Technology is booming. Everyone is scrambling to keep up, whether it's people trying to navigate artificial intelligence or companies trying to stay innovative by integrating new technology tools into their workflows.

While it is easy to become caught up in the technology wave, it is important to exercise caution. A humorous yet dangerous example that illustrates the need for vigilance involves Google's new AI Overview search feature. Upon a user executing a search, the AI tool will summarize the results at the top of the page. Its responses, however, have included suggesting that people eat at least one small rock daily and use glue to help cheese stick to pizza.

With its tremendous resources, Google will no doubt eventually remedy AI Overview's problems, but the key question is: What problem is the tool solving? Going further, do users really need AI to summarize search results? The whole point of using Google is to select information from trusted sources, right?

That leads to the question: How do people avoid technology temptation? Although technology is revolutionizing the way everyone works, it is not a panacea. The Forbes article "24 Top AI Statistics and Trends in 2024" reveals that "43% of businesses are concerned about technology dependence." That is a warranted concern because, without careful consideration in how you use technology, you may end up creating more problems than the ones you are trying to solve. Therefore, before implementing new technology, you must ask yourself three key questions.

Is technology the best answer to solve this problem?

It is tempting to throw technology at a problem, assuming that the technology will make it go away. After all, there is seemingly a tool for everything. At the most basic level, take a step back and remember to avoid leading with technology. Instead, you must first thoroughly understand the problem and what is causing it to determine whether there is alignment between the perceived problems and actual needs. Let's look at an example.

Nikolai, a training manager working in a warehouse, learns that employees are not completing the required safety checks before operating forklifts and cranes to move materials. The safety checks are currently paper based, and a potential solution, proposed by the shift supervisor, is to introduce an app where employees could log in and complete the checklist digitally. The app would also send a notification to the supervisor when workers failed to complete the safety check.

At first glance, that seems like a reasonable solution because it provides accountability. However, before jumping to technology, Nikolai must first understand why employees aren't completing the safety checks. Is it because the checklist is too long? Do staff not have enough time to complete the checklist in addition to their other duties? Is the checklist inaccurate? Are there no real consequences if employees don't complete it?

Suppose all the above is true: The checklist is too long and inaccurate and there are no significant consequences for bypassing it (until an accident happens, at least). Digitizing the checklist will not solve any of those problems. Instead, Nikolai will have created additional challenges such as obtaining the software and training the team on how to use it.

Rather than quickly concluding that technology is the answer, Nikolai should first complete a thorough analysis on the reason the problem exists. The ADDIE model recommends starting with analysis, and for good reason. Doing so prevents talent development professionals from diving into designing, developing, and implementing solutions that are unnecessary.

Nikolai needs to determine whether there is a knowledge gap. For example, do staff know how to use the checklist? If there is a knowledge gap, he must conduct further analysis to figure out how to best address it through appropriate training.

However, if employees know how to complete the checklist, then Nikolai must uncover what is causing the gap between desired and actual performance. For instance, the performance gap could be caused by competing priorities. If employees have other, more important tasks tied to their performance, it may not be worthwhile for them to perform the safety checks. Perhaps there are no incentives to completing the checklist, or maybe there are even stronger incentives to not completing it and instead spending their time doing something else. If that is the case, Nikolai or the warehouse supervisor should talk to the employees to learn what would make completing the checklist more of a priority. The key is for the warehouse supervisor to avoid assigning tasks that would compete with performing the safety checks.

Another issue could be the environment or resources. The paper-based checklist requires the employees to walk around and fill it out. Is it on a clipboard with a writing implement? Or must staff find a writing instrument every day? Carrying out observations and seeing what someone's typical day looks like will help identify causes for the performance gap.

Keep in mind that rather than adopting a bright, shiny technological solution, the answer could be to use a low-tech solution or repurpose technology the company already has. For example, Nickolai may determine that the paper checklists are too much of a hassle and a digital version would be better. But instead of developing a new app, he could use software the organization already uses to create a digital form that staff complete via their smartphones.

Although it will take time to complete a thorough analysis to determine the true problem, the result is that Nikolai may end up saving his organization from making an unnecessary and expensive investment.

What is the total cost of implementing new technology?

After conducting a needs analysis and indeed concluding that new technology would be useful to the business, the second question to ask relates to cost. When it comes to purchasing and implementing new technology, ensure that you're not only looking at the purchase price but also what the expense will be to acquire, implement, and maintain it. Technology can be expensive, so calculate the initial, upfront price as well as the cost of using it over time.

