Advertise on podcast: Facilitation Lab Podcast

In this episode of the New Friction podcast, host Douglas Ferguson interviews Bryon Jacob, a technology advisor and AI strategist who previously co-founded data.world as CTO and spent a decade at HomeAway. Jacob argues that the teams succeeding with AI-assisted software development share one thing in common: rigorous governance — including near-100% automated test coverage, strictly enforced architectural standards, and code bases deliberately organized for agentic development. He explains why zero tech debt has shifted from aspirational to economically necessary, since AI amplifies good patterns and railroads bad ones, making clean, well-documented, thoroughly tested code the prerequisite for real productivity gains. The conversation examines how leaders are rethinking code review, prototyping, and the entire software development lifecycle, including why a CEO drafting a pull request in Claude Code is a fundamentally better spec than any design brief. Jacob closes by drawing the arc from assembly language to compilers to natural language programming, framing today's moment as the natural next step in a decades-long evolution — and a preview of the governance-driven transformation already coming for legal and every other structured profession.

In this episode of the Facilitation Lab podcast, host Douglas Ferguson interviews Yvette Cronje, Head of UX Design for HP's unified consumer app experience, about how design leadership is shifting as AI compresses production time. Cronje argues that AI hasn't removed the hard part of design so much as relocated it: craft is shifting from executing pixels to judgment, taste, and critique, and teams need shared principles and decision frameworks in place before they diverge into AI-generated options, or misalignment simply accelerates alongside execution. She and Ferguson trace how this plays out in practice, from workshops that align teams on principles before production, to using AI as a critique partner and coaching tool rather than a production shortcut, to the delegation and communication skills leaders increasingly need as ICs manage AI collaborators. They also discuss trust, both customers' trust in AI-driven product features and organizational trust in people through constant change, as a central design and leadership problem. The conversation closes on reframing AI anxiety as an opportunity for curiosity and growth rather than a threat to craft or job security.

In this episode of the Facilitation Lab podcast, host Douglas Ferguson interviews Alyssa Coughlin, Director and Chief of Staff for Autodesk's Data, AI, and ML Platform organization, about what it actually takes to move a large engineering company from AI-enabled to AI-native. Coughlin describes how bottlenecks have shifted away from writing code toward code review, deployment permissions, and design decisions now that AI has made execution fast and cheap. She walks through concrete changes her org has made, including abandoning two-week Scrum sprints for Kanban flow, moving from PRDs to spec-driven development consumable by both humans and AI, and building shared "knowledge graph" brains to catch duplicated work before it ships. Throughout, she frames change management as a balance of carrot and stick, arguing that engineers aren't losing their jobs so much as shifting from author to orchestrator, and that managers themselves must stay hands-on with the tools to coach effectively. She closes by describing AI as an amplifier that exposes organizational seams rather than a fix, so the real work is continuously finding and addressing the friction it reveals.

In this episode of the Facilitation Lab podcast, host Douglas Ferguson interviews Jeff Chow, Chief Product and Technology Officer at Miro, about where friction is showing up inside product teams as AI reshapes how work gets done. Jeff describes how PMs prototyping in high fidelity, designers coding, and engineers orchestrating agents are collapsing old role boundaries, and argues the underlying tensions — who owns a decision, who gets paged at 2am, how a designer receives feedback — aren't new, just amplified. Much of the conversation centers on decision-making as the real bottleneck: Jeff makes the case that 10x individual output doesn't translate into 10x business results unless organizations can also accelerate cross-functional alignment and cascade decisions with their underlying context, not just their conclusions. He and Douglas dig into Miro's bet that a shared visual canvas — carrying both artifacts and a decision log of why choices were made — is the connective layer that keeps AI-assisted work and human teams moving together instead of fragmenting into isolated single-player sessions. The two also trade observations on viral AI adoption patterns inside organizations, the psychology of design crits applied to AI-generated work, and the early signs of "ephemeral UI" and custom, vibe-coded widgets reshaping what software teams expect to build for themselves.

