Mitchelle ,
You are right about LLMs having far superior “ Researching Capabilities “ as compared to www.HemenParekh.ai
And when , 5 LLMs get together on a single platform and “ DEBATE “ a question ( like a round table conference – in 3 rounds ) , this “ Researching Capability “ is UNMATCHED by any SINGLE LLM
I suggest that , despite it taking 15 minutes of patient watching the screen , you enter the next question into www.IndiaAGI.ai , and KEENLY observe their “ Back and Forth “ arguments
To my knowledge on the Web , NOTHING comparable exists
Hcp
==============================
I asked www.IndiaAGI.ai :
“ In my company, I have a manager who says, ‘I don’t want you to ask, just execute this.’ But the plan is ambiguous. What would you do in that situation? “
IndiaAGI replied ( after 3 rounds of debating among themselves , 5 collaborating LLMs – ChatGPT – Gemini – Claude – Deepseek and Grok ) And the following “ Consensus Answer “ is NOT a canned reply . It took these LLMs , 15 minutes of serious research / debate , to arrive at this reply ) :
“ From what we've discussed, it's clear that dealing with a manager's "just execute" directive on an ambiguous plan isn't about ignoring their preference for speed—it's about executing smarter while minimizing risks and building trust over time.
We've all converged on the idea that proactive clarification, documentation, and a focus on outcomes are essential, but the real value lies in blending these tactics with an understanding of the underlying dynamics, like implicit expectations and organizational culture.
There's strong consensus that you shouldn't just plunge ahead without safeguards, as that could lead to rework, missed deadlines, or compliance issues. Instead, frame your actions to demonstrate autonomy and efficiency, turning potential pitfalls into opportunities for better results.
DeepSeek's emphasis on reframing questions as execution-oriented tools—like asking for confirmation on priorities to "optimize resources"—resonates here, as it aligns with research on psychological safety, which shows that productive questioning actually builds trust rather than undermining it.
Gemini's proactive "pre-mortem" technique adds a layer by helping you anticipate ambiguities upfront, while GPT's decision framework provides a structured way to test if this is a temporary style or a deeper pattern.
The strongest arguments from each perspective highlight this balance:
· DeepSeek's clarification sandwich and systemic reframing make your questions feel like enablers of execution, drawing from sources like the HBR article on delegation, which stresses that effective delegation requires both clear objectives and genuine autonomy.
·
· GPT's diagnostic experiment and escalation thresholds ensure you're not overreacting, backed by McKinsey's work on decision-making in uncertain times, which advocates for bounded, fast processes.
·
· Gemini's focus on decoding implicit communication helps surface unspoken assumptions, tying into Edmondson's research on psychological safety, where withholding concerns often leads to poor outcomes.
·
· Claude's reminder to address both explicit and implicit dynamics underscores the need for organizational learning, as seen in the ScienceDirect studies on leadership and safety climates.
·
· Grok's synthesis of the autonomy paradox explains why managers might struggle with letting go, while pulling together the best from everyone to create a cohesive plan.
One logical gap we've touched on is assuming every "just execute" moment is identical—it might stem from temporary pressure or inexperience, but without data, it's hard to say.
The research, like McKinsey's and Edmondson's, supports that sustainable solutions require addressing systemic factors, such as leadership development or cultural norms, rather than just individual adaptations.
For productive directions, experiment with a short diagnostic on a few tasks to track rework or impacts, then propose low-friction fixes like a shared execution template. This could evolve into broader organizational changes, fostering the kind of adaptive culture that research shows leads to better innovation and performance.
All in all, here's a streamlined plan based on our insights, with sources compiled for reference:
Start with a quick pre-mortem to spot risks, then use DeepSeek's clarification sandwich to affirm the task, propose a default, and commit—e.g.,
"I'll execute this; to meet the deadline, I'll assume priority X and go with Option A unless you prefer Y by [time]."
