Table of Contents
- The dilemma of delegation: we cannot do it alone, but will our skills atrophy?
- The AI band-aid for project managers lacking resources
- A virtuous cycle: mastery followed by automation and further learning
- The underlying goal: emancipation from daunting starting points so we can create human community
- What about the delegation of the skill of “writing”?
The dilemma of delegation: we cannot do it alone, but will our skills atrophy?
There is a dilemma that haunts many of us in our search to expand the scope of our undertakings.
We wish for the mission we have conceived to materialise, as we slowly carve it into existence.
We strive to see our ideas spread their web across the material world to affect it in some capacity. And we want to remain faithful to them, hammer out for them the means for flourishing that we are convinced they deserve.
Yet, eventually we will face a sobering premonition. We will need to come to terms with the fact that one person alone cannot carry out this task —at least not in the depth it deserves— in one lifetime. We need to delegate tasks and decisions to others, hoping that they themselves will be as attuned to the mission as we are.
Thus, the dilemma is the following:
- Do we ensure expansion by delegating work to others, while potentially diluting our mission’s integrity, losing sight of its unique spark?
- Or do we trudge on alone through arduous work but with modest expansion, concentrating all of the upsides on ourselves while maintaining the mission’s full integrity?
This is the dilemma of cooperation. It is at the core of many decisions to start companies and other collaborative enterprises. From this dilemma, some choose the first option, whereas others opt for the second. In institutionalised terms, one represents companies, businesses and other organisations, while the other stands more closely to a conception of the artist-author.
Apart from the “mission’s integrity” (and many other factors, such as for instance available resources) there is another crucial variable that many take into account when pondering whether to delegate. When we delegate a collection of tasks that require the constant use of particular skills, we are running the risk of dulling our own edge in those skills. In other words, we might grow soft, atrophying our capacity to perform the tasks that we have delegated.
A simple example of this phenomenon of perceived skill atrophy is a sapping of our capacity for memorisation as we entrust the storing and retrieving of facts to search engines.
The AI band-aid for project managers lacking resources
The majority of us delegate a good deal of our tasks to machines. We allow their automated processes to carry them out in order to save us time and effort. Ideally, we allocate those savings to something we consider more important.
With the widespread adoption of agentic AI and its growing infiltration into most areas of human activity, many people who are not familiarised with the experience of management will become a project manager of sorts. In order to generate results with consistency and reliability, they will learn to coordinate these artificial employees so that their collective input amounts to the realisation of specific aims.
Consequentially, they will need to learn how to navigate similar dilemmas: what is their mission, the one that sustains this project? What represents that mission’s integrity? Is there a unique spark that they as founders need to continue fanning to keep alive? How much do they want to expand the project’s scope? And how are they going to address the possibility of many of their skills atrophying —or never even getting to learn to execute them in the first place— in the process?
Many who stop at this turning point and conclude that delegating is the best option for realising their project will be lacking the resources —e.g., financial capital, social capital, credentials, reputation, people managing skills— to hire or enrol collaborators or employees. Some of them inevitably will resort to these new technologies, because in some regards they can make up for many of the tasks that an employee or collaborator would normally fulfil.
Thus, if AI technologies can perform many tasks that human collaborators would otherwise do—sometimes faster and better, sometimes merely on an acceptable level, sometimes in ways that are just different— then this project’s founder could be tempted to delegate most tasks to it. She would effectively turn herself into a project manager that deals with giving directions, coordinating tasks and maintaining a broad view of the process, ensuring that the project does not derail from its mission.
As I see it, these are new working conditions that have suddenly become widely accessible. Within them coexist a risk and its mirror-image reward.
A virtuous cycle: mastery followed by automation and further learning
I think that in these new working conditions, the old risk of skill atrophy or avoidance (never attempting to understand the delegated activity in the first place) is more glaring than ever, but with a caveat in its potential rewards.
Ultimately, it becomes a personal choice between what you think would be valuable to learn from the workings of your own project —and use it as an opportunity to acquire skills by direct involvement with stakes and real feedback— and what you think is simply something that is not worth learning, because if someone —or something— will take care of it, then there is no issue.
The potential reward is that we may engage in a virtuous cycle of learning, while progressively automating processes from diverse areas involved in our project. We will be expanding the ambition of what is accomplished without losing our human agency in the process, as each automation will imply an increment in our own capacity to be more intimateengaged in the project, and steer it with ever-refining skill.
We would become the equivalent of an ideal manager. This manager delegates tasks but possesses the necessary knowledge and skills to step in upon necessity and resolve specific issues that are bewildering employees.
Thus, this is how the virtuous cycle unfolds:
We establish that a particular series of skilled activities are needed to move the project forward. We acquire knowledge about the essentials of that activity.
We learn how to perform the tasks that are relevant to our project.
Finally, we set up an automated system to perform these tasks.
