Sep 23, 2026 · 27 min · 13 segments
Everyone's talking about the intelligent future. Faster models. Smarter systems. Better automation. More synthetic output. But this week's guest poses a deeper question: **If everyone is building the…
Mike BrownGuest
Adam W. BarneyHost
Well, I think you're kind of hitting the nail on the head when you go back to the leadership side, because what I'm talking about matters to not just the end product, but it matters to who are the people who are building that work.

And so I think I've been digging into the whole workplace idea, design for workplace, and the organizational psychology of belonging, and how work is done.

I think what's fascinating about it, there's a lot of organizations that are starting to understand that, yes, we all have remits, and yes, we all have ROI, and yes, we all have expectations of the business return.

But there are ways to shuffle the pot again and say to the teams we lead and how we direct to let those people reclaim the human side of what they're doing.

It's not always about efficiency optimization spitting out enormous amounts of work and volume because That's what's needed.

But what I'm trying to argue through a philosophy and a mindset shift is there is value, even baby steps of setting the creative process as designers, as creative thinkers, as integrated minds where we think across disciplines.

The human experience is all about the messiness, the sloppiness, the non-linear paths.

So I think to answer your question, I feel like when leaders of teams, and I've led creative teams at architecture firms, at production companies, at experiential groups, when leaders create the conditions for their teams to recognize what they're capable of, there becomes more ownership They're more present, they're more mindful, they're given agency to take risk.

And so I think that's the leadership side of this conversation is that instead of focusing and prioritizing the outcomes and optimization and speed and volume, let's reconsider the process.

How are we gonna get there? Because ultimately, and there's a lot of people who have a lot of deeper experience than I do, who can say, yeah, here's the proof of this.

Well, I think you're kind of hitting the nail on the head when you go back to the leadership side, because what I'm talking about matters to not just the end product, but it matters to who are the people who are building that work.

And so I think I've been digging into the whole workplace idea, design for workplace, and the organizational psychology of belonging, and how work is done.

I think what's fascinating about it, there's a lot of organizations that are starting to understand that, yes, we all have remits, and yes, we all have ROI, and yes, we all have expectations of the business return.

But there are ways to shuffle the pot again and say to the teams we lead and how we direct to let those people reclaim the human side of what they're doing.

It's not always about efficiency optimization spitting out enormous amounts of work and volume because That's what's needed.

But what I'm trying to argue through a philosophy and a mindset shift is there is value, even baby steps of setting the creative process as designers, as creative thinkers, as integrated minds where we think across disciplines.

The human experience is all about the messiness, the sloppiness, the non-linear paths.

So I think to answer your question, I feel like when leaders of teams, and I've led creative teams at architecture firms, at production companies, at experiential groups, when leaders create the conditions for their teams to recognize what they're capable of, there becomes more ownership They're more present, they're more mindful, they're given agency to take risk.

And so I think that's the leadership side of this conversation is that instead of focusing and prioritizing the outcomes and optimization and speed and volume, let's reconsider the process.

How are we gonna get there? Because ultimately, and there's a lot of people who have a lot of deeper experience than I do, who can say, yeah, here's the proof of this.
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