The question “What should this person stop doing?” feels especially important to me.
AI projects are often evaluated by what the system can now do, but that does not necessarily tell us whether any work actually left the human’s plate. The visible task may be automated while review, correction, exception handling, and coordination simply move somewhere less visible.
So perhaps one useful test of redesign is not just “what can AI do now?” but “what no longer requires this person’s attention — and what still comes back to them for judgment?”
That seems like a clearer way to distinguish automation from actual delegation.
Thanks, Darcie — I read Part 2. The three realities framework is a useful way to make change more concrete, especially the emphasis on surfacing invisible work before redesigning it. Thanks for sharing it with me.
The question “What should this person stop doing?” feels especially important to me.
AI projects are often evaluated by what the system can now do, but that does not necessarily tell us whether any work actually left the human’s plate. The visible task may be automated while review, correction, exception handling, and coordination simply move somewhere less visible.
So perhaps one useful test of redesign is not just “what can AI do now?” but “what no longer requires this person’s attention — and what still comes back to them for judgment?”
That seems like a clearer way to distinguish automation from actual delegation.
Thank you for sharing! I appreciate your insight and consideration. I'd love your thought on Part 2 of this article where I explore putting some of this into practice: https://www.strategylayer.com/p/if-change-is-the-only-constant-why
Thanks, Darcie — I read Part 2. The three realities framework is a useful way to make change more concrete, especially the emphasis on surfacing invisible work before redesigning it. Thanks for sharing it with me.
Amazing! I am happy to hear you like the framework, let me know if you end up using it. :)