In a world undergoing rapid, large-scale technological change, the phenomenon of technosocial disruption is receiving increasing scholarly and societal attention. While the phenomenon is most actively delineated in philosophy of technology, it is also receiving growing attention within a different area of philosophy, namely the so-called “4E Cognition” approach to philosophy of mind. Despite this shared interest in technosocial disruption, there is relatively little exchange between the theorizing going on in these two different areas of philosophy. One of our paper's (...) two main aims is programmatic: to motivate the fruitfulness of such an exchange. We do this by turning to a specific case of technosocial disruption, namely Teenage Cancel Culture [TCC]. TCC cannot be disentangled from the introduction of social media platforms [SMPs] into modern day social life. Hence, we will speak of SMP-Afforded TCC. SPM-afforded TCC is a phenomenon fretted over by societal actors but strikingly ignored in academic research. In our effort to narrow this knowledge gap, we analyze SMP-afforded TCC from a perspective of technosocial disruption enriched by insights from 4E-Cognition. This brings out a specific worry about the role of SMPs in the social lives of teenagers. We argue that SMP-afforded TCC disrupts the social relational domains within which teenagers develop, maintain, and express their precarious social identities, by creating social affordances that are hostile to healthy risky interpersonal identity-exploration. As such, SMP-afforded TCC not only cancels particular individuals for particular acts; it may also pre-emptively cancel a certain way of being a social self, namely a healthy social risk-taker. We conclude the paper by proposing several potential routes for mitigating the perniciously disruptive effects of SMP-afforded TCC and identifying future areas for research. (shrink)

Technological advances and the “zeitgeist” led to increased use of AI in HR Analytics. Using machine learning models in this field might be beneficial but requires some unique considerations in how organizations govern, assure, audit, and support the use of AI. While substantial work has been done on AI ethics, organizational implantation studies are rare and often anecdotal, particularly in HR. In this article, we would like to better understand the common ethical considerations and organizational responses for developing AI for (...) HR use and how different organizations engage with them by comparing two case studies. -/- This paper begins by reviewing AI ethical issues specific to HR and describes the common mitigation strategies proposed in the literature. After this introduction, case studies are illustrated, and the organizational responses in both cases are analyzed. The discussion section shows that although the organizations were aware of the AI ethics issues, their responses varied and depended on different governance and self-regulation mechanisms that might have impinged their ability to proactively engage with ethical issues. A second finding is that the organization used only a relatively small set of mitigation strategies proposed in the literature, and we propose several reasons for this. These insights might be important to various organizations deploying or developing AI for HR use that want better governance, assurance, and audit mechanisms to responsibly address the ethical issues raised by AI in this field. (shrink)