traceability to specific organizations or individuals.
The quick scan is also intended as a mirror: the questions invite reflection within your own organization. If desired, I can later offer a brief feedback session on the outcomes in relation to the themes I work with.
You can participate by completing the quick scan via the link below. And please share the questionnaire with colleagues who are also interested.
Option (1): Go directly to Google Forms and complete it; follow the link, which opens in a new tab.
Option (2): Open the form here and complete it here:
or click here to complete it here
Option (3): Download the PDF here, so you can use it yourself:
Open for download
Quick Scan AI – From System to Meaning
Lees hier de uitleg van de vragenlijst:
Quick scan
This quick scan helps make visible how your organization integrates AI into leadership, culture, and everyday work. The questions are not about technology, but about people: relationships, power, learning, identity, and responsibility. By scoring honestly, you gain an initial picture of where AI primarily accelerates processes and where it instead has an alienating or disruptive effect.
The outcomes are not a judgment, but a starting point for conversation, reflection, and focused development.
Preferably answer the statements intuitively and based on your own experience within this organization.
1. Psychodynamic, relational, and humanistic – AI
This cluster explores how AI influences relationships, trust, and psychological safety. It looks at projections onto “the system” and the risk that AI is used to evade responsibility. Central to this is the question of whether AI strengthens or weakens human dignity, autonomy, and connectedness.
- In our organization, regular attention is paid to the impact of AI systems on relationships, trust, and psychological safety.
- Leaders and teams explicitly examine where “the system says so” is used to avoid personal responsibility or difficult conversations.
- When deploying AI, conscious attention is paid to whether it strengthens rather than undermines employees’ autonomy, competence, and connectedness.
2. Systemic, cultural, and complexity-oriented – AI
This concerns AI as part of the larger system of structures, power, and patterns.
The focus is on which dynamics AI reinforces or suppresses, and who is excluded or instead advantaged. This cluster asks whether AI contributes to resilience and adaptability, or primarily brings control and narrowing.
- We have a shared understanding of which patterns and power relations are strengthened or weakened by AI in our organization.
- When designing or procuring AI applications, we explicitly include systemic questions about boundaries, interests, exclusion, and side effects in our decision-making.
- We do not see AI only as a tool, but as part of the organizational field (structures, processes, rules, informal dynamics), and we act accordingly.
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3. Learning, development, and reflection – AI
This cluster addresses whether AI deepens genuine learning processes or merely delivers faster “answers.” It looks at the space for dialogue, double-loop learning, and questioning the assumptions behind data and models. At its core: do we use AI to truly learn to see and act differently, or only to make existing practices more efficient?
- Data and AI outputs are primarily used as a starting point for dialogue and reflection, not as the end point of the conversation.
- In our organization, there is room not only to ask “is the model correct?”, but also “are we asking the right question and measuring the right things?”.
- In AI implementations, there is deliberate attention to double-loop learning: we do not only adjust processes, but also recalibrate assumptions, goals, and rules of the game.
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4. Identity, spirituality, and embodied work – AI
Here, the impact of AI on professional identity, values, and the inner compass is central. This cluster explores whether choices around AI are connected to purpose, ethics, and care for people and the world. Also important is safeguarding rhythm, recovery, and bodily presence in an increasingly digital environment.
- We regularly engage in conversations about what AI means for our professional identity and the unique value of people in the work.
- Choices around AI are explicitly linked to values, purpose, and societal responsibility, not only to efficiency or cost.
- In digital work, we safeguard rhythm and recovery through agreements on availability, breaks, and rest.
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5. Methodological embedding and reflective inquiry – AI
This cluster examines whether AI projects are seen as learning and research processes, rather than merely as IT implementations. It calls for attention to combining numbers with stories, experiences, and context. The core question is: do we have the methods and the mandate to approach AI critically, inquisitively, and reflectively?
- AI initiatives are approached as learning and research processes, not only as technical implementations or IT projects.
- We systematically combine quantitative data and model outputs with qualitative insights (stories, experiences, observations) in decision-making.
- Professionals and leaders have both the skills and the mandate to question, nuance, or disregard AI outputs when they do not align with context, ethics, or relational reality.