In this episode of the Facilitation Lab podcast, host Douglas Ferguson interviews Kristi James, a Lead Change Manager at the World Health Organization's Health Emergencies Programme in Berlin. Kristi traces her facilitation instincts back to childhood event planning and an early corporate career at DHL, where she discovered that sketching out processes and user journeys helped teams see where they belonged, resolve role confusion, and surface disagreement productively. She describes how a coach, Mary Beth Maines, helped her recognize creativity she had dismissed in herself, and how that shift now shapes the way she draws out scientists and doctors at WHO who are more comfortable debating than co-creating. Kristi walks through concrete practices, from visual cues and whiteboards that anchor group memory to 1-2-4-All exercises that convert passive listeners into active participants, and a recent example of using a user-journey diagram to unstick a stalled budget negotiation. The conversation closes on her core belief that visualizing a process doesn't just clarify tasks, it gives groups a safer, more concrete way to name resistance and work through conflict together.

In this episode of the Facilitation Lab podcast, host Douglas Ferguson interviews Joe McLean, Group Product Manager for the AI Stream at Miro, who led the overhaul of Miro's Sidekicks and Flows AI surfaces launched at Canvas 25. Joe traces how his hobbyist love of Eurorack modular synthesizers shaped Flows, arguing that visible, patchable connections reveal what a chat box hides, and that a good tool's structure can enable rather than constrain creativity. He and Douglas dig into what he calls the "visual trace" - treating an AI agent like a new hire who needs onboarding, check-ins, and a replayable record so a whole team, not just one operator, can trust and build on its work. The conversation covers how cheap execution is reshaping product development, from teams showing up to meetings with working prototypes instead of slide decks, to Miro's internal VibeLab tool solving the "Git problem" of AI-generated design branches, to the rise of throwaway personal software built for an audience of one. They close on a candid discussion of the switching costs of chat-interface lock-in and Joe's conviction that the healthiest relationship with AI comes from building things with it, not just asking it questions.

In this episode of the Facilitation Lab podcast, host Douglas Ferguson interviews Taran Lent, Chief Technology Officer at Illumia, about how his organization moved from individual AI experimentation to enterprise-wide capability. Lent describes building an "enablement task force" that deliberately avoided becoming a governing bottleneck, instead creating conditions for employees to play, learn, and share what worked, before this year's push to elevate personal AI habits into shared team and company-wide skills, standards, and vetted tools. He talks about using AI as a contrarian thought partner and even having it grade his own interviewing and meeting behavior, while cautioning that transcripts alone miss tone and body language. The conversation also covers the governance side of scaling AI, including a stakeholder review process for new tools and skills, the four-to-six-week approval timeline for new vendors, and guardrails to prevent incidents like an unauthenticated internal dashboard. Lent connects this to Illumia's recent merger of Transact and CBORD, crediting a shared "humble, hungry, smart" culture for making the integration smoother, and closes by arguing that judgment, creativity, and human discernment remain the differentiators as AI adoption accelerates.

In this episode of the Facilitation Lab podcast, host Douglas Ferguson interviews Sarah B. Nelson, Distinguished Designer at Kyndryl and co-founder of Kyndryl Vital, about why AI's promise to remove friction is actually surfacing the human dynamics organizations have always avoided facing. They unpack how a single word like trust splinters into distinct concerns — model accuracy, data use, organizational credibility — and why treating human in the loop as a rubber-stamp step risks disengagement and stripped-out meaning. Nelson draws on the NeuroLeadership Institute's SCARF model to explain why AI rollouts stall on status, certainty, autonomy, relatedness, and fairness rather than on the technology itself, and shares stories spanning cybersecurity burnout, Holacracy at Zappos, and the extraction economics behind AI training data. The conversation keeps returning to her insistence on designing with people rather than at or for them, and on imagination as the resource most at risk of being engineered out of enterprises chasing speed. She closes with a Buckminster Fuller line she keeps returning to: that people are called to be architects of the future, not victims of it.

