Overview

Most decisions at work are not made in systems, meetings, or strategy decks. They are made in messages people hesitate to send, in words they soften, and in truths they quietly work around. That environment already exists. Most organizations operate inside it every day. When work breaks down, it is rarely because technology failed or process was missing. It breaks because people adapt to incentives, fear, ambiguity, and unspoken rules. Those adaptations leave evidence. They accumulate in emails, chats, documents, and handoffs. Over time, everyday communication becomes the place where judgment actually occurs, and where intent can be observed rather than declared. AI enters this environment without understanding context, politics, or consequences. It processes what it is given. But because it operates at scale, speed, and proximity to daily work, it makes patterns visible that were previously diffuse, ignored, or easy to rationalize away. Not because it is insightful, but because it is literal. What becomes visible is often uncomfortable. This book examines why organizations routinely misunderstand how work is really done, why transformation efforts fail even when the strategy is sound, and why AI surfaces coordination and accountability problems leaders did not realize they were managing implicitly. Not through predictions about the future of work. Through close attention to how decisions, judgment, and responsibility already move through everyday communication. You will start noticing: Where decisions quietly shift outside formal processes How responsibility blurs without anyone explicitly choosing it Why tools amplify existing behavior rather than correcting it This is not a how to guide, a productivity system, or a manifesto. It is written for people accountable for outcomes, who can sense that something is missing in how AI now fits into their daily work, and who want a clearer way to understand that relationship before it quietly reshapes how decisions and responsibility actually work. If AI is already embedded in daily work, this book offers a way to understand what it makes visible, so you leave with clearer judgment about how decisions, responsibility, and trust are actually forming.

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David Dean is a technology strategist, advisor, and author focused on the intersection of human behavior, work, and artificial intelligence. With more than seventeen years of experience working alongside executives, operators, and frontline teams, he has helped organizations navigate large-scale change across healthcare, finance, public sector, and enterprise environments. His work centers on understanding how work actually happens inside organizations and how emerging technologies expose the gaps between intention, process, and reality. David writes and speaks for leaders who are accountable for outcomes and want clearer insight before adopting new tools, strategies, or transformations.

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