We need to work with AI, not against it

 

Susanne Madsen argues that project professionals should embrace AI as a strategic partner, using it to reduce administrative pressure and create more time for the human work of leadership, relationships and change.

I recently listened to a talk by Selina Sykes from Unilever. One of the messages that resonated with me was that organisations gain the greatest benefit from artificial intelligence (AI) when people learn to work with it, rather than resisting it. Successful AI adoption isn’t about how to use the technology. It’s about change management, mindset and habits.

Ironically, project professionals spend their careers helping organisations navigate change, but don’t always embrace it themselves. Most project and programme managers are already stretched, as they try to balance leadership responsibilities with staying on top of day-to-day work. It’s no wonder that many feel they carry the weight of the project on their shoulders. I often refer to this tendency as the hero project manager mindset.

Fortunately, AI gives us an opportunity to relieve some of that pressure. We can delegate! This is not about being replaced by AI. It’s about using it thoughtfully and strategically so we can spend more time building relationships, aligning stakeholders, leading teams and driving change.

As we all know, every successful change initiative starts with a clear objective. This is also true for adopting AI. Ask yourself what you are trying to achieve. Do you want to reduce administrative effort, increase the quality of project documentation or create more time for stakeholder engagement and team leadership?

Once the objective is clear, the next step is experimentation. In addition to summarising meetings and writing communications, AI can help you think through complex problems, analyse stakeholder concerns and prepare for difficult conversations, freeing you up for work that requires judgement and leadership.

But adopting AI at a personal level is only part of the challenge. Project leaders also need to help their teams embrace the new technology. This is where our change management skills become essential. As with any change initiative, there needs to be a compelling reason, a dialogue about risks, issues and benefits, and sufficient time for people to adapt.

Pressure amplifies fear, so instead of forcing change, create an environment where experimentation is encouraged. Make training available and schedule lunch-and-learn sessions where people can share experiences and practical tips. Celebrate small wins and openly discuss what isn’t working. Most importantly, create space for people to learn without feeling judged.

When we approach AI with curiosity and strategic intent, we can help ensure that it becomes a valuable partner, rather than another initiative that people resist.

Want more? Check out our podcast ‘Humans + AI: how project managers can build hybrid intelligence’