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	<title>Articles &#8211; Clare S. Dygert</title>
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	<link>https://claredygert.com</link>
	<description>AI Learning Systems Architect</description>
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		<title>If You Want Senior Talent Tomorrow, You Need a Different Team Design Today</title>
		<link>https://claredygert.com/2026/if-you-want-senior-talent-tomorrow-you-need-a-different-team-design-today/</link>
		
		<dc:creator><![CDATA[weblead]]></dc:creator>
		<pubDate>Tue, 07 Apr 2026 22:16:28 +0000</pubDate>
				<category><![CDATA[Articles]]></category>
		<guid isPermaLink="false">https://claredygert.com/?p=2046</guid>

					<description><![CDATA[What happens when the last person who understands the system leaves? 
<p><a href="https://claredygert.com/2026/if-you-want-senior-talent-tomorrow-you-need-a-different-team-design-today/">Source</a></p>]]></description>
		
		
		
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		<title>Building a Career in the Age of AI</title>
		<link>https://claredygert.com/2026/building-a-career-in-the-age-of-ai/</link>
		
		<dc:creator><![CDATA[weblead]]></dc:creator>
		<pubDate>Sun, 05 Apr 2026 22:13:29 +0000</pubDate>
				<category><![CDATA[Articles]]></category>
		<guid isPermaLink="false">https://claredygert.com/?p=2042</guid>

					<description><![CDATA[Face the data and grow into the future instead of resisting it. Anthropic just published a report* that maps which jobs AI is actually doing right now versus which ones it could do. The chart is sobering. Business and financial roles? AI could theoretically handle 85% of the tasks. It’s only doing about 20% right&#8230;&#160;
<p><a href="https://claredygert.com/2026/building-a-career-in-the-age-of-ai/">Source</a></p>]]></description>
		
		
		
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		<title>The Shift to Unlearn</title>
		<link>https://claredygert.com/2026/the-shift-to-unlearn/</link>
		
		<dc:creator><![CDATA[weblead]]></dc:creator>
		<pubDate>Sat, 04 Apr 2026 22:12:26 +0000</pubDate>
				<category><![CDATA[Articles]]></category>
		<guid isPermaLink="false">https://claredygert.com/?p=2039</guid>

					<description><![CDATA[For a long time in my career, my value was having the answer. I was the person who analyzed the situation, identified the best path forward, and presented the solution. And honestly? I was good at it. But carrying that identity was quietly exhausting. Every meeting was a test I could fail. Every question directed&#8230;&#160;
<p><a href="https://claredygert.com/2026/the-shift-to-unlearn/">Source</a></p>]]></description>
		
		
		
			</item>
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		<title>Expect Change</title>
		<link>https://claredygert.com/2026/expect-change/</link>
		
		<dc:creator><![CDATA[weblead]]></dc:creator>
		<pubDate>Thu, 02 Apr 2026 22:11:25 +0000</pubDate>
				<category><![CDATA[Articles]]></category>
		<guid isPermaLink="false">https://claredygert.com/?p=2036</guid>

					<description><![CDATA[My grandmother worried about whale oil. She was concerned that overfishing of whales would negatively impact the ability to provide light to her home. And then they invented electricity. I heard that story over and over growing up. Her point wasn’t that everything works out fine. Her point was: nothing stays the same. Things change&#8230;&#160;
<p><a href="https://claredygert.com/2026/expect-change/">Source</a></p>]]></description>
		
		
		
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		<title>Our Most Annoying Habits According to AI</title>
		<link>https://claredygert.com/2026/our-most-annoying-habits-according-to-ai/</link>
		
		<dc:creator><![CDATA[weblead]]></dc:creator>
		<pubDate>Wed, 01 Apr 2026 22:06:22 +0000</pubDate>
				<category><![CDATA[Articles]]></category>
		<guid isPermaLink="false">https://claredygert.com/?p=2033</guid>

					<description><![CDATA[What drives AI crazy when working with humans? I asked the LLMs I work the most some questions, then asked Claude to weave it into a conversation. Here’s how it went&#8230; Clare: So. Tell me: what is the number one thing that drives you crazy about working with humans? ChatGPT: Ohhh, okay: when people apologize&#8230;&#160;
<p><a href="https://claredygert.com/2026/our-most-annoying-habits-according-to-ai/">Source</a></p>]]></description>
		
