In a world increasingly shaped by algorithms and automation, leadership often risks becoming too fixated on the technical—the code, the models, the measurable outputs.
But AI isn't just about silicon and syntax. It's about people.
And people live in more than one kind of reality.
If you're leading transformation in this space, it pays—richly—to understand the three kinds of reality you’re dealing with: objective, subjective, and intersubjective.
These aren’t just philosophical curiosities. They’re your navigation tools for steering an organisation through disruption with clarity, empathy, and strategy.
OBJECTIVE REALITY: THE SOLID GROUND BENEATH OUR FEET
Let’s start with the obvious. Objective reality is the world that keeps spinning whether or not you believe in gravity. It’s servers, sensors, and the underlying maths of machine learning. In leadership terms, it’s your infrastructure, your data, and the KPIs everyone can see.
This is the world most AI strategies get stuck in. It’s tempting to treat AI as a systems upgrade: improve the tech, streamline the process, wait for the ROI. But this is only the base layer. The real challenge starts when we look up from the numbers.
SUBJECTIVE REALITY: THE PERSONAL LENS
Subjective reality is the private world we each carry—our fears, hopes, and quiet resistance to change. It’s the reason your head of compliance is secretly dreading the new AI risk framework, and why your marketing lead is thrilled by the prospect of predictive personalisation.
Ignore this layer and your implementation will stumble. Resistance to AI isn’t always irrational—it’s emotional, historical, deeply human. A successful leader doesn’t bulldoze through this resistance but listens for the story beneath the surface. What does this change feel like to your people? What does it threaten, or promise?
INTERSUBJECTIVE REALITY: THE INVISIBLE OPERATING SYSTEM
Now for the most overlooked (and most potent) realm: intersubjective reality. This is the shared fabric of meaning we operate within—things like ‘brand’, ‘trust’, ‘reputation’, and ‘what good leadership looks like’.
These are not physical, but they’re real. They exist only because we agree they do.
AI challenges these shared myths. If a machine can write your copy or analyse your workforce, what does it mean to be ‘creative’ or ‘strategic’? When an algorithm makes hiring decisions, what becomes of fairness?
Leaders must be fluent in these collective narratives—able to shape, question, and evolve them.
This is where the real work of AI transformation happens: not in the deployment of tools, but in the rewriting of cultural source code.
WHY ALL THREE REALITIES MATTER
Failing to integrate all three perspectives is like trying to lead with one eye closed.
Lean too hard on the objective, and you lose your people.
Over-index on the subjective, and you risk anecdote over action.
Ignore the intersubjective, and you miss the myths that drive loyalty, legitimacy, and meaning.
But when you engage all three? That’s when transformation becomes sustainable. You’re not just installing AI—you’re evolving your organisation’s reality across every layer.
SO, WHAT’S THE MOVE?
If you're a senior leader, start by asking yourself:
What hard data (objective) do I have—and what am I missing?
What emotions (subjective) are circulating beneath the surface of this change?
What shared beliefs (intersubjective) will be challenged or reinforced by our AI strategy?
These aren’t soft questions. They’re strategic levers.
And if you’re looking to go deeper, our workshops help leadership teams map out AI oversight across all three dimensions—objective, subjective, and intersubjective—with the kind of prompt-engineering fluency that actually moves the needle.
After all, leading your organisation into the AI era isn’t about picking the right tool. It’s about reading the room, rewriting the story, and remembering that reality has layers.
Let’s lead wisely.