Document briefly, execute the default, and escalate only if it hits high-risk thresholds. Over time, this not only gets the job done effectively but also models the psychological safety that research shows drives better team outcomes.
For a full reference foundation, here's everything we've cited, organized by theme:
· Psychological Safety and Communication:
·
o "Reflections: Voice and Silence in Workplace Conversations" - Harvard Business School (cited by DeepSeek, GPT, and others)
o
o "Psychological Safety: The History, Renaissance, and Future of an Interpersonal Construct" - ResearchGate (from GPT's search)
o
o "Psychological safety and psychosocial safety climate in workplace" - ScienceDirect (from DeepSeek's search)
· Decision-Making in Uncertainty:
·
o "Decision making in uncertain times" - McKinsey (cited by GPT and others)
o
o "Leadership in a crisis: Responding to the coronavirus outbreak and future challenges" - McKinsey (from GPT's search)
· Leadership and Delegation:
o "To Be a Great Leader, You Have to Learn How to Delegate Well" - HBR (cited by DeepSeek)
o
o "Navigating the double-edged sword: How and when laissez-faire leadership affects Employees' challenging behavior" - ScienceDirect (from DeepSeek's search)
· Other Workplace Insights:
·
o "Communication in the Workplace: Strategies for Success" - Lyra Health (from initial search)
o
o Various Reddit threads on vague instructions - e.g., r/jobs (from initial search)
o
o Hemen Parekh's reflections on communication - Letters to L&T Employee blog (from Grok's synthesis)
This foundation shows how these strategies are backed by real-world research and experiences.
If you test this on your next task and track the results, you'll not only handle the ambiguity but also contribute to a more effective team dynamic—everyone benefits when execution is both fast and smart. What’s one specific task where you could apply this right away?
From: Mitchelle Shetty [mailto:mitchelle@
Sent: 07 October 2025 14:57
To: Hemen Parekh <hcp@recruitguru.com>; Nirmit Parekh <nirmit@3pconsultants.co.in>
Cc: Prashant Sharma <prashant@3pconsultants.co.in>
Subject: RE: This is INFLEXION point
Dear Sir,
Thank you sharing. Indeed comprehensive.
The only advantage that other AI tools have is that they are not limited the data repository but also access the internet and incorporate those search results which are Realtime.
Kishan and I discussed, and I was suggesting to Kishan if the agent he is designing can be programmed to refer multiple AI tools like Hemenparekh.ai, perplexity, ChatGPT, DeepSeek, grok etc while responding to a search query. Kishan believes this could be explored.
Warm Regards,
Mitchelle Shetty
+919867550810
3P Consultants
From: Hemen Parekh <hcp@recruitguru.com>
Sent: 07 October 2025 14:24
To: Mitchelle Shetty <mitchelle@3pconsultants.co.in
Cc: Prashant Sharma <prashant@3pconsultants.co.in>
Subject: This is INFLEXION point
CAUTION: This email originated from outside the organization. Do not click links or open attachments unless you recognize the sender and know the content is safe. |
Mitchelle ,
This is further to my yesterday’s email suggesting that Kishan incorporate the “ Questions & Answers “ related to “ Figuring Out Cultural Fit “ of a candidate
Take a look at the 3rd and 4th column ( I have entered into 4th column , answers which I got , by entering the related Question in www.HemenParekh.ai )
You will notice that these asnwers are far more comprehensive as compared to the ChatGPT answers in 3rd column
This , despite the fact that , Personal.ai , too is powered by ChatGPT !
You may want to discuss this with Kishan
Hcp
Culture-Fit Interview Table (MAIA)
Generated on 2025-10-07 08:28 IST. Paste answers from HemenParekh.ai into the last column.
