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> They already know how to review imperfect work and give feedback, which is exactly what thriving with AI looks like.

Do they, though? I think this is an overly rosy picture of the situation. Most of the code I've seen AI heavy users ship is garbage. You're trying to juggle so many things at once and are so cognitively distanced from what you are doing that you subconsciously lower the bar.

You're absolutely right about the garbage code being shipped, and I would bucket them under another group of adopters I didn't mention earlier. There are people hesitant to adapt, people thriving with AI, and (not exhaustively) also this large group that's excited and using AI heavily without actually thriving. They're enjoying the speed and novelty but shipping slop because they lack the review discipline.

However, my sense is that someone with proper management/review/leadership skills is far less likely to let that code ship, whether it came from an AI, a junior dev, or anyone else. They seem to have more sensibility for what 'good' looks like and can critically evaluate work before it goes out. The cognitive distance you mention is real, which is exactly why I think that review muscle becomes more critical, not less. From what I've observed, the people actually thriving with AI are maintaining their quality bar while leveraging the speed; they tend to be picky or blunt, but also give leeway for exploration and creativity.

you seem to think those who love to write their own code and dislike managing others also evidently don't like to communicate or work in teams, which seems a big leap to make.

> From what I've seen, the idea that AI is turning developers into super-managers is why some people struggle to adapt ...

This "idea" is hyperbole.

> Those who love to type their code and hate managing others tend to be more hesitant to adapt to this new reality.

This is a false dichotomy and trivializes the real benefit of going through the process of authoring a change; how doing so increases one's knowledge of collaborations, how going through the "edit-compile-test" cycle increases one's comfort with the language(s)/tool(s) used to define a system, how when a person is flummoxed they seek help from coworkers.

Also, producing source code artifacts has nothing to do with "managing others." These are disjoint skill sets and attempting to link the two only serves to identify the "super-manager" concept as being fallacious.

> Meanwhile, people who love to manage, communicate, and work as a team are leveraging these tools more swiftly.

Again, this furthers the false dichotomy and can be interpreted as an affirmative conclusion from a negative premise[0], since "[m]eanwhile" can be substituted with the previous sentence in this context.

0 - https://en.wikipedia.org/wiki/Affirmative_conclusion_from_a_...

Thanks for the detailed critique.

I think we might be talking past each other on the "super-manager" term. I defined it as a hybrid of EM + IC roles, not pure management, though I can see how that term invited misinterpretation.

On the false dichotomy: fair point that I painted two archetypes without acknowledging the complexity between them or the many other archetypes. What I was trying to capture was a pattern I've observed: some skills from managing and reviewing others' work (feedback, delegation, synthesizing approaches) seem to transfer well to working with AI agents, especially in parallel.

One thing I'm curious about: you said my framing overlooks "the real benefit of going through the process of authoring a change." But when you delegate work to a junior developer, you still need to understand the problem deeply to communicate it properly, and to recognize when their solution is wrong or incomplete. You still debug, iterate, and think through edge cases, just through descriptions and review rather than typing every line yourself. And nothing stops you from typing lines when you need to fix things, implement ideas, or provide examples.

AI tools work similarly. You still hit edit-compile-test cycles when output doesn't compile or tests fail. You still get stuck when the AI goes down the wrong path. And you still write code directly when needed.

I'm genuinely interested in understanding your perspective better. What do you see as the key difference between these modes of working? Is there something about the AI workflow that fundamentally changes the learning process in a way that delegation to humans doesn't?

> But when you delegate work to a junior developer, you still need to understand the problem deeply to communicate it properly, and to recognize when their solution is wrong or incomplete

You really don't. Most delegation work to a junior falls under the training guideline. Something trivial for you to execute, but will push the boundary of the junior. Also there's a lot of assumptions that you can make especially if you're familiar with the junior's knowledge and thought process. Also the task are trivial for you meaning you're already refraining from describing the actual solution.

> AI tools work similarly. You still hit edit-compile-test cycles when output doesn't compile or tests fail.

That's not what the edit-compile-test means, at least IMO. You edit by formulating an hypothesis using a formal notation, you compile to test if you've followed the formal structure (and have a faster artifact), and you test to verify the hypothesis.

The core thing here is the hypothesis, and Naur's theory of programming generally describe the mental model you build when all the hypotheses works. Most LLM prompts describe the end result and/or the processes. The hypothesis requires domain knowledge and to write the code requires knowledge of the programming environment. Failure in the latter parts (the compile and test) will point out the remaining gaps not highlighted by the first one.

Well put and I concur with your points (for what that is worth :-)).

And thanks for referencing "Naur's theory of programming". For those like myself previously unaware of this paper, it can be found below and is well worth a read:

https://pablo.rauzy.name/dev/naur1985programming.pdf

@skydhash posted a great response here[0], which is why I am focusing on the question below.

> Is there something about the AI workflow that fundamentally changes the learning process in a way that delegation to humans doesn't?

Yes.

Using LLM document generators to produce source artifacts "short-circuits" the learning process people must undertake in order to formulate a working mental model (as expounded upon by the referenced @skydhash comment). An implication of this is engineers using this approach primarily learn the LLM tool and secondarily the system being modified.

While this may be acceptable for senior engineers steeped in a system's design and implementation choices, such as being involved in same from inception, this does not transfer to others regardless of skill level and can easily result in a "pull the ladder up behind you" type of situation.

0 - https://news.ycombinator.com/item?id=45537628

I, too, enjoy the craftsmanship, but at the end of the day what matters is that the software works as required, how you arrive at that point doesn't matter.

For me, it is not a matter of craftsmanship so much as a repeatable approach for growing the minds of junior engineers such that they have the best chance to succeed.