"Hey team, can we use AI to help here? The question dropped into the Slack channel before the user research summary. Before the problem was clearly defined. Before anyone asked if users actually needed this feature. Your product manager already generated three interface options in ChatGPT. Now they're asking which one to build. Not whether to build. Not why to build. Which. And when you slow the conversation down to ask those questions, you're about to discover that strategic thinking now reads as bottleneck behavior."
"Sometimes your job is to stay the hell out of the way → "I have tried and completely failed to build a Wolf-like role within two different companies. I used different approaches and different framing in each attempt, but each was a failure. Existing Wolves were, at best, distracted from their work and, at worst, left the company because they felt like I'd forced them into management.""
Design conversations increasingly prioritize whether AI can implement solutions before clarifying user needs, problem definitions, or product purpose. Product managers may generate interface options via AI and push straight to execution without debating whether the feature should exist. Slowing the process to ask why or whether users need a feature risks being labeled a bottleneck. Organizational roles intended to protect strategy or context can be marginalized or fail when pressured into management-like responsibilities. Curated examples emphasize tensions between usability, control, privacy, and the evolving role of design thinking in an AI-enabled product workflow.
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