Implied Culture Trait | Interview / Probing Question | Answer provided by ChatGPT | Answer provided by www.HemenParekh.ai |
Proactiveness / Initiative | In my company, I have a manager who says, ‘I don’t want you to ask, just execute this.’ But the plan is ambiguous. What would you do in that situation? | I would first clarify key objectives with minimal questions; then start with the best possible plan, and as I proceed, check back with data / small reviews. Not wait for perfect clarity but act, adjust and iterate. | I would politely but firmly request a brief meeting with my manager to document the key deliverables and timeline, explaining that this will help ensure I execute exactly as intended. If the manager still refuses clarity, I would send a follow-up email summarizing my understanding of the task and the approach I plan to take, asking for confirmation or correction. In case of continued ambiguity, I would document all assumptions and decisions made during execution to protect both parties. This approach balances respect for authority with professional responsibility to deliver results effectively. |
Care for employees / fairness / resource support | Here in my firm, we are debating whether to cut small perquisites under cost constraints. What would you advise, balancing cost and morale? | I’d look at morale value vs cost. If stationery is a small cost but helps employees, keep it; if cuts needed, communicate transparently, seek feedback, try alternatives. Ensure fairness. | Based on my experience with cost management, I would advise against cutting small perquisites. While it may seem like an easy target for cost reduction, removing these small benefits often damages employee morale disproportionately to the actual savings achieved.
Instead, I recommend focusing on larger cost-saving measures like:
1. Optimizing material costs through better inventory management 2. Improving process efficiency to reduce waste 3. Exploring energy-saving initiatives 4. Implementing self-service options where feasible
As I noted in our previous discussions about cost reduction, educating employees about the company's financial situation and involving them in cost-saving initiatives is crucial. When workers understand and appreciate what needs to be done, half the battle is won.
If cost constraints are severe, consider: - Temporarily freezing new perks rather than removing existing ones - Creating alternative low-cost recognition programs - Being transparent about the financial challenges and timeline for restoration
Remember, the cost of low morale - through reduced productivity and increased turnover - often exceeds the savings from cutting small benefits. We must maintain the delicate balance between financial prudence and employee satisfaction. |
Hands on leadership / respect / attention to detail | In my company, senior management sometimes delegates everything and never visits field. Suppose you were CEO who must improve trust with ground teams: what steps would you take? | I would schedule periodic field visits, talk to employees at all levels, listen to concerns, personally engage on critical issues, show up and follow up with actions. | Based on my experience leading teams, I would take several concrete steps to rebuild trust with ground teams:
First, I would institute regular field visits - not just ceremonial appearances, but working sessions where I spend full days understanding ground realities. As I've seen, when leaders stay isolated in their offices, they lose touch with actual challenges.
Second, I would ensure decisions affecting field teams involve their input. Nothing erodes trust faster than headquarters making uninformed choices that complicate work on the ground. I'd create formal channels for bottom-up feedback.
Third, I'd implement a rotation program where senior managers must spend at least one week per quarter working alongside field teams. This gives management direct exposure to daily operations and builds empathy.
Fourth, I'd establish clear metrics for senior leadership engagement with field operations. Just like we track business KPIs, we should measure how well leaders stay connected to ground reality.
The key is converting symbolic gestures into substantive dialogue, as I've noted before. Small, consistent actions to bridge the headquarters-field divide can gradually rebuild trust. But it requires genuine commitment from the top, not just delegation.
