In this episode of In-Ear Insights, the Trust Insights podcast, Katie and Chris explore the human side of how to adopt Agile and prompt engineering. Learn how to build trust within your team and address anxieties surrounding AI and automation. Discover strategies for fostering open communication and encouraging ownership among team members, even those hesitant about adopting new technologies. Finally, understand how aligning individual purposes with company goals is crucial for successful implementation of Agile and AI initiatives.

Watch the video here:

https://youtu.be/yOEOxL_eVIc

Can’t see anything? Watch it on YouTube here.

Listen to the audio here:

Download the MP3 audio here.

[podcastsponsor]

What follows is an AI-generated transcript. The transcript may contain errors and is not a substitute for listening to the episode.

In this week’s In-Ear Insights, we’re on part four of our series on agile and AI.

This week, we’re going to put a bow on everything by talking about the one part that we really haven’t talked about so far.

In the five Ps of agile and AI, we’ve talked about what Agile is, we’ve talked about prompt engineering and shown some examples, and we’ve talked about applying Agile to prompt engineering.

What we haven’t talked about is the people.

Katie, how do we create and empower people with both agile and prompt engineering? For a lot of companies, this stuff is still so new, and it feels like implementing both agile and prompt engineering at the same time could be overwhelming.

What’s the pathway to getting an organization or team up to speed on both without causing them to cower under their desks in fear?

Even asking the question is overwhelming because it is a lot.

It’s a culture shift.

Introducing a new technology that you want to infiltrate into everything is a culture shift; introducing a new methodology for getting things done is a culture shift.

And so we absolutely should be talking about the people.

I always start at the top: What is the purpose? Why are we doing this? Anytime I’ve been faced with some kind of change management, I always know that the hardest part of the project is going to be getting people on board.

The reason for that is because people naturally want to know why.

“Why are you asking me to do this? What is in it for me? How does this impact me? What does this mean for my job? Do I have a sense of ownership in this? Can I have an opinion in this?” These are all normal, natural questions.