So, you have a duty of care to make a safe workplace, at least in most countries.

Consider what a job with no joy means for the ongoing mental health of your staff, where the main interaction they have all day is with an AI model that the person has to boss around; with little training on norms. Depression, frustration, nonchalance, isolation, and corner cutting are going to be the likely responses.

So at the same time as you introduce new tooling, introduce the quality controls you would expect for someone utterly checked out of the process, and the human resources policies or prevention to avoid your team speed running Godwin's law because they dont deal with people enough to remember social niceties are important.

Examples off of the top of my head of ways to do this are: - Increased socialisation in the design processes. Mandatory fun sucks, a whiteboard party and collaboration will bring some creativity and shared ownership. - Budget for AI minimal or free periods, where the intent is to do a chunk of work "the hard way"; and have people share what they experienced or learnt - Make people test each other's work (manual testing) or collaborate, otherwise you will have a dysfunctional team who reaches for "yell in all caps to make sure the prompt sticks" as the way people talk to each other/deal with conflict.

The way to justify this to management above you is the cost of staff retention - advertise, interview, hire, pay market rates, equip, train, followed 6 months later by securely off boarding, hardware return, exit interview means you get maybe 4 months productivity out of each person, and pay 2 months salary in all of the early job mistakes or late job not caring, or HR debacle. Do you or your next level up want to spend 30% more time doing this process? Or would you rather focus on generating revenue with a team that works well together and are on board for the long term?

The answer most of the time is "we want to make money, not spend it". So do the math on what staff replacement costs are and then argue for building in enough slack to the process that it costs about half of that to maintain it/train the staff/etc.

Your company is now making a "50% efficiency gain" in the HR funnel, year over year, all by simply... not turning the dial up to 10 on forced AI usage.

Framed like that, sounds a lot better doesn't it?

I'm applying gentle pressure, not forcing everyone to use it. If necessary, I will fight for my team as much as I can, but that's not where we're headed and I would think about switching jobs if it ever is.

Having said that: The dichotomy expressed in the threads here is a bit too extreme for my taste. It's not like working with AI is pure Yes-clicking review dread; there is joy to be found in materialising your ideas out of thin air, instead of the Lego-like puzzle solving experience many developers are used to.

And as mentioned in TFA, There's risk in both using it too little and too much. This also applies to employees, of course: If I shielded junior developers from AI tools, they'd end up in their next job utterly unprepared for what may be required from them as the world keeps spinning.

> Framed like that, sounds a lot better doesn't it?

Sure does, but that's not the situation I'm in. I'm trying to figure out the local maximum of keeping my company afloat in a world where AI has kicked the PMF from under our feet to the other end of the playing field, and ensuring my team stays happy, curious, and engaged. And I'm not the only one in this spot, I suppose.