Organizational Pilots
Understand your people. Map the work. Connect the two.
- Length
- Six weeks
- Participants
- 8 to 12
- Time asked of each participant
- About four hours total
- Leadership time
- Two sessions
- Price
- By written proposal
Price depends on participants, facilitation, sensitivity, artifacts, companion resources, and follow-up. Every pilot is quoted in a written scope after a scoping conversation, and the scope is what governs the work.
What the pilot connects
Two Maps.
The Transferability Map
Produced in UnMuted and owned by the participant: their expertise, where it could transfer, their experience, and possible next steps.
The AI Contribution Map
Produced in Faithful Presence and owned by the organization: what the work is for, which parts AI can do, matching this right AI with the right kind of work.
The connection between these two maps becomes clear in a facilitated session with people in the room.
The six weeks
What actually happens.
Week 1
Leadership scoping
One session with the people who own the decision. We agree on the mission priorities at stake, the workflows in scope, which roles are under pressure, and what a useful answer would look like in six weeks. The written scope comes out of this session, and nothing proceeds until you approve it.
Weeks 2–3
Understand your people
Participants work through UnMuted on their own time and finish with their Transferability Map: what they bring, where it could travel, the smallest practical bridge, and a next step. Their reflections stay private. Each participant decides whether to bring a Contribution Summary into the pilot, and nothing is shared without that choice.
Weeks 2–4
Map the work
In parallel, we build an organization-owned AI Contribution Map through the Faithful Presence SHIELD domains for the workflows in scope, including the Human Authority and Intervention section for each workflow: purpose, authority, intervention, and recovery.
Week 5
Connect the two
One facilitated session where the work map and the contribution summaries are held side by side. We record human responsibilities that must be retained, evidence of relevant experience already in the room, learning gaps, and assumptions that still need to be tested. This is an exploration, not an evaluation.
Week 6
Executive readout
A working session with leadership: what the pilot found, what it did not establish, where the gaps are, and one experiment to run next. You leave with the four artifacts below and a decision you can defend.
What you receive
Four artifacts.
A work map
An organization-owned AI Contribution Map for the workflows in scope, describing work rather than employee profiles.
A human influence plan
For each mapped workflow: the responsible human role, what AI may and may not do, who can pause or contest it, and the recovery path when something goes wrong. Each control is marked documented, tested, or gap identified.
Learning steps
The capability gaps the pilot actually surfaced, with the smallest credible next step for each — not a training catalogue.
One experiment to review
A single scoped experiment with a review date, so the pilot ends in something you can test rather than a report you file.
Measurement
Define what improvement would look like.
At scoping, we agree what a useful result would look like for the work under review. The proposed experiment identifies a baseline, a responsible owner, a small set of measures, and a review date.
Work
Compare the current process with the proposed change, including preparation, verification, correction, and approval time.
Quality and human influence
Check whether the work meets agreed standards and whether people can exercise the responsibilities and intervention rights described in the plan.
Value
Identify any actual reduction in spending, useful capacity created, or improvement in service. Account for the time and costs required to make the change.
Measures should fit the local setting and the organization's purpose. Costs, language, connectivity, and access to training can affect what is feasible. Agree on meaningful outcomes with the people responsible for and affected by the work.
The six-week pilot produces the plan and experiment. Operating results are measured when your organization runs that experiment. Any implementation or follow-up support is defined separately in the written scope. Time saved is reported as capacity unless it produces an actual financial saving.
Participation and privacy
A pilot is meant to stir curiosity.
- Participation is voluntary.
- Each participant chooses whether to bring a Contribution Summary into the facilitated session.
- No scores of any kind are produced.
- The pilot is not meant to reflect employment decisions as much as it is about understanding the amazing contributions of humans to any organization.
A pilot does not grant tool or platform permissions, approve data use, accept risk, certify security or compliance readiness, make employment decisions, or provide legal advice. Documenting a control is not evidence that it works.