GenAI Skills Academy
About Larry Maguire
Work & Organisational Psychologist. AI training, leadership development, and socio-technical design for organisations integrating AI into real workplaces.
Larry G. Maguire
Work & Organisational Psychologist | AI Trainer | Lecturer
MSc. Work & Org. Psych., BA (Hons) Psych., M.Ps.S.I., M.A.C., R.Q.T.U.
I am a work and organisational psychologist, BPS-registered psychometrician, and master's-level lecturer, with twenty-five years of prior experience as a company director in mechanical and electrical engineering. My practice supports organisations through the integration of AI into the workplace, and develops the leadership and human capabilities that determine whether implementation succeeds.
Professional Strengths
Operational credibility from business ownership
Sixteen years directing a mechanical and electrical contracting business in Ireland — managing teams of up to twenty-five staff and delivering multi-million-euro projects for national and international clients. AI integration advice informed by direct experience of running a business, rather than external observation alone.
Evidence-based psychology and leadership practice
Master's-level academic grounding in work and organisational psychology at DCU, with practitioner training in coaching, psychometric assessment, and acceptance and commitment therapy. Leadership development built on validated frameworks and peer-reviewed evidence rather than management commentary or generalised consulting practice.
Reading the human dimension of technical change
A specialism in identifying how individuals and teams respond to organisational and technological change — where stated resistance reflects underlying concerns, where engagement is genuine, and what conditions leadership must establish for adoption to succeed. This dimension is consistently under-addressed in AI implementation.
Further detail
Background, qualifications, and approach
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My work is concentrated on the human side of technological change — the dimension that determines whether an AI strategy or training programme delivers its intended outcomes, and the area most implementations under-address. In practice, this contribution shows up in three places.
01
Reading expressed response against underlying belief
Distinguishing what individuals and teams articulate during change from what they actually believe — including where stated objections cover other concerns, and where surface compliance masks disengagement.
02
Diagnosing the source of resistance
Identifying which forms of resistance reflect substantive technical or operational concerns, and which originate in role anxiety, identity threat, or commercial uncertainty. The two require different responses.
03
Establishing the conditions for adoption
Specifying what leadership must do during the early phase of an implementation — the symbolic signals, the role redesign, the early commitments — for the change to embed rather than dissipate.
The organisations best positioned to realise value from AI over the coming decade will be those treating the human dimension with equivalent rigour to the technical. That is the premise the work is built on, and the standard the engagements are held to.
Ready to talk?
AI training, leadership development, psychometric assessment, or socio-technical design work for your organisation. Send an enquiry or book a Zoom call.