Maury PostalGuest
Karen DoakHost
I do a lot of writing and publishing and I have zero audio visual editing skills of any kind.

There were indicators for what to cut, what to add, what to record, what needed a light patch, blah, blah, blah, blah, blah.

Every time we did another round, Claude would add some kind of new graphic, new feature, new indicator.


And Most frustratingly, words would just disappear from the transcript, which was a problem because preserving every word and telling me what to do with it was literally the entire point.

I needed an accurate transcript that showed me what to cut and fix so I could make those changes and descript my editing software.

And what I got was a beautiful, organized, increasingly colorful document that did not do the job I needed it to do.

And The output looked better, the process was questionably faster, but the underlying material was wrong.

And I keep thinking about that because it kind of captures one of the stranger risks of working with AI.

It can produce something polished enough that you don't immediately notice it has solved a completely different problem from the one you actually had.

Two weeks ago, my friend and former colleague, Maury Postel, joined me to talk about why the creative brief isn't paperwork before the real work.

But our conversation kept going because Maury and I have never been especially gifted at ending a conversation.

And once you start talking about direction, alignment, and process in 2026, you inevitably end up talking about AI.

You don't need to have heard part one first, although obviously I would love it if you did.

This time we're talking about what happens when AI makes execution faster and cheaper, but doesn't necessarily make the direction any better.

I'm Karen Doak, and this is OK, Actually, a show about what's really going on at work and what we can do about it.
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I do a lot of writing and publishing and I have zero audio visual editing skills of any kind.

There were indicators for what to cut, what to add, what to record, what needed a light patch, blah, blah, blah, blah, blah.

Every time we did another round, Claude would add some kind of new graphic, new feature, new indicator.


And Most frustratingly, words would just disappear from the transcript, which was a problem because preserving every word and telling me what to do with it was literally the entire point.

I needed an accurate transcript that showed me what to cut and fix so I could make those changes and descript my editing software.

And what I got was a beautiful, organized, increasingly colorful document that did not do the job I needed it to do.

And The output looked better, the process was questionably faster, but the underlying material was wrong.

And I keep thinking about that because it kind of captures one of the stranger risks of working with AI.

It can produce something polished enough that you don't immediately notice it has solved a completely different problem from the one you actually had.

Two weeks ago, my friend and former colleague, Maury Postel, joined me to talk about why the creative brief isn't paperwork before the real work.

But our conversation kept going because Maury and I have never been especially gifted at ending a conversation.

And once you start talking about direction, alignment, and process in 2026, you inevitably end up talking about AI.

You don't need to have heard part one first, although obviously I would love it if you did.

This time we're talking about what happens when AI makes execution faster and cheaper, but doesn't necessarily make the direction any better.

I'm Karen Doak, and this is OK, Actually, a show about what's really going on at work and what we can do about it.