I think it's beneficial to hear this, as I've definitely been on the other side of this before now. So, thanks for sharing.
As much as we can fault the technology and the hype around it, this as much a people problem as anything else. Before AI, this same problem happened with architecture/PoC to implementation hand-offs.
AI is a new tool that a lot of us are still figuring out, but that doesn't excuse poor communication.
Is your goal for the software you write to need constant intervention, or would you say you'd aim for it to run smoothly with few bugs?
The team is akin to a piece of software architecture, only much more complex and comprised (partially) of humans.
You want someone to build that team and then have the team up and running, delivering value. When it breaks, or you want it to do new/different things, you need someone to step in to fix it or change it.
The fallacy there is that I am not merely "building a team," I am managing. Managing is a live, interactive skill that involves certain services. A perfect team still needs management to help create the environment in which that team can effectively operate.
I saw a wonderful interview with a former commander of an aircraft carrier. (https://www.youtube.com/watch?v=b9rGATwZRr0) Rear Admiral Mike "Nasty" Manazir speaks of his main job as being clearing away obstacles that no one underneath him could clear. That's a service that no "self-managing team" can do for itself. A good manager also serves as a focus for the strategy, and deals with conflicts that would otherwise become impasses.
As much as we can fault the technology and the hype around it, this as much a people problem as anything else. Before AI, this same problem happened with architecture/PoC to implementation hand-offs.
AI is a new tool that a lot of us are still figuring out, but that doesn't excuse poor communication.
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