Specifically, check to see whether there are upgrade costs, subscription fees, and other fine-print expenditures. For example, does the software require a one-time purchase of a license? Or will you need individual licenses for end users? You won't want to sign a contract with a vendor only to uncover additional costs that it didn't discuss with you and your team.

A related matter to consider is the vendor's credibility. How long has the company existed? Is the tool a new product? How many companies does the vendor service? What do customers say about the vendor? Make sure you are selecting a vendor that will provide excellent customer service and support throughout the technology's lifespan in your organization.

Aside from expenses associated with the vendor, determine whether there will be additional infrastructure costs. For instance:

• Hardware upgrades. Sometimes, software requires users' computers to run at a higher capacity than they can, resulting in the need to invest in upgraded computers to support the software's demands.

• Network improvements. Does your company's current network have the bandwidth to support the addition of the new technology? If it doesn't, that could cause issues and an overall decrease in performance.

Also factor in the cost of time and productivity. It will take people power to execute the implementation process. Chances are that those people are already busy. Determine how much of their time you will need and how it will affect their current projects. Examples of teams whose productivity may be affected by the implementation of new technology are:

• Project managers, who will need to rearrange project deadlines as well as time and resource allocation

• IT or technical support staff, who will take on additional responsibilities in technology maintenance, management, and (if applicable) cybersecurity

• Training and development staff, who will need to create and deliver training and develop job aids for all users

• Department and team leads, who will be responsible for communicating changes to processes as well as ensuring their teams receive training on using the technology while maintaining required levels of productivity

• Executive leadership, who will need to determine how the new technology ties into the organization's overall goals and oversee the rollout

There is also the time and productivity cost of training users on how to use the new technology—time that will take them away from their main duties. While you should plan how to train staff to proficiency as quickly and efficiently as possible, it is inevitable that some productivity will be lost, which comes at a cost. Estimating for costs related to time and productivity loss will help you prepare to mitigate them as well as calculate whether the new technology will be worth those losses in the long run.

Depending on your company's size and structure, think about who else may be affected by the purchase of the technology and consult with them in advance.

Do you have the resources to support the new technology's adoption?

A common problem is that even after evaluating the need and cost, implementation is more complicated than expected, leading to frustration from all levels. Think about when your phone software updates or when an app you use for work, such as Microsoft Teams, updates suddenly and changes how it functions. It takes time to adjust.

Determining whether your company has the resources to support the adoption of new technology means assessing organizational readiness. The process entails a multifaceted analysis, including but not limited to the following practices.

Evaluate the amount of training end users will need. Conduct a training needs analysis to determine knowledge and skills gaps, preferred training methods, learner needs, and when the training can fit into learners' schedules.

Assess the amount of training that employees managing the technology will need. Their needs will go hand in hand with end users' needs, so considering both groups together during your analysis will ensure that they are in alignment.

Determine the additional tools necessary to use and manage the technology. Lean on the vendor to guide you through the required tools. If the vendor can't do so, reconsider whether you want to work with the company. Evaluate the vendor recommendations based on your knowledge of the people in your organization. The vendor should ask you questions about the company's staff and processes to create tailored recommendations. However, if the vendor doesn't do that, it's up to you to fully understand the employees' needs and ensure the tools they use are a good fit.

Once you have identified the necessary tools, collaborate with the departments that will help you use and manage them. Determine who will take on the responsibilities for them, such as storage if it is a physical technology (for instance, a camera) and maintenance (for software updates, for example).

Loop in additional departments for support, such as the IT team. Do so early to help prevent resistance. People like to be included in important decisions that affect their day-to-day life. Also notify the cybersecurity team of any new technology to ensure that it is safe and protected.

Develop a change management plan. It should include everyone, from individual users to management to finance. Further, create a positive, supportive environment. Depending on the rollout of previous technologies in your company, there may be a culture of resistance and suspicion around adoption. Be prepared by evaluating what resources and people you need to create a proper environment to ensure a smooth transition.

Technology is wonderful—as long as you use it thoughtfully and carefully. In today's technology-focused world, it is easy to believe that the TD team must use technology to remain innovative and cutting edge. However, amid the surplus of technological tools to solve every problem, real and imagined, what is truly cutting edge is having the insight to see when technology is not the answer.