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Tips and Tricks for AI Prompt Writing According to ITX Research

There is no magic bullet to making AI chatbots (aka Large Language Models[1]) perfectly accurate. Even if you follow our guide on Best AI Prompt Writing Practices[2], you may still struggle to get the AI to follow your instructions exactly. But, through our research on best practices, we also found some phrases that can alter how an LLM will respond. 

But first, let’s set a baseline. To observe how much we can affect an LLM’s output, we need to have a control. So, here’s a regular question for Microsoft Copilot, no bells or whistles. Let’s see what we get back (be warned, this is a taffy-heavy post!). 

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Best AI Prompt Writing Practices According to ITX Research

ITX is no stranger to experimenting with new and interesting technologies. Of course, hot-button and top-of-mind is AI-generated content: does it have a place within copywriting?

And while we at the ITX Content Team believe it does, we’ve continued to investigate the technology. Our research, which includes several internal experiments, has led us to believe that it could be a useful tool for a content writer, with some major caveats

So, how can you get the most out of a large language model (LLM)? If rumors are to be believed, everyone’s already using AI for everything. If that’s true, then how does anyone stand out if we’re all using the same programs?

Really, there is no secret. There are many different schools of thought, and some tricks you can use to improve an AI’s output, but it’s up in the air at the moment. Our general philosophy: to get good out, you’ve got to put good in.

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Objective Prioritization is Impossible

The prioritization of anything complex must be a collaborative process.

According to Dictionary.com, the first two definitions of priority are listed as:

  1. The state or quality of being earlier in time, occurrence, etc.
  2. The right to precede others in order, rank, privilege, etc.; precedence.

We use the term a little differently in the software development industry.

In our world, prioritization is –

The art of combining everything we think we know about the past with the fixed resources we have right now to predict the order in which to do things to improve our collective future.

It is complicated, imperfect, and messy. The most powerful prioritization schemes are those which align our teams and empower them to make better decisions.

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Great Visions Unlock Human Potential

Getting the Vision Right is Hard Work – But It’s Vital to Team Success

A great vision is one that unlocks human potential and creativity by painting a clear picture of what is possible. Stewarding, adapting, and continuously refining the product vision is the top priority of successful leaders because it is a key driver of the organization’s strategy.

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Where Are The Innovations?

In this blog, ITX EVP of Innovation Sean Flaherty explores where innovation comes from, obstacles that stand in its way, and a simple technique you can share with your teams today for capturing ideas that lead to more innovations.

This blog is a refreshed version of the original, which was first published February 15, 2022, on Medium.

 

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Harness the Power of Discovery: Matching Team Skills to Client Needs

Keys to Stewarding the Client Investment & Maximizing ROI

Getting to the heart of a client’s concern is the crucial first step to delivering an effective software solution. But deciphering complex requirements and balancing competencies between a client and a technology partner can be a daunting task. This is where discovery comes into play.

In our series’ first post, Discovery: Understanding the Problem Space, we learned that discovery begins before kickoff with a client-focused “needs analysis session.”

In this blog, we’ll explore how discovery activities help teams gain powerful insights, establish trust, and deliver impactful solutions as they work to steward the client investment.

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When Teams Celebrate Constructive Feedback, They Win

I was recently given some amazing feedback on a talk that I gave to a group of CEOs in Oklahoma. I took too long and added too many details to my opening story before I explained the context and reason for the story. The CEO who provided the feedback was lost and found himself wondering where I was going. He found himself wandering off. I sometimes get lost in the story when I am speaking and often lose track of my audience. It is not good.

That feedback caused me to seriously revamp the opening of my speech, starting with some direct context early on in the speech. The last couple of talks I gave since the revamp were markedly better and gained more powerful, early engagement from the CEO groups. I was able to turn that feedback into gold immediately. In my early business career, that would not have been the case for me. This is the result of learning how to celebrate feedback when I get it. (p.s. I sent the CEO a small gift to thank him in this case.)

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Setting Objective Measurements Growth

One day, I had a good friend call my cell and say, “I need a team that can pick up the pieces from another vendor. I need help getting these small features out the door in three months or I’m going to lose my job. Can you help me?” For context, the teams I work with have been building software products for two and a half decades and this has happened on more than a few occasions. This time, my team had worked on this technology platform before, and, represented confidently that they would be able to knock the project “out of the park.” Everyone on my team expressed confidence that this was a no-brainer. You might guess where this is going next.

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The Relationship Ladder

On the island of Oahu in Hawai’i is a beautiful, dormant volcanic mountain with a huge crater called Koko Head. On the South slope of the mountain is a challenging hike called the “Stairs of Doom.” The trail is made up of a series of railroad ties from the base of the cone, at almost sea level, that ascends to 885 feet at the summit. It was built to be a short military cog railway for moving munitions and people to the top of the crater to defend Hawai’i during World War II. When you get to the top of what feels like a giant ladder, no matter how good of shape you are in, you are sweating buckets from the hard work. It pays off, however, in a magnificent 360 degree collection of spectacular vistas. To the East, you can see Hawai’i Kai. It includes a bay with cerulean blue water and looking South, the equally impressive Hanauma Bay crater lies below. Inside the Koko Head crater to the North is a botanical garden with spectacular fauna. Relationships are similar; They take work, purposeful investment, and they are built one step at a time.

Building Relationships

If you are fortunate, you have formed a handful of brilliant, life-long relationships with people in your life. My best friend from elementary school is a trusted advisor to me whenever I need a little honest kick-in-the-butt or have some good news about my life to share. While months may go by without seeing each other, when we do get together, we don’t miss a beat. It feels as though we were hanging out just yesterday. Consider your own friendships for a moment. How did those relationships form? Sometimes there is immediate chemistry, but in my experience, the real power in the relationship came after a long period of time that included many serial experiences. Strong, resilient relationships have ups and downs and take some amount of conflict with the commensurate resolution to become strong. All relationships, good and bad, are formed, over time and through steps.

 

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5 Dysfunctions of Using Profit As Your Only North Star Metric

A Momentum-Based Mathematical Tool To Assess Your Blindspots.

A Momentum-Based Mathematical Tool To Assess Your Blindspots. The best teams, who perform with precision, purpose, and efficiency emanate vitality and optimism. These teams universally have great clarity of vision, intrinsic motivation, confidence in the competence of their team, and the proficiency that comes from their ability to execute well together. I call this combination of four leadership levers (vision, motivation, execution, and capabilities), The Momentum Framework. It is represented by a bounded four-quadrant model that represents an organization’s inputs, outputs on the horizontal, and its strategy and tactics on the vertical. When a team is firing on all four of these cylinders, pulling on all four of these levers, it manifests in clarity, creativity, adaptability, and proficiency (represented in the diagram by the orange arrows).

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