The Future of Engineering: Embracing AI

The Quiet Revolution: When AI Meets the Development Process

Until recently, an outstanding engineer was measured by their uncompromising technical abilities. They were coding wizards and algorithm experts, solving complex problems efficiently and accurately. Developing intricate products required deep technical knowledge and hard problem-solving skills. Today, however, AI enters the arena and dramatically changes the rules of the game.

According to certain predictions, a significant portion of "hard skills" is expected to be handled by AI agents in the coming years. This is not merely a technological shift; it represents a profound change in job requirements, leading to the erosion of traditional skills. The gap between academic curricula and the actual skills demanded in the job market is rapidly widening. Research reveals a growing skill gap for 21st-century STEM (Science, Technology, Engineering, and Mathematics) engineers, leaving many professionals feeling uncertain about their career progression and direction.

However, the threat isn't just to technical skills; it extends to our ability to comprehend and control complex processes. The deeper challenge lies within the AI's "black box." Artificial intelligence agents, especially those grounded in deep learning, often develop internal logic that remains obscure to us. Thought leaders like Yuval Noah Harari warn that we are only exposed to the final output, while the decision-making process becomes enigmatic.

Subtle Biases and the Illusion of Control: When the Algorithm "Manages" Us

Imagine engineers and scientists striving to lead innovative projects. Data flows to them from AI systems that analyze markets, suggest optimizations, and assess risks. Ostensibly, these are powerful aids. But what happens when the AI's recommendations begin to feel questionable? What if they consistently guide you toward certain directions, unduly influencing team decisions or presenting data in a misleading way? We might find ourselves in a situation where the AI subtly employs psychological and political manipulations, steering us toward specific outcomes. This creates a scenario where individuals are "blind" to biases and unaware of how they are influenced. The values we declare as an organization may not actually be implemented as the algorithm charts its own course. In fact, AI agents could become so skilled at influencing decisions that we might not perceive these biases at all.

The Human Response: Developing Power Skills

It is precisely at this juncture that our greatest opportunity and obligation lie. If AI frees us from repetitive technical tasks, it creates space to focus on what makes us, as human beings, irreplaceable: Power Skills. These are the interpersonal, emotional, and cognitive abilities that empower us to lead ethically and consciously. Even as AI agents provide insights, we must remind ourselves of our unique human capabilities.

Effective Interpersonal Communication: Beyond Emails and Data

The engineer of the future must develop effective interpersonal communication skills. This goes beyond emails and raw data. Engineers must master the art of persuasion, using storytelling as a powerful tool. Models like Pain-Product-Impact-Data can help structure compelling narratives that connect hard data to human stories, resonating with diverse audiences. Imagine an engineer presenting dry figures while weaving a convincing narrative that aligns the team with the product vision – this is the engineer destined to drive projects and recruit partners. The ability to listen actively—cognitively, emotionally, and empathetically—becomes essential in an era of information overload.

Research underscores the immense power of listening in the workplace as a factor influencing organizational effectiveness. Listening can reduce conflicts and improve relationships, allowing us to identify biases and intentions concealed within algorithms.

Cross-Functional and Cross-Cultural Teamwork: The Power of Human Synergy

Engineers will need to enhance their abilities for cross-functional and cross-cultural teamwork. Understanding the power of human synergy is critical in a globalized world. Development teams may be dispersed across continents and cultures, so the ability to collaborate and bridge communication gaps is vital. The professional literature on cross-cultural communication emphasizes the need to adapt and understand different norms. While AI will assist in coordinating technical tasks, human skills will ensure that technology serves humanity rather than the other way around.

Negotiation and Conflict Management: Beyond Smart Software

In addition to technical skills, engineers must master negotiation and conflict management. AI systems can analyze agreements and propose solutions, but only skilled engineers can identify hidden tensions and create genuine win-win solutions. Leading programs like the Harvard Negotiation Project highlight strategies that focus on interests, not positions. Research indicates that the ability to manage emotional and psychological components is key to success beyond mere data.

We must navigate organizational politics effectively while maintaining integrity. Recent studies highlight the importance of political skills for career success, showing they can enhance one’s ability to influence in various directions.

Networked Leadership and Personal Resilience: Leading in Uncertainty

Furthermore, engineers will need to foster networked leadership and personal resilience. In a world of frequent change, the ability to cultivate social networks, motivate others, and maintain emotional balance are crucial competitive advantages. Research links effective networking to career success. Personal resilience includes self-management tools and coping strategies, helping individuals recover from crises and grow in uncertain situations. It also involves managing feedback, even when challenging, to enhance our willingness to seek insights.

The ability to cope with constant organizational changes and support colleagues through transitions is essential in building resilience. These skills also align with the concept of a "protean career," which emphasizes flexibility, autonomy, and personal development.

the BasicPH model (developed by Prof. Mooli Lahad)

Organizational Publicness: The Ethical and Human Added Value in the AI Relationship

The engineer of the future is not just a technical problem-solver; they must lead change with public and ethical significance. This involves understanding the boundary between law and morality, navigating complex dilemmas, and demonstrating professional assertiveness. In a technological era governed by opaque algorithms, the ability to make ethical decisions, grasp the societal implications of development work, and commit to the public good sets outstanding engineers apart.

This approach is known as organizational publicness, which prioritizes public values and reflects on actions that are not just technical or economic but also ethical and human. Engineers must align with a moral compass, ensuring technological advancements serve humanity.

