"Trust is a response to a system that was designed to earn it." That's the sentence I'd put on a wall.
The organisations I see struggling with AI adoption aren't short on tools. They're short on the designed moments where a person can fail safely and learn something real. Instead it goes straight to production, and then everyone wonders why the trust isn't there.
Agree with all of it. Many companies are going at it all wrong. Forgetting the human component and that “technology is only as reliable as the human infrastructure holding it up”.
This is what no-one has been saying. Clarity of purpose, clarity of explanation is what's needed for the workforce at large, but there's too much obsession with the ROI and governance.
This is a cut-out-and-keep for anyone with workforce responsibility!
Trust is downstream of clarity. If people can't tell who owns the decision, who applies the standard, or what "good" looks like, no amount of designed transparency closes that gap. The plane works because the FAA exists, not because the pilot waves at the cabin.
Be the person that volunteers to sit in the emergency exit row. The one that raises their hand and says, I’m willing to jump in and offer my help if something goes wrong. Not because you want the extra legroom, but because you recognize the importance and gravity of the moment IF something goes sideways. Be ready to jump in and offer support and guidance to those around you, and be the one that SHOWS people how to navigate it. This is the trust layer, where adoption can grow at scale, when our peers step up and demonstrate leadership and guidance; not because the airline requires it, but because we want to lead.
"Trust is a response to a system that was designed to earn it." That's the sentence I'd put on a wall.
The organisations I see struggling with AI adoption aren't short on tools. They're short on the designed moments where a person can fail safely and learn something real. Instead it goes straight to production, and then everyone wonders why the trust isn't there.
Agree with all of it. Many companies are going at it all wrong. Forgetting the human component and that “technology is only as reliable as the human infrastructure holding it up”.
This is what no-one has been saying. Clarity of purpose, clarity of explanation is what's needed for the workforce at large, but there's too much obsession with the ROI and governance.
This is a cut-out-and-keep for anyone with workforce responsibility!
Thanks, Jason, perfectly done.
Trust is downstream of clarity. If people can't tell who owns the decision, who applies the standard, or what "good" looks like, no amount of designed transparency closes that gap. The plane works because the FAA exists, not because the pilot waves at the cabin.
Be the person that volunteers to sit in the emergency exit row. The one that raises their hand and says, I’m willing to jump in and offer my help if something goes wrong. Not because you want the extra legroom, but because you recognize the importance and gravity of the moment IF something goes sideways. Be ready to jump in and offer support and guidance to those around you, and be the one that SHOWS people how to navigate it. This is the trust layer, where adoption can grow at scale, when our peers step up and demonstrate leadership and guidance; not because the airline requires it, but because we want to lead.