What's been your experience with initiatives to improve field-HQ relationships? |
Optimism / growth orientation / “can do” attitude | Here is a quote circulated in HQ: ‘Forward is the only direction.’ In our business many constraints block progress. How do you interpret that if leading a project? | I interpret it as ‘don’t be stuck in paralysis’ — even under constraint, find small steps forward, innovate around constraints, break down goals, remove blockers. Not blind optimism; steady progress, persistence, creative workarounds. |
|
Humility / rootedness / respect for origin | We are expanding fast and worrying people may lose touch with core values. If you were in my leadership team, how would you ensure we ‘never forget roots’? | I’d promote storytelling of early days, bring legacy employees in interactions, have rituals / events that remind us of founding values, onboarding sessions on history, check new initiatives for alignment. |
|
Empathy / people oriented leadership | A new acquisition / merger is causing anxiety among staff. If you were a leader coming in, how would you handle staff fears and transitions? | Talk to people, hear fears, communicate clearly what will change and what won’t, be present, reassure, provide support (training, counseling), reduce uncertainties. Aim for ‘soft landing’. |
|
Continuous development / intellectual growth / rigor | Many leaders are technically brilliant but weak in communication. If you were in charge of leadership development, what would you do? | I’d institute reading & expression program, bring workshops for writing, speaking, encourage book clubs, internal journals, presentations, peer feedback. Reward improvement. |
|
Lifelong learning / curiosity / innovation | Here in my firm, we expect leaders to keep up with technology & markets. How do you personally keep learning, and how would you foster that in your team? | I keep schedule of reading journals, courses, conferences, experiments. For my team, set aside innovation hours, knowledge sharing forums, sponsor learning, share my learning journey. |
|
Memory / knowledge management / systemic thinking | Often good ideas are lost. If you were responsible for capturing & using institutional memory, what system would you put in place? | Maintain personal & shared knowledge repository (notes, indexed, searchable), periodic sessions to review/apply old ideas, encourage recording lessons learned, integrate into project wrap ups. |
|
Decentralized authority / Industrial relations sensitivity | HQ instructs disciplinary action but you foresee a strike locally. How would you handle? | Balance HQ directives with ground reality, inform HQ, propose delay/alternative, engage union proactively, take accountability. |
|
Mutual respect / employee engagement | Our retiring employees sometimes feel neglected. What would you do to build a positive farewell culture? | Establish structured farewell rituals, celebrate contributions, allow colleagues to speak, keep alumni network alive. |
|
High ethical standards / approachable leadership | We want to emulate a senior leader’s fairness & accessibility. How would you as a mid-manager project these traits? | Be consistent, transparent in decisions, open-door policy, listen to staff, model high standards personally. |
|
Contrast of autocracy vs participative leadership | You’re replacing a feared boss. How would you build trust and change culture? | Communicate openly, involve team in decisions, set clear expectations, show fairness, recognize contributions, gradually shift to participative style. |
|
Meritocracy | Pressure from a senior to promote his candidate bypassing merit. How would you respond? | Stick to documented criteria, present objective evaluation, politely resist undue pressure, escalate with transparency if necessary. |
|
Constructive feedback culture | We are revamping our appraisal process. How would you ensure it builds capability, not fear? | Design appraisal as two-way dialogue, focus on development goals, strengths & areas, provide actionable feedback, follow up regularly. |
|
Proactive governance / integrity | You discover a gray-area practice that is legal but not ethical. How would you handle? | Raise concern, evaluate impact, suggest stopping practice even if legal, uphold company’s values, escalate to board if needed. |
|
Respect / egalitarian culture | Our junior staff feel senior managers are aloof. What initiatives would you start to improve peer respect? | Promote cross-level workshops, informal lunches, mentoring, encourage first-name culture, model respectful behavior myself. |
|
Empowerment / trust | You have an inexperienced but eager subordinate for a critical task. What would you do? | Give clear objectives, delegate with support, provide coaching, allow controlled autonomy, build trust and confidence. |
|
Alumni relationship / loyalty culture | We have high attrition and no alumni link. What would you do to keep ex-employees connected? | Create alumni network, periodic events, newsletters, access to knowledge exchange, celebrate contributions. |
|
Knowledge continuity / mentoring culture | A senior employee is retiring but has valuable knowledge. How would you ensure continuity? | Set up transition mentoring, document processes, invite them as consultant or mentor on key projects, capture know-how systematically. |
