Talks
Everything from AI to sick leave
For leadership teams, professional communities and conferences — grounded in the research.
Topics
What I speak about
Adopting AI is a restructuring
The familiar mechanisms from change research apply even when the technology is new. What does that mean for how you introduce AI?
We dig into the material and go through recommendations for adopting AI, built on what we know about restructuring — and the mistakes that keep recurring.
Psychological safety when AI arrives
When new tools change who is good at what, they also change who dares to speak up. Research links rapid AI adoption to lower psychological safety — and from 2026 it is a leadership duty in the regulations too.
You leave with what the new requirements mean in practice — and which signals to watch for in your own people.
The AI literacy the law requires
The EU AI Act requires that employees have sufficient AI literacy. But what counts as “sufficient” — and what does it take for training to actually change how people work?
We go through what this means in practice — and what research on skills development says about what works.
Change that achieves what we intend
What the research shows about restructuring, unpredictability and the working environment — and what leaders can concretely do to prevent the negative effects when the uncertainty cannot be removed.
You leave with what organizations and leaders can do differently — and what to stop doing.
The new psychosocial work environment requirements
Regulation now sets clearer demands for how organizations map and prevent psychosocial risk, and the labour inspectorate has signalled follow-up. What does that mean for you in practice?
We go through what the requirements actually mean day to day — and how you show that you are doing what is needed.
Middle managers under pressure
Middle managers have to implement changes they rarely helped decide, and explain them to people asking why. This is often where the strain gathers — and where it can be eased.
We dig into what actually helps middle managers — and what senior leadership should not delegate downwards.
Sick leave and prevention that works
What we know, what we think we know, and where the effort actually pays off — particularly the difference between measures aimed at individuals and prevention that changes how work is organized.
You leave with a clear line between what is documented and what is merely common practice.
Measured or felt? The productivity paradox
Several studies now indicate that people using AI often experience working faster, while objective measurements do not always agree. What do you do when perceived efficiency and actual gain point in opposite directions?
We look more closely at why the gains can fail to appear even when it feels like more is getting done — and what you can focus on to change it.
Algorithmic management and the work environment
When systems allocate tasks, measure pace and assess effort, part of management moves into the technology. What does that do to the working environment and to productivity — and where is the line for what should be automated?
You leave with what the research shows about digital management and monitoring — and which choices you actually have.
Working together
Three ways to work together
The talk
Sparks the discussion. For leadership teams, professional communities and conferences — the findings in plain language, with room for questions.
The workshop
The leadership team works on its own change, where the research meets your particular restructuring.
The advisory work
Strategic advice when you are in the middle of it — a researcher’s eye on your own restructuring, for a leader or a leadership team.
Everything is adapted to the occasion — topic, length and form. I speak in Norwegian and English, in person and online.
Book me as a speaker
Tell me briefly about the occasion, the audience and the date you have in mind, and I will come back with a proposal.
I reply within two working days, and say honestly if I am not the right person for what you need.