Have a good team conversation about AI
This is a tool for one thing: helping your team have a good conversation about AI — one everyone takes part in, that surfaces what people honestly think, and that ends in a small number of decisions you can act on. Three things have to be true at once: it has to be a good conversation, it has to be about AI specifically, and it has to change what the team does next.
Built for small teams — leadership teams, departments, working groups, small companies. Small enough that every voice can count.
What we mean by a good conversation →
Facilitating a team? See a worked example first before you invite anyone.
Who this is for, when to use it, and why.
A quick orientation before you start — so you know whether this tool fits the conversation you're trying to have.
Who it's for
Small teams — a leadership team, a department, a small company, or a working group. The conversation works precisely because the group is small enough for every voice to count.
When to use it
At moments when "what are we doing about AI?" needs a real answer. Before a policy is written. Before tools get bought. When adoption feels uneven, or worries are circulating but unspoken. When a leader wants the team to decide together rather than be told. Also useful as a periodic reset — once or twice a year — to check the picture has moved.
How it works
One person — usually a team lead or facilitator — starts a session and shares a code. Everyone reflects in their own time, working through the three things trust is built on: how AI is governed here, how it lands on the people doing the work, and where it builds real advantage. Then the team comes together to see the shared picture, talk through where they agree and where they differ, and settle a few steps to take — along with what they'll leave alone. Around 30–45 minutes of reflection each, then a 60–90 minute conversation.
Why bother
Most AI conversations in teams are either too abstract ("we should do something about AI") or too tactical ("which tool should we buy?"). This sits in between. It makes the team's actual position visible, gives quieter people a way in, and produces something concrete enough to act on — without pretending the whole strategy is solved.
Everyone has a voice
No AI fluency required. The wizard works for people who've never touched a tool and for people who use one every day. Quiet voices and reluctant ones get the same space as the loud ones.
Clarity over speed
You could AI-enable almost any workflow. For small teams with constrained time and money, that's the trap. Team AI Conversation helps you prioritise: pick a few things to try, and be clear about what you're choosing to leave alone, and why.
Cohesion you can keep
Walk away with a shared picture, a short list of steps with owners, and the things you've agreed are off the table. Something the team built together, not a memo from on high.
A conversation, not a roll-out.
Team AI Conversation isn't a tool catalogue or a maturity score. It's a way to be clearer with each other, more quickly, about where your team stands on AI, and to choose your next few steps together, with everyone in the room.
Set the team context
Sector, country, team size, OS, admin rights, your existing stack. Light context that grounds the rest — no audit, no judgement.
Invite people with a code
No accounts for teammates. They join by code or link, pick their role, and reflect at their own pace. Designed to feel safe for people who are sceptical, anxious, or just tired of the topic.
Reflect across the three pillars
Everyone works through the three pillars: how AI is governed here, how it lands on the people doing the work, and where it builds advantage. People can speak plainly, including saying they don't know.
Decide together what's next, and what isn't
See the shared picture on one screen. Settle a small number of steps to try, each with an owner. Name what you're choosing to leave alone, and why. Export it so the conversation doesn't evaporate.
AI as a thinking partner, not a decider
Optionally, this tool can surface alignments and tensions in what your team wrote, or suggest directions on an open question. Always offered as prompts for the room to weigh, never as conclusions. The team keeps the pen.