But until then, we, the humans, have to manage these agents, and we have to manage the models that they're using and all that to make sure that we can afford to keep using it.

Exactly, exactly.

In fact, I'm speaking at a conference next week in Tampa on that very subject.

The title of the talk is The New Role of the Human in Software Engineering, and it's exactly that.

As technology people and as developers, we're shifting our mindset and we're going from the we're in the code day to day and we're making those changes ourselves to AI is doing that, but we still have to kind of be the ones orchestrating and on top of it.

And that human, you know, that human, you hear the distinction of human in the loop versus human on the loop.

And the human on the loop is more of the we're kind of overarching and we're kind of watching what's going on.

I only saw the

Over to you, sir.

Yeah, it's going to be the first rant of the night.

There'll be a few in this episode.

Thomas Tuchel fucked that game up and he fucked it up by losing his nerve.

He started off the tournament with an impressive game against Croatia where basically he'd instructed the team to like be adventurous go for the go for the win and we actually you know we beat a decent not a great but we beat a decent side comfortably in the end and on merit and we did it on the front foot and we kind of didn't really we weren't afraid in that game.

We knew we had to get off to a good start in the tournament.

We did it.

Yeah, so did I.

So Andy, how about some practical examples of, I don't know, when you've observed a leader or you've observed a culture, what are you noticing that makes it feel psychologically safe? Or what are you doing when you are, you know, in your sessions, you're in an environment, like what are you thinking about to ensure there's that sense?

I think a good litmus test or canary in a coal mine for, aside from the things that what psychologically safe spaces are not, is to understand the common knowledge bias.

And psychological safety is the antidote to the common knowledge bias.

Common knowledge bias says that we have a tendency in meetings or just when we're in a group to spend more time talking and discussing widely known information.

So it's almost like we've all been in meetings where somebody will say something and then another coach will say, I just want to piggyback off that.

Nope, it's been said.

But the common knowledge of how to mitigate that with psychological safety is that allows unknown information to come up.

That seems hard.