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If AI Can Do More, What Should People Do Better?
Building the Interpersonal Competencies That Power Continuous Improvement
We hope today's conversation gave you a different way to think about the role people play as AI and automation change how work gets done.
Below are resources, conversations, and ways to connect with us if you'd like to explore how interpersonal competencies can become an organizational capability for continuous improvement.
KEEP EXPLORING
Technology is changing the work. How do we need to change with it?
As AI takes on more analytical, repetitive, and technical work, the opportunity isn't simply to do more with fewer people. It is to strengthen the capabilities that allow people to do what technology cannot do for them: build trust, navigate disagreement, exercise judgment, solve problems together, and adapt as conditions change.
The resources below can help you explore those capabilities, assess where interpersonal friction may be affecting your organization, and experience how the Respect for People Roadmap develops them in practice.
THE HUMAN SIDE OF THE AI EQUEATION
As technology becomes more capable, interpersonal capability becomes more valuable.
AI can help analyze information, automate tasks, identify patterns, and optimize processes. But people still have to build trust, surface concerns, challenge assumptions, navigate disagreement, make decisions together, and turn improvement into sustained action.
TAKE THE NEXT STEP
Where would you like to go next?
03
REVISIT
Download the Presentation
Revisit the ideas from today's presentation or use the slides to continue the conversation with your team or others in your organization.
WHY WE RECOMMEND THE ASSESSMENT
Not every barrier to better performance can be solved by better technology or better processes.
Friction often shows up in the interactions surrounding the work: whether people speak up, how information gets shared, how teams coordinate, how people respond when something goes wrong, and what happens when someone challenges the way things have always been done.
The Operational Friction Assessment gives you a way to step back and identify where those patterns may be helping or hindering execution in your organization.
Consider bringing the question back to your leadership team, project team, or colleagues and comparing what each person sees.
You can also join the conversation on LinkedIn and share your perspective with others exploring the same question.
JOIN THE CONVERSATION
Share Your
Perspective
Respect for People is not a conversation that ends when the presentation does. Follow the Roadmap and join us as we continue exploring the behaviors, conditions, and everyday interactions that shape how people work and improve together.
EXPERIENCE THE ROADMAP
Experience the
Roadmap for Yourself.
Move from learning about the ideas to practicing them.
The Respect for People Roadmap gives you a structured way to develop and practice the interpersonal behaviors that continuous improvement depends on. Join an upcoming open-enrollment cohort and experience the learning, reflection, practice, and feedback that make the Roadmap different from a traditional workshop.
CONTINUE THE CONVERSATION
Connect with Scott, Ron and Larry.
If something from the presentation raised a question, sparked an idea, or made you curious about how these concepts could apply in your organization, we'd be glad to continue the conversation.
Scott Gauvin
Co-founder,
Respect for People Roadmap
Scott has spent more than 30 years helping organizations improve how work gets done and how people experience doing it. His work focuses on the intersection of operational excellence, leadership, culture, and human behavior. As co-founder of the Respect for People Roadmap and CEO of Macresco, he helps organizations develop the conditions and behaviors that enable people to contribute, collaborate, and continuously improve.
Ron Pujalte
Continuous Improvement / Six Sigma Manager, GBMP
Ron brings decades of experience in manufacturing and continuous improvement, from the shop floor to operations leadership. Through his work with GBMP, he helps organizations strengthen Lean and Six Sigma capabilities, solve problems more effectively, and develop cultures where improvement becomes part of everyday work.
Larry Anderson
Lean & Operational Excellence Coach
Larry brings extensive experience helping organizations develop Lean thinking and operational excellence. His work focuses on building organizational capability, developing people to solve problems, and connecting improvement principles to the systems, behaviors, and leadership practices that shape sustainable performance.