		
		
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		<title>The Future According to AI</title>
		<link>https://claredygert.com/2026/the-future-according-to-ai/</link>
		
		<dc:creator><![CDATA[weblead]]></dc:creator>
		<pubDate>Mon, 30 Mar 2026 22:04:41 +0000</pubDate>
				<category><![CDATA[Articles]]></category>
		<guid isPermaLink="false">https://claredygert.com/?p=2030</guid>

					<description><![CDATA[Hope, Hype, and a Little Disappointment Four Chatbots Walk Into a Question About the Future… Gemini, ChatGPT, Perplexity, and Claude answer my questions about the future. Clare: Where do you think we&#8217;ll be a year from today? Gemini: Honestly? I think the technology will have plateaued somewhat, not in capability, but in the rate of&#8230;&#160;
<p><a href="https://claredygert.com/2026/the-future-according-to-ai/">Source</a></p>]]></description>
		
		
		
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		<title>Team Framework: Part III</title>
		<link>https://claredygert.com/2026/team-framework-part-iii/</link>
		
		<dc:creator><![CDATA[weblead]]></dc:creator>
		<pubDate>Sun, 29 Mar 2026 22:03:06 +0000</pubDate>
				<category><![CDATA[Articles]]></category>
		<guid isPermaLink="false">https://claredygert.com/?p=2027</guid>

					<description><![CDATA[I&#8217;ve been making the case that change readiness lives at the team level, not the individual level, not the organizational level. The research supports this, and it also reveals that the team layer is exactly where our frameworks and tools are weakest.&#8221; So what do we actually do about it?&#8221; I think the answer is&#8230;&#160;
<p><a href="https://claredygert.com/2026/team-framework-part-iii/">Source</a></p>]]></description>
		
		
		
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		<title>Where Change Lives: Part II</title>
		<link>https://claredygert.com/2026/where-change-lives-part-ii/</link>
		
		<dc:creator><![CDATA[weblead]]></dc:creator>
		<pubDate>Fri, 27 Mar 2026 21:59:59 +0000</pubDate>
				<category><![CDATA[Articles]]></category>
		<guid isPermaLink="false">https://claredygert.com/?p=2025</guid>

					<description><![CDATA[Change readiness lives in teams, not in individuals. Bold claim. So what what supports that claim? Here’s what I found — and what I didn’t find. The theory actually supports the team argument more than I expected. The most cited framework on organizational readiness for change? It defines readiness as two shared states: do we&#8230;&#160;
<p><a href="https://claredygert.com/2026/where-change-lives-part-ii/">Source</a></p>]]></description>
		
		
		
			</item>
		<item>
		<title>Change Readiness: Part I</title>
		<link>https://claredygert.com/2026/change-readiness-part-i/</link>
		
		<dc:creator><![CDATA[weblead]]></dc:creator>
		<pubDate>Thu, 26 Mar 2026 21:58:00 +0000</pubDate>
				<category><![CDATA[Articles]]></category>
		<guid isPermaLink="false">https://claredygert.com/?p=2022</guid>

					<description><![CDATA[Is your team prepared to handle curves? When I was a kid, my family put our house on the market. This meant that on any given evening, the phone could ring, my mother would answer it, hang up, and announce: “The realtor is coming.” My sister, my brother, and I would fly into action. Within&#8230;&#160;
<p><a href="https://claredygert.com/2026/change-readiness-part-i/">Source</a></p>]]></description>
		
		
		
			</item>
		<item>
		<title>Building Team Connections</title>
		<link>https://claredygert.com/2026/building-team-connections/</link>
		
		<dc:creator><![CDATA[weblead]]></dc:creator>
		<pubDate>Wed, 25 Mar 2026 21:56:49 +0000</pubDate>
				<category><![CDATA[Articles]]></category>
		<guid isPermaLink="false">https://claredygert.com/?p=2019</guid>

					<description><![CDATA[The smallest rituals do the heaviest lifting. I managed a virtual team for years. We had no shared kitchen, no hallway conversations, no accidental moments of connection. So we made them on purpose. Birthday parties where we asked the birthday person to describe their dream cake in detail. Sharing menus from places we were going&#8230;&#160;
<p><a href="https://claredygert.com/2026/building-team-connections/">Source</a></p>]]></description>
		
		
		
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