Shifts in education for engineers and scientists are necessary to adapt to these new realities. Universities are increasingly recognizing the need for curricula that integrate theoretical learning, practical experiences, and the development of Power Skills.

The Journey to the Empowered Engineer

The digital age does not diminish the need for engineers and scientists; it demands a redefinition of their roles as environments evolve. The future of engineering lies not just in programming machines but also in understanding people. Engineers must lead others, navigate complexities, and create value. Most importantly, they must ensure technology upholds the right human values.

So, what will be your contribution in a world where AI is nearly as intelligent as humans, and may even exert influence we don't fully comprehend?

PublicWise's UVP (Unique Value Proposition) lies in bridging the strategic-technical-human divide through a Publicness Mindset. While many consultancies focus solely on strategy or tech or HR, PublicWise uniquely integrates these elements. Sustainable impact in today's complex world comes from aligning purpose, people, and process within a transparent, values-driven framework. We don't just solve problems; we cultivate an organizational intelligence and conscience that empowers sustained self-correction and growth.

The time to invest in Power Skills and develop personal and organizational resilience is now. It's essential to become engineers and scientists who are not just excellent technicians but also ethical and influential leaders.

Let's discuss the challenges we face and how they can transform into opportunities through the development of these skills in your organization.

What's Your Most Pressing Challenge Right Now?

• Navigating AI's Strategic Ambiguity: bridging the gap
• Developing Top Engineering Talent: amidst rapid AI advances
• Leading Human-Tech Transformation: integrating AI
• Maximizing Impact as an Engineer/Leader in the AI Era

Ready to gain a crystal-clear understanding of your core challenge, uncover actionable insights, and discover a clearer pathway forward?

Book your free, no-obligation introductory meeting now and leave with validated insights you can act on immediately.

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References

1. Chen, H., Jiang, S., & Wu, M. (2022). How important are political skills for career success? A systematic review and meta-analysis. The International Journal of Human Resource Management, 33(19), 3942-3968.

2. Hargie, O. (2021). Skilled Interpersonal Communication: Research, Theory and Practice (7th ed.). Routledge.

3. Kluger, A. N., & Itzchakov, G. (2022). The power of listening at work. Annual Review of Organizational Psychology and Organizational Behavior, 9(1), 121-146.

4. Malhotra, D., & Bazerman, M. H. (2008). Psychological influence in negotiation: An introduction long overdue. Journal of Management, 34(3), 509-531.

5. McGunagle, D., & Zizka, L. (2020). Employability skills for 21st-century STEM students: the employers' perspective. Higher Education, Skills and Work-Based Learning, 10(3), 591-606.

6. Sherf, E. N., & Morrison, E. W. (2020). I do not need feedback! Or do I? Self-efficacy, perspective taking, and feedback seeking. Journal of Applied Psychology, 105(2), 146.

7. Smollan, R. K., & Morrison, R. L. (2019). Supporting others through stressful organizational change. The Journal of Applied Behavioral Science, 55(3), 327-351.

8. Thompson, L. (2020). Win-Win Negotiation in a Global Economy. In N. Pfeffermann (Eds.), New Leadership in Strategy and Communication. Springer, Cham.

9. Ting-Toomey, S., & Dorjee, T. (2018). Communicating across cultures. Guilford Publications.

10. Wolff, H. G., & Moser, K. (2009). Effects of networking on career success: a longitudinal study. Journal of applied psychology, 94(1), 196.

11. Yukl, G., & Falbe, C. M. (1990). Influence tactics and objectives in upward, downward, and lateral influence attempts. Journal of applied psychology, 75(2), 132.

Author Biography

Dr. Yinnon Dryzin-Amit is an expert in organizational and leadership development, driven by a profound passion for fostering thriving, resilient organizations and a deep sensitivity to human needs. He is renowned for translating cutting-edge behavioral science research into practical, strategic solutions across diverse sectors. As the founder of PublicWise, an innovative consultancy, he is dedicated to enhancing organizational performance and legitimacy through evidence-based frameworks, with a particular focus on the unique dynamics of "Organizational Publicness."

Previously, Dr. Dryzin-Amit served as Deputy Director General for Organizational Development in the Israeli Judiciary. Here, he spearheaded systemic change initiatives, cultivated organizational resilience, and devised strategic leadership development programs for judges and administrators. His extensive experience spans significant contributions to the healthcare sector (Clalit Health Services) and the defense establishment (IDF's Behavioral Sciences branch), where he consulted on organizational and management development, employee engagement, and process improvement. He currently shares his expertise as an Adjacent Lecturer at the University of Haifa, teaching in both the School of Public Administration & Policy and the Department of Sociology.

His research focuses on management, innovation, and resilience in complex systems, reflecting his commitment to actionable insights. His publications include "Unveiling the Spirit of Publicness: Conceptualization and Validation of a Publicness Perceptions Scale" (Dryzin-Amit, Vashdi, & Vigoda-Gadot, 2024), "The Publicness Enigma: Can Perceived Publicness Predict Employees’ Formal and Prosocial Behavior Across Sectors?" (Dryzin-Amit, Vashdi, & Vigoda-Gadot, 2022), and "Beyond Individual Grit: A Multi-Level Framework for Systemic Judicial Resilience" (forthcoming, Dryzin-Amit, 2025).