Headlines abound about the virtues and terrors of artificial intelligence (AI). There is no lack of discourse around the emergence of generative AI, and opinions about how it will or will not change an industry. However, woefully lacking among the debates are pragmatic answers to the central question in the minds of a worker: “What do I actually do with this?”
In the last year, the executive leadership of Delta Upsilon (DU) prioritized the use of AI tools within the organization based on a belief that AI will fundamentally change the way the fraternity operates and engages with members. As a smaller organization with fewer resources, DU has unique challenges servicing chapters and delivering our member experience. Faced with the need to deliver on key performance indicators from the DU Board, the leadership looked for opportunities to maximize the output of limited staff resources.
This came with clear guidance that the intent is not to replace people. This is not a story where AI tools become the organization. Rather, this is an attempt to augment staff capacity, improve decision-making, and allow professionals to focus on higher value work by proactively leveraging AI technology.
Objectives
The DU AI initiative was guided by clear objectives:
- Increase administrative efficiency and reduce time spent on repetitive tasks.
- Improve the quality and consistency of communications and educational materials.
- Enhance data analysis and reporting capabilities.
- Streamline internal review processes while preserving human oversight.
- Support innovation and experimentation across all functional areas.
- Prepare undergraduate members, volunteers, and staff for a future in which AI literacy is an essential professional competency.
DU’s journey toward AI implementation began at the top by framing this as an organizational priority for the staff with visible support from executive leadership. Early buy-in and support from the Board of Directors reinforced this as an operational priority that would help the organization achieve strategic objectives.
AI is an emerging technology with the potential to disrupt the very nature of our work. Importantly, staff and volunteers with no prior experience cannot be expected to have a 100% success rate. Innovation requires permission to fail. Staff members were encouraged to test AI in their daily personal and professional work, share successful use cases, and learn from one another. Missteps represented learning opportunities, not performance failures.
Early leadership from the Board of Directors came in the form of a board champion with expertise across multiple AI models and platforms. This individual served as an advocate, educator, and resource for both volunteer leaders and staff, bridging the gap between the technology’s potential and its practical application.
The Board champion was able to take a lead role in establishing an AI committee composed of board members and staff. The committee:
- Shared emerging best practices and developments.
- Provided practical training and demonstrations.
- Helped staff brainstorm and develop use cases within their functional areas.
- Encouraged collaboration and sharing of successful applications across departments.
- Served as a sounding board for questions related to ethics, governance, and implementation.
The committee’s first role was to generate staff buy in. Some staff willing to be early adopters remained hesitant due to lack of confidence and competence. Therefore, investing time and resources into training became an important factor in driving success.
An AI tool is only as good as the information it is given and the questions asked. As such, maximizing output requires practical training on AI utilization such as:
- Effective prompting techniques.
- Evaluating and validating AI-generated outputs.
- Understanding the strengths and limitations of large language models.
- Ethical and responsible use of AI in a nonprofit environment.
- Identifying opportunities for meaningful operational efficiencies.
- Learning appropriate applications for different types of AI tools.
With some initial hurdles resolved, the staff began the iterative process regarding work output. Each department was encouraged to identify two high-value AI applications specific to its responsibilities.
Rather than dictating how AI should be used, the committee facilitated an environment that encouraged ideation and experimentation. Rather than waiting for the perfect application, staff members were encouraged to try something and adjust as needed. This created a dynamic where early adopters worked in partnership with the leadership, and the organizational leadership worked in support of staff.
Some examples of early attempts at use cases are included below:
Administrative Tasks and Organizational Efficiencies
AI was first deployed in areas where the value proposition was immediate and measurable:
- Drafting and editing routine correspondence.
- Summarizing lengthy reports, board materials, and meeting notes.
- Assisting with policy development and document creation.
- Developing first drafts of newsletters, award nominations, fundraising materials, and strategic communications.
- Supporting event planning, travel logistics, and project management.
These applications reduced administrative burden on staff and volunteer committees while preserving human oversight and final decision making. Staff could devote more time to relationship building, strategic planning, and member engagement.
Educational Program Applications
Delta Upsilon viewed AI not only as an internal productivity tool but also as an educational opportunity deployed at annual officer training programs.
- Staff created an AI tool populated with chapter reports, policy documents, program materials, and resource guides. The tools were used to identify the top priorities for each chapter along with a nine-month action plan.
- Chapters received the plans at an officer training program. Officers could utilize the model to develop an implementation plan.
- Finally, chapter officers utilized the model to create a capstone presentation to deliver at the end of the program, as well as to their members and advisors afterward.
Data Processing and Decision Support
A significant opportunity for AI use is its ability to organize and interpret information such as:
- Summarizing survey results and qualitative feedback.
