A new measurement challenge
The dominant instruments for measuring organisational culture were designed for organisations in which all participants are human. They measure human values, human consciousness levels, human motivational orientation, human behavioural alignment. Those instruments remain valid and important. But they are insufficient for the measurement challenge now facing organisations in which human and digital workers operate as an integrated system.
CIT has developed a measurement framework — FusionWork℠ — that addresses the full complexity of the fused workforce. FusionWork℠ is not an extension of existing human culture measurement tools into a new domain. It is a purpose-built framework for measuring the coherence of a system in which human and non-human participants must share a values architecture, an accountability structure and an operational purpose.
Three objects of measurement
FusionWork℠ defines three distinct objects of measurement, each requiring a different methodology and each generating a different quality of insight.
Human Behavioural Intelligence is the first.
This measures the values, consciousness, motivational orientation and behavioural alignment of the human participants in the system. It draws on the full CIT toolkit: Barrett’s Cultural Transformation Tools, the motivational alignment instruments derived from the Maslow-Graves tradition, and CIT’s own behavioural architecture diagnostic. The output is a precise map of the cultural system as it is currently operating among the human workforce — including the gaps between declared values and lived behaviours, the distribution of alignment across levels and functions, and the motivational orientation driving collective performance
AI Behavioural Intelligence is the second.
This measures the values, assumptions and behavioural parameters embedded in the AI systems operating within the organisation. It examines what the AI has been designed to optimise for, what assumptions are embedded in its training data, how it handles uncertainty and ambiguity, what its relationship is to human override and judgement, and whether its operational logic is coherent with the declared culture of the organisation deploying it. This is a measurement category that does not yet exist as a standard discipline. The gap between what organisations believe their AI systems are doing and what those systems are actually doing is, in CIT’s research, consistently and significantly larger than expected.
Fused Workforce Coherence is the third.
This measures the degree of alignment between the human and AI behavioural architectures: whether the values governing human behaviour and the parameters governing AI behaviour are coherent with each other, and whether both are coherent with the organisation’s declared purpose. It examines whether trust operates consistently across human-to-human, human-to-AI, and AI-to-human interactions. It examines whether knowledge flows coherently through the fused system or whether there are structural barriers that human and digital workers reinforce in each other. And it examines whether the accountability mechanisms governing human behaviour extend in a meaningful and enforceable way to the AI systems operating alongside them.
OAI and FusionWork℠ as the research outcome
Original Augmented Intelligence — OAI℠ — is the architectural concept that CIT and Bloor Research have developed to name the design orientation in which human original intelligence is treated as the primary asset and AI is built to amplify rather than structure it. It is not a rebranding of AI. It sits above AI architecturally. AI remains the technological substrate. OAI describes the design philosophy and the governance commitment that determines how that substrate is used.
FusionWork℠ is the operational framework derived from the research into how OAI organisations are built, measured and sustained. It provides the diagnostic instruments, the design principles and the governance architecture for organisations building a fused workforce that is genuinely values-aligned, coherently governed and capable of operating as an integrated system rather than a collection of human and digital participants working in proximity without genuine integration.
The research programme that underlies FusionWork℠ is the most active and the most consequential work CIT is currently conducting. It draws on all five of the preceding research domains — corporate culture, levels of consciousness, motivational alignment, whole systems change and behavioural architecture — and applies them simultaneously to the design challenge that no single one of those traditions was built to address alone: how to build an organisation that is coherent, purposeful and values-aligned when the workforce is no longer exclusively human.