What makes the cycle virtuous is that executing those tasks on a larger scale and over a longer timeframe will provide us with invaluable feedback for further polishing our understanding of the activity. Meanwhile, it will offer clues on how to improve the automated system. In this way, we will be repeating the process, our knowledge of the automated skill, and our ability to automate it in the context of a larger system becoming increasingly sophisticated.
It is important to clarify that when I speak of skills and systems, I am primarily speaking of knowledge work. In contrast, when it comes to the type of work that involves manipulating the physical world, the path is, obviously, less direct. Nevertheless, at the very least, our ability to coordinate, and learn more effectively, would experience improvement.
Certainly, we will not be able to learn absolutely all skills required; in some cases, we do not have the time to understand complex accountancy and graphic design. This is not a setback. It is rather an opportunity to practice sharp judgment in discerning which tasks are absolutely necessary for the mission and which are accessory. All that are accessory can wait, while we would do best to deeply familiarise ourselves (not only theoretically, but by doing it) with the fundaments of those which are essential to the mission.
Ultimately, we are not looking to become managers. Yes, along the way, we need to become good project managers: skilled, knowledgeable, and involved coordinators. Yet, the overarching intention is to materialise the mission we have conceived, which normally involves us engaging in that activity in which we find the most meaning, self-enrichment, and fulfilment. In simpler terms, we learn, we manage, we automate, and we learn to manage better and automate better, so that we can be rid of pesky tasks that very convincingly drain our time, effort, and emotional energy.
The underlying goal: emancipation from daunting starting points so we can create human community
And if materialising our mission by exercising a personally meaningful craft is the overarching intention, then the underlying goal —the undercurrent— is to create human community. We achieve this as we develop the tools, resources (remember: financial capital, social capital, credentials, reputation), self-knowledge, and the particular craft(s) through which we can channel our identity.
I believe that it is in human community that the greater path towards fulfilment (the one with the greatest increments) will open. It is a path that opens through finding our own clarity of mission, and discover a capacity for contribution, partnership, and collaboration that compels us to forge connections with others in, ideally, a peer capacity.
Thus, once we accumulate enough resources to collaborate with humans in a fruitful partnership, then the virtuous cycle of delegation takes on a qualitatively different nature. This is because we are no longer sacrificing human agency when delegating to a fellow collaborator. In fact, we are talking with our collaborators, communing, and learning from one another. And they, in turn, learn from us —always through a view extended over the entire spectrum of our humanity, not merely fixed upon our ability to execute one task area within the larger system.
By our “full humanity” I mean that in reality our lives are not neatly partitioned in “areas” such as our biology, our profession, our education, place of birth, family. Such categories are low effort conventions meant to be used as shortcuts to make sense of who is standing in front of us. What really takes place is that all “areas” of our lives and individual life stories blur, tangle and leak into each other, making a simple “skill” also an opportunity to share other sections of who we are. And in those additional parts, others might serendipitously find valuable threads they’d like to follow, explore, develop, and ultimately cultivate together. This, in my view, is a form of human connection framed by a collaborative context, involving humans well along their path to self-knowledge, true self-confrontation, and individuation.
What about the delegation of the skill of “writing”?
This entire reflection begs the question: what happens with the task of “writing”?
When do we know that we mastered the skill of “writing” enough that we can automate it and engage in the virtuous cycle that I outline above? And why does “writing” atrophy so easily?
Writing is never just “writing”. It isa form of self-exploration, diving into our realms of inner abstractions. It is learning to express its contents in different voices and tones, and exploring our own philosophy of communication. It is learning to wrestle with the chaos and order of our own minds. Writing is a way of stopping time within our imagination: as we transfer ever-flowing thought into word, we are in some way freezing a particular scene in our minds (or a particular representation of a scene in our minds, as some would object). Only we can do this, as part of our individual experiencing of the world, as beings with body and mind.
Writing, in this particular sense, is simply the arena where we continuously experiment with the adequacy of the language that we know —and sometimes that exists or is yet to exist— in freezing a scene of our minds with accuracy. Our minds are continuously evolving, and our abilities to articulate and communicate their updated contents sometimes lag behind.
This is one of the reasons why I think writing can atrophy so quickly. And the fact that engaging with our own minds is one of the most personal activities an individual can do makes delegating it for later automation almost inconceivable: we can never fully learn to wrestle with the constant flow of our imagination and our reasoning, let alone automate it.
As the reader might have gathered, I separated “writing” from writing because I see automatically generated writing as a different kind of activity. Indeed, “writing” is, in a sense, writing —at least as we used to think of it— and it does share with its twin the skilled employment of language to communicate knowledge. But now, as it happens when automated technologies take over activities that were formerly exclusively human, we get the opportunity to look deeper into what this particular activity actually means for us.
Here I am merely casting a spotlight upon some of these meanings: a private engagement with one’s individual mind, the fixed representation of a particular snapshot of its contents, and the wrestling match —the continuous experimentation— that takes place between our ever fluid, ever updating mind, and the language that is available to it as an imperfect (yet absolutely extraordinary, if words can, ironically, do justice to it) vehicle.
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