Courses/Leadership & Management/Responsible AI for People Managers
Responsible AI for People Managers
A half-day workshop on managing teams that work with AI.
Overview
A half-day, trainer-led course for managers whose teams use AI tools. It covers where AI belongs in the team's work and where judgement stays human, the four risks managers actually manage, a five-clause team working agreement, and the conversations AI raises: worry, over-enthusiasm and resistance. The pack ships two case studies — one international, one GCC — with scripted notes and editable materials for classroom or online delivery.
Format. Half day. Designed for classroom delivery and adaptable to live online sessions.
Who it is for. People managers at any level — team leaders, supervisors, mid-level managers and HR professionals — whose teams use or are about to use AI tools in their work. No technical background needed; the course is tool-agnostic and focuses on judgement, not software.
What delegates take away
- Explain why responsible AI use is a line-management responsibility, distinct from policy and IT.
- Decide at task level where AI assists and where judgement stays human, using the Stakes and Checkability Grid.
- Recognise and manage the four risks that reach a manager's desk: confidentiality, accuracy, bias and over-reliance.
- Draft a five-clause team working agreement covering use, data, review, credit and escalation.
- Lead the three conversations AI raises on a team: worry about replacement, unchecked enthusiasm and principled resistance.
- Commit to dated thirty-day actions with a peer accountability check-in.
Course outline
Establishes that responsible AI use is set by line managers, not policy documents, and that unmanaged use is invisible use. Participants map where AI already touches their team's week.
Task-level thinking grounded in the task framework of Autor, Levy and Murnane: the Stakes and Checkability Grid for deciding what AI touches, the accountability principle, and the red lines that never move.
Confidentiality, accuracy, bias and over-reliance, taught behaviourally rather than technically, then applied to a composite case study — international or GCC version, chosen by audience.
Participants draft a five-clause team working agreement — use, data, review, credit, escalation — and examine why disclosure must feel routine rather than confessional if the agreement is to survive.
The three responses AI provokes on a team — worry, over-enthusiasm and resistance — and paired practice of a name-hear-agree conversation planned around a real team member.
Written thirty-day commitments with a peer check-in, recap against the opening objectives and the two-lists flipchart, and close.
What is in the kit
Slide deck
34 branded, fully editable PowerPoint slides with facilitator notes on every slide
Trainer notes
Complete facilitator guide: agenda, slide-by-slide delivery notes and guidance
Case studies — two editions
The same case material in international and Gulf settings; pick by audience
Participant workbook
8 in-session exercises with writing space
Handouts
5 complete standalone handouts: worksheets, checklists and scenario sets
Certificates
Attendance and completion certificate templates with the MIZAN seal
Course administration
Feedback form and sign-in sheet
Editions
The license in one sentence
Buy once, deliver the course as often as you like to as many delegates as you like, edit anything, add your own branding — you only may not resell or redistribute the materials themselves. Every download is stamped with your name, tier and order number. Full license terms
More in Leadership & Management
View allChange Management and Leadership
A one-day course pack for leading teams through organizational change.
Coaching Skills for Leaders and Managers
A one-day training course on coaching skills for managers and leaders
Delegation Skills
A half-day trainer-led course on delegating work effectively