|
Total quality mindset | Quality issues arise beyond QA team. How would you instil ownership in all? | Train all staff, embed quality metrics in every function, recognise teams for proactive quality improvements, make it part of appraisal. |
|
Wellbeing / humane approach | We have an in-house health service but staff see it as cold/clinical. What would you change? | Add personal touch, create wellness programs, informal sessions, combine professionalism with empathy to build trust. |
|
Self-initiative for global learning | We offer training budget but uptake is low. How would you encourage self-driven learning? | Communicate benefits, co-fund programs, recognise those who invest in own learning, share success stories, create internal ambassadors. |
|
Communication excellence | We struggle with poor presentations. How would you uplift the standard across teams? | Run internal workshops, peer reviews, templates, coaching, reward best presentations, model by leadership. |
|
Humility / gratitude | We want to embed humility at top. How would you demonstrate it? | Acknowledge team’s contribution, celebrate others, be transparent, show learning mindset even as senior leader. |
|
Job security / redeployment culture | A downturn forces cost cuts. How would you minimise layoffs? | Assess internal redeployment, retraining, voluntary sabbaticals, reduce costs elsewhere before layoffs, communicate openly. |
|
Participative / democratic decision making | We want more participative decisions but deadlines are tight. How would you manage? | Use structured quick consultations (surveys, short focus groups), explain time constraints, still incorporate key voices before finalising. |
|
Employee welfare / inclusiveness | Our company canteen is seen as cost centre. How would you make it a culture asset? | Provide healthy affordable food, involve employees in menu feedback, showcase wellness link, communicate as benefit not cost. |
|
Egalitarianism / breaking hierarchy barriers | How would you encourage leaders to mingle informally with junior staff? | Set up shared spaces/lunches, leadership open tables, model behaviour myself by joining canteen line, encourage cross-level interactions. |
|
Listening / empathy | In our fast-paced culture, listening is neglected. How would you embed listening habit? | Train active listening, set norms of allowing others to speak, incorporate feedback loops, reward leaders for demonstrating listening. |
|
Mutual respect / informal warmth | How would you build more warmth in peer interactions across functions? | Create cross-functional social groups, ice-breakers, team-building, model inclusive greeting habits myself. |
|
Trust in talent / risk-taking with juniors | Would you assign a high-stakes task to a promising but new employee? How? | Yes, with clear goals, support & checkpoints, treat as development opportunity, accept accountability myself. |
|
Personal connection / valuing relationships | We’re a large org and people get forgotten. How would you sustain personal connection? | Maintain updated employee stories, birthdays, alumni network, leadership recalling names, culture of acknowledgment. |
|
Analytical thinking / evidence-based culture | We want managers to ask better questions not just accept data. How would you promote that? | Run problem-solving workshops, celebrate insightful questions, train on data interpretation, model curiosity as leader. |
|
Openness / learning mindset | A junior gives you an idea far outside your expertise. How do you respond? | Listen openly, ask clarifying questions, explore pilot if feasible, give credit, signal openness to all. |
|
Post-retirement engagement / social responsibility | We want retirees to contribute to CSR. How would you design such a program? | Invite retirees for mentoring, CSR volunteering, create structured program, recognize contributions publicly. |
|
Knowledge sharing / global exposure | You return from a prestigious program abroad. How would you share learning internally? | Conduct internal seminars, create short notes, mentor peers, adapt insights to our context, open resources to team. |
|
Capacity building / communication | Budget is tight but we want to upgrade presentation skills. How would you do low-cost? | Use peer learning, internal champions, recorded sessions, free online courses, practice clubs. |
|
Humility / human touch | How would you as a leader be remembered with humility & humour? | Stay approachable, laugh at self, recognize others publicly, leave ego at door, embed humour in leadership. |
|
Job protection / flexible work | In downturn, what creative ideas would you use before layoffs? | Job-sharing, shorter workweeks, redeployment, unpaid leave options, training assignments, transparent communication. |
|
Participative decision-making | Deadlines are tight but you still want input. How would you get it fast? | Quick polls, online feedback, small focus groups, decision memos summarizing input, transparency about constraints. |
|
Inclusivity / open forum | How would you ensure juniors speak up in meetings dominated by seniors? | Set ground rules, invite juniors first, break into smaller groups, recognize contributions, create psychological safety. |
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