Shae Parsons
Shae Parsons is an associate consultant with Qrious, an IT Consulting business. AI is already shaping decisions in funding, education and service delivery – but who decides how it’s used and whose values guide it? This session explored how Māori and community values can strengthen governance and policy in the age of AI.

Shae facilitated a structured discussion on the intersection of artificial intelligence (AI) and tikanga Māori, with a particular focus on Māori and Pacific communities. The session emphasised the importance of embedding tikangabased principles at the governance level when assessing the relevance and impact of AI tools or programmes within organisations.

Participants were encouraged to reflect critically on the ethical, cultural, and operational implications of AI by utilising a decision-making guide grounded in tikanga. Shea noted the importance of reviewing these questions annually to ensure they remain relevant and fit-for-purpose in an evolving technological landscape.

The guide presented to help organisational decisionmaking is based on six key questions:

1. He mana tēnei? (Who holds the mana?)

• Who is the data about, and do they know it is being used?
• Are communities involved in decision-making, or are they simply being informed?

2. He aha te kaupapa? (What is the purpose?)

• Is this project clearly aligned with the organisation’s vision?
• Does it uphold commitments to equity and lifelong learning?

3. Ko wai ka whai hua? (Who benefits? Who might be harmed?)

• Could the system create or reinforce bias?
• Are any groups excluded, over-surveilled, or rendered invisible?

4. Kei hea te tikanga? (Where are the values?)

• Have the principles of tika (doing things right), pono (integrity), and kaitiakitanga (guardianship) been applied?
• What does tikanga say about consent, transparency, and protection?

5. Kei te mārama tātou? (Can we explain this clearly?)

• Would learners, communities, or funders understand how the system works?
• Is there a plan for communicating and reviewing the initiative?

6. Ka taea te whakahoki? (Can we undo or stop it?)

• Is there an exit plan or mechanism to pause implementation if concerns arise?
• Who has the authority to trigger a review, and how responsive is the process?

Following the presentation of the framework, attendees participated in a hands-on session, working through the template to apply the questions to hypothetical scenarios. This practical application allowed participants to build familiarity with the framework and consider how it might inform strategic and operational decisions within their organisations.