AI is reshaping how the Civil Service works—but how do we harness its power without losing sight of critical human-centred governance? Sam Isaacson explores the risks, rewards and responsibilities of integrating AI into public sector practice ahead of his session at the Transforming L&D in the Public Sector conference.
The wheels of politics are famous for turning at a speed all their own. Whitehall corridors buzz with discussions about the flavour of the month, but the distance between that and a local authority office feeling it might be, at times, very large.
The speed at which artificial intelligence (AI) has moved from abstract concept to practical tool is therefore remarkable. We are at a quandary. There is potential in AI, there are appropriate responsibilities of public service, and there is risk. When the landscape is changing so quickly, staying informed is a massive challenge that somehow still feels critically important to respond to the modern world.
Structure and innovation
The Civil Service recognises the importance of structured processes and clear governance. We ought to begin, therefore, by recognising that AI demands that we find the balance between necessary controls and creative possibility. AI tools like ChatGPT and Microsoft Copilot offer extraordinary value when allowed to show off their potential, and yet what they produce at times is more trouble than it’s worth.
There’s no denying that AI tools, when used well, amplify capabilities and make the unimaginable possible. But human judgement and contextual understanding is still required, but to ignore the possibilities offered could be seen to be irresponsible.
Smarter not harder
AI is already transforming daily workflows across the country:
- Creating first drafts of routine documents and briefing notes
- Summarising lengthy reports and identifying aggregated insights across multiple sources
- Acting as a sounding board to support thinking around persistent challenges
- Making institutional knowledge more accessible
The right perspective is a balanced one, recognising that it can be compatible with public service values while remaining appropriately sceptical. The mature position is one that recognises technology’s capabilities without downplaying the importance of humans.
This is nothing new for the most effective civil servants, who already work in a liminal space between structure and creativity. The best designed processes allow for pragmatism while still fully mitigating unacceptable risks.
The citizens of Britain don’t need public servants to be demonstrating technical prowess with every step, but they do need human qualities of ethical judgement and a nuanced understanding of community needs. AI might be very fast, but it doesn’t have empathy for those who rely on government services.
Prepare for what comes next
For civil servants looking to navigate this evolving landscape, practical guidance awaits at the upcoming conference. I’m looking forward to joining for a session that will explore how to work effectively with AI without losing the human-centred approach that defines good governance.
In the form of an interactive workshop, we will:
- Cut through the hype and clickbait to understand how AI actually works
- Become familiar with the basics of prompt engineering to guarantee more useful outputs
- Discuss practical applications and ethical considerations specific to public sector roles
AI is having an influence, and we have the opportunity to thoughtfully integrate it into the vital work of public service.
Sam Isaacson is a Dods Training Associate and will be speaking at the Transforming L&D in the Public Sector conference
