D When it comes to work, workers, and jobs, much of the concern of the modern age boils down to the fear that we're witnessing the final stage of the game, and that there will be nowhere for humans to withdraw as machines take over the last few tasks. The most recent example comes from the use of artificial intelligence (AI). Is there no area of human experience that can't be replaced by AI? And if not, what is left for humans to do except the tasks involved in taking care of the machines? At the heart of this concern is our desire for good jobs — jobs that make the most of workers' natural abilities and where the work provides the worker with motivation and work-life balance. More importantly, good jobs support workers in learning by doing—and, in so doing, deliver benefits on three levels: to the worker, who gains in personal development and job satisfaction; to the organization, which reforms as staff find new problems to solve and opportunities to pursue; and to the community as a whole, which harvests the economic benefits of hosting positive organizations and workers. This is what makes good jobs productive for the organization, as well as engaging and fulfilling for the worker. Does the ongoing advance of AI threaten to get rid of all the learning, creativity, and meaning that make a job a good job? Certainly, some have blamed technology for just such an outcome. Headlines today often express concern over technological innovation(革新) resulting in bad jobs for humans, or even the complete disappearance of certain professions. Some fear that further technology advancement in the workplace will result in jobs where employees are being asked to work in split times or for longer periods over more days. The problem here isn't the technology; rather, it's the way the technology is used — and, more than that, the way people think about using it.