A colleague recently said something that’s been rattling around in my head: “AI gives you speed, but it doesn’t give you direction.” And the more I use these tools, the more I think that undersells the danger.

I have been wondering how to think about AIs (or genies) and how computers are like bicycles for the mind, as Steve Jobs put it, and I think these tools take it further. They are more like motorcycles for the mind. They go really fast, and you better not treat them like a bike, because you need to know what you’re doing. How to handle that thing. You need to make sure you don’t try to go too fast too soon, or for too long, because you’ll get speed blind and… things will happen.

I was in an incident review recently where one of the problems was a human going too fast. This process is very manual, repetitive, and boring, and it rarely fails, so we skip some steps. That mostly works (see Why Do Things Go right?), except when it doesn’t. Ripe for occasional issues and likely in need of automation.

I believe we often skip steps because we don’t know why we do them. It’s not tedious for tediousness sake, it’s often there because it’s important. And until we have the automation, or maybe we’ve intentionally chosen not to automate it, we need to find some way of helping the human ’live the situation.'

You’ve probably sat through your fair share of meetings where time slips away as conversations wander aimlessly, not unlike being dropped into an unfamiliar codebase, with twisting branches all alike.

A colleague asked for feedback on a meeting they ran, and after sharing my thoughts, I realized my advice about meetings sounded exactly like how I talk about planning projects. This got me thinking: the skills for running good meetings and successful projects are nearly identical.