Machine Learning (ML) and 'Artificial Intelligence' ('AI') methods tend to replicate and amplify existing biases and prejudices, as do Robots with AI. For example, robots with facial recognition have failed to identify Black Women as human, while others have categorized people, such as Black Men, as criminals based on appearance alone. A 'culture of modularity' means harms are perceived as 'out of scope', or someone else's responsibility, throughout employment positions in the 'AI supply chain'. Incidents are routine enough (incidentdatabase.ai lists over 2000 examples) to indicate that few organizations are capable of completely respecting peoples' rights; meeting claimed equity, diversity, and inclusion (EDI or DEI) goals; or recognizing and then addressing such failures in their organizations and artifacts. We propose a framework for adapting widely practiced Research and Development (R&D) project management methodologies to build organizational equity capabilities and better integrate known evidence-based best practices. We describe how project teams can organize and operationalize the most promising practices, skill sets, organizational cultures, and methods to detect and address rights-based fairness, equity, accountability, and ethical problems as early as possible when they are often less harmful and easier to mitigate; then monitor for unforeseen incidents to adaptively and constructively address them. Our primary example adapts an Agile development process based on Scrum, one of the most widely adopted approaches to organizing R&D teams. We also discuss limitations of our proposed framework and future research directions.

翻译：机器学习（ML）和"人工智能"（"AI"）方法往往复制并放大现有的偏见与歧视，搭载AI的机器人亦如此。例如，具有面部识别功能的机器人未能将黑人女性识别为人类，而另一些机器人仅凭外貌就将黑人男性等群体归类为罪犯。模块化文化意味着在整个"人工智能供应链"的就业岗位中，危害被视为"超出范围"或他人的责任。事件已足够频繁（incidentdatabase.ai 列举了超过2000个实例），表明极少组织能够完全尊重人们的权利；实现声称的公平、多样性、包容性（EDI或DEI）目标；或识别并随后解决组织及其产品中的此类失败。我们提出一个框架，用于调整广泛运用的研发（R&D）项目管理方法，以构建组织公平能力，并更好地整合已知的循证最佳实践。我们描述了项目团队如何组织和实施最有前景的实践、技能组合、组织文化及方法，以尽早检测并处理基于权利的公平、平等、问责及伦理问题——此时问题通常危害较小且更易缓解；随后监测意外事件，以适应性且建设性地应对它们。我们的主要示例基于Scrum（广泛采用的研发团队组织方法之一）调整了敏捷开发流程。我们还讨论了所提出框架的局限性及未来研究方向。