Imagine your association not only adapting to technological disruption but leading the way. That requires innovation as a daily practice, driven by a constant search for new approaches. You can achieve this outcome by fostering a culture of experimentation, especially with generative AI (gen AI). Simply implementing gen AI tools is like owning a high-performance engine without knowing how to use it. To truly harness its power, you need an environment that manages risk, overcomes obstacles, celebrates learning, and constantly pushes boundaries. This is especially true for associations, which rely on staff, volunteers, chapters, and sections to serve their members and set industry standards.

Why Gen AI Experimentation Drives Success for Associations

Gen AI, capable of generating text, images, code, and more, is transformative for how associations operate. However, realizing its full potential requires more than just adopting new technology. It demands a fundamental shift in how associations function. Traditional, efficiency-focused models must evolve into a mindset that prioritizes learning, discovery, and continuous improvement. Experimentation becomes the driving force of this new approach, enabling associations to navigate the inherent uncertainties of gen AI and unlock its transformative power for both internal operations and member service.

This shift requires a cultural transformation where experimentation is not just tolerated but actively encouraged and integrated into the association’s core values. It requires addressing the natural reluctance to try new things and replacing it with a growth mindset that views calculated risks as essential steps toward innovation. This is particularly relevant for associations with diverse stakeholders, including staff, volunteer leaders at the chapter level, and members with varying needs and demographics within sections.

Leadership is crucial for this cultural transformation. Leaders must not only support experimentation but actively champion it, demonstrating to every staff member and volunteer that creativity, curiosity, and the pursuit of new ideas are not just welcomed but essential for future success. This isn’t about occasional announcements on the importance of innovation; it requires a sustained commitment to embedding experimentation into daily operations across all levels of the association, from headquarters to local chapters.

Association executives must model this behavior, taking calculated risks in strategic decisions, openly acknowledging challenges and learning from them. This sends a powerful message that experimentation is a core value, not just a directive for specific teams. Leadership behaviors, communication, and decision-making processes must consistently reinforce the importance of experimentation in driving competitiveness and uncovering new opportunities for member engagement and service delivery.

Overcoming the Reluctance to Experiment with Gen AI

One of the biggest obstacles to a culture of experimentation is the fear of the unknown. Many associations operate under a cautious approach, where mistakes are seen as costly errors rather than valuable learning experiences. This mindset hinders innovation, especially in the dynamic field of gen AI, where iterative development and continuous improvement are essential.

To overcome this, leaders must actively reframe experimentation as a necessary path to growth. This involves creating a psychologically safe environment where staff and volunteers feel empowered to test new ideas without fear of negative repercussions. It also means recognizing both successes and setbacks, understanding that even unsuccessful experiments provide valuable insights that can inform future efforts. This is especially important when dealing with the diverse perspectives and expectations of members within different sections.

This iterative approach is particularly important for gen AI projects. Effective solutions often require multiple iterations, each generating new data and learnings that refine models, processes, and even overall association strategies for member service. By embracing iteration and viewing each experiment as a learning opportunity, associations can maximize their gen AI investments.

Simply encouraging experimentation in principle is insufficient. Associations must establish tangible systems and processes to support it. This might include:

• Dedicated innovation spaces: Providing physical or virtual spaces for staff and volunteers to experiment with gen AI tools and technologies.
• Formalized idea submission platforms: Creating clear channels for staff and volunteers to submit their ideas and receive timely feedback.
• Cross-functional teams: Assembling diverse teams from different departments, chapters, and sections to collaborate on gen AI projects and bring diverse perspectives to the table.
• Internal challenges: Organizing events that encourage rapid prototyping and experimentation with gen AI solutions.
• Knowledge-sharing platforms: Establishing repositories for documenting experiments, sharing learnings, and fostering a culture of continuous improvement across the entire association.

These systems should ensure that experimentation is accessible to all staff and volunteers, regardless of their role or location. A truly innovative culture is one where ideas and experimentation are democratized.

The value of experimentation in gen AI initiatives cannot be overstated. Gen AI technologies are inherently iterative: Each test or trial generates new data points that can enhance the accuracy of algorithms, improve process efficiency, or reveal unexpected insights. This iterative learning is the cornerstone of successful gen AI implementation, continuously improving the technology's capabilities and aligning it more closely with association objectives.

Furthermore, experimentation enables associations to remain agile in the face of rapidly evolving gen AI technology. With new tools, techniques, and algorithms constantly emerging, associations with a culture of experimentation are better equipped to adapt, test, and integrate these advancements for the benefit of their members.

Client Case Study: Enhancing Member Engagement for a National Association

I recently consulted with a national insurance association of about 30 staff members. This association was struggling to engage its diverse membership, particularly younger members and those in geographically dispersed chapters. The association was interested in exploring gen AI for personalized content delivery and enhanced online communities but lacked a culture of experimentation. Working closely with the association’s leadership and volunteer chapter leaders, I helped them implement a structured approach to experimentation.

We established a small, cross-functional team with representation from headquarters staff, chapter leadership, and various member sections. This team was given the freedom to experiment with different gen AI tools for content creation, community moderation, and personalized member experiences, with clear metrics for success and a safe space to learn from setbacks.

Within six months, the team developed a gen AI-powered system that personalized content delivery based on member interests and engagement patterns. They also implemented gen AI-powered tools to facilitate more engaging online discussions within sections and chapters. This resulted in a 20 percent increase in member engagement with online resources and a 15 percent increase in participation in chapter events. More importantly, the association developed a more agile and innovative culture, better prepared to embrace future technological advancements to serve its members.

Embracing the Future of Gen AI Experimentation for Associations

Cultivating a culture of experimentation is not just a desirable trait for associations in the age of gen AI; it’s a necessity. It requires a fundamental shift in mindset, driven by visionary leadership, a focus on managing risk, and a commitment to iterative learning. By building the right infrastructure and empowering staff and volunteers to experiment, associations can unlock the transformative power of gen AI and position themselves for long-term success in an increasingly complex and competitive landscape. This is not just about adopting new technology; it’s about building a culture that thrives on innovation and embraces the future for the benefit of its members.