- Identifying themes across strategic planning sessions and board discussions.
- Analyzing historical organizational documents and policies.
- Assisting with data processing and translating data into presentations and reports for organizational leadership. Providing not just the numbers but the narrative to facilitate more informed decision making.
- Supporting the review of scholarship, award, and grant applications by summarizing submissions, identifying common themes, and helping reviewers focus time and attention on the strongest candidates while removing bias and inconsistency.
Rather than replacing human judgment, AI serves as a force multiplier by enabling leaders to process and understand larger amounts of information in less time. AI was intentionally positioned as a decision-support tool for staff and volunteers who continued to make all final judgments and funding decisions.
As the AI committee and DU staff members discussed potential use cases, some concerns did emerge. For membership organizations, such as fraternities and sororities, there are legitimate concerns regarding ethics, security, and legal exposure. Therefore, clear expectations regarding privacy, data security, and the review of AI-generated content allowed the organization to innovate responsibly while minimizing unnecessary risk.
Lessons Learned
Staff Hesitancy is Natural
Many employees had little prior experience with generative AI and were initially uncertain about how it could fit into their work. Early successes and peer-to-peer sharing proved to be the most effective way to build confidence.
Adoption Drives Strategic Thinking
Board members who were not actively using AI often found it difficult to think strategically about its organizational applications. Having a knowledgeable board champion and an engaged AI committee helped overcome this challenge by demonstrating practical applications, providing peer-to-peer learning opportunities, and creating a safe environment for experimentation.
Do Not Assume Student Adoption
Initial efforts to utilize AI tools within educational programs were met with more hesitancy and skepticism than anticipated. Some undergraduates were averse to the concept of AI. Others believed they did not need AI to help them develop plans and resources. Some communicated hesitancy due to warnings received in academic settings against using AI to replace student academic work. We were asking them to open the box they were told they cannot touch.
Additional resistance was rooted in a lack of experience and competence. Students could not maximize the output of their models because they did not know how to create prompts, ideate back and forth, and the outputs that were possible. Future efforts to engage students in AI application will require additional training and practice.
Organizational Conservatism Can Slow Innovation
There was an understandable tendency to focus on the risks. Developing clear policies and governance practices helped balance responsible oversight with a willingness to innovate. Additionally, this necessitated time to research various AI tools to better understand the needed account type and the information that could be loaded into an AI tool or model without creating exposure for the organization.
Training Is Ongoing
AI literacy is not a one-time workshop. As tools evolve rapidly, organizations should view training as a continuous process that develops both technical skills and critical thinking. This also includes individualized training, outreach beyond the organization, and support for professional development and certifications.
Advanced Competency Unlocks Value
Initial adoption often centers on drafting emails and summarizing documents. The greatest long-term value comes from learning to leverage more sophisticated capabilities such as custom Generative Pre-trained Transformers (GPTs), advanced document analysis, workflow automation, and data interpretation.
AI is a Cultural Change Initiative
The most important lesson learned is that AI implementation is not primarily a technology project; it is a people project. Success depends less on selecting the “right” tool and more on creating a culture where learning, experimentation, and innovation are encouraged. In this spirit, it is important to take the first step. Rather than becoming paralyzed by ideation, or dismissive because the larger complexities seem out of reach, staff members need to take one small step. The greater sophistication and value can come down the road.
Artificial intelligence is rapidly becoming an indispensable tool for organizations. The question is no longer whether they should engage with AI, but how to do so thoughtfully and responsibly. Delta Upsilon’s experience suggests successful implementation requires more than purchasing software. It requires visible support from leadership, an internal champion with AI expertise, a dedicated committee to train and support users, a willingness to empower staff to experiment, and clear guardrails for responsible use.
By investing in people as much as technology, fraternal and higher education organizations can improve operational effectiveness, reduce administrative burdens, strengthen volunteer decision making, and prepare both staff and students for a future in which AI competency is a fundamental leadership skill.
About the Authors
Justin Kirk serves as executive director of Delta Upsilon Fraternity and Foundation. He is a member of the NIC Governing Council and previously served as president of the Foundation for Fraternal Excellence, bringing broad leadership experience across the interfraternal community.
Katherine Pezzella has nearly 20 years of higher education experience, currently serving Delta Upsilon International Fraternity as the senior director of chapter development. She previously led efforts on various campuses in fraternity/sorority life, campus activities, prevention/conduct, and leadership programs. She is a lifelong international volunteer for her own sorority.
Noah Borton serves as senior director of educational programs for Delta Upsilon International Fraternity. He has 25 years of experience in fraternity and sorority life and higher education, with a focus on leadership development, assessment, and educational programming.