In this episode of the New Friction podcast, host Douglas Ferguson speaks with Peter Bell, founder of Gather.dev and author of the forthcoming O'Reilly book Scaling AI Adoption in Engineering. Bell draws on his work running invite-only peer communities for senior engineering leaders to diagnose why most organizations stall out in AI pilot mode rather than achieving meaningful transformation. The conversation maps three distinct patterns of engineer resistance—skeptics burned by early models, craft-focused developers who resist the shift toward managing agents, and those with principled objections to AI—and offers concrete tactics for reaching each group. Bell and Ferguson explore how AI amplifies existing organizational health: strong DevOps practices compound upward while process debt scales its dysfunction. They examine the mandate trap, measurement via token usage as a diagnostic rather than a performance metric, and the non-negotiable role of psychological safety in any serious adoption effort. The episode closes with Bell's call for engineering leaders to build hands-on with current models, arguing that firsthand intuition—not secondhand reports from a VP of AI—is what this transition demands.

In this episode of the New Friction podcast, host Douglas Ferguson speaks with Jeff Grabill, Dean of the College of Arts and Sciences at the University at Buffalo, recorded in the immediate aftermath of the IHE US AI Summit 2026, which both men attended. Grabill recounts what emerged from that two-day working convening — the foundation of the Buffalo Statement, a collective public agenda for AI in higher education — and reflects on why the room's patience, grounded confidence, and willingness to question prior assumptions exceeded his expectations. The conversation explores why universities, often criticized for moving slowly, may possess exactly the right instincts for AI transformation: designing conversations intentionally, engineering productive friction, and moving fast and slow at the same time. Ferguson and Grabill dig into how AI has relocated rather than eliminated friction — particularly in learning environments, where effortless output now threatens the productive struggle that actually builds expertise and ideas. They close on a librarian's insight from the summit — "I don't care if AI created it, I care if it's true" — and Grabill's call for businesses and universities to actively seek one another out as partners in working through this moment.

In the inaugural episode of New Friction, host Douglas Ferguson and Erik Skogsberg explore how AI has shifted organizational friction from execution to decision-making and alignment. While AI accelerates production, it magnifies existing dysfunctions when teams lack collaborative habits. They introduce the concept of "multiplayer AI"—moving beyond individual productivity gains toward team-level collaboration. The conversation emphasizes that facilitation, judgment, and organizational health are now the critical differentiators. Practical takeaways include assessing whether your organization operates in "single player" or "multiplayer" AI mode and intentionally slowing down at key decision points to maximize human impact.

New Friction is a podcast from Douglas Ferguson on the real organizational challenges of AI transformation. AI made execution almost free but most organizations are still stuck. Not because the technology doesn't work, but because the people problems got harder: decision-making, governance, and trust friction. Each episode features practitioners navigating AI change at ambitious organizations — what broke, what they tried, and what actually worked. We explore the shift from building to deciding, the 4x perception gap between leaders and the workforce, multiplayer AI organizations, and how the next generation learns judgment. Episode 1 drops May 26, 2026.

"I showed up just wanting to observe, but a deep prompt and a one-on-one conversation led to a beautiful, unexpected connection." - Erin Warner In this episode of the Facilitation Lab podcast, host Douglas Ferguson interviews Erin Warner, founder of Head + Heart Coaching and Facilitation. Erin shares her journey from traditional leadership training to interactive facilitation, emphasizing the power of peer learning, rituals, and the "flow channel" for team engagement. She discusses authentic facilitation, embodied practices, and her holistic "3D wellness" approach. Erin also explores how words and self-talk shape reality, encouraging leaders to foster connection, courage, and creativity. The episode highlights facilitation as a transformative tool for personal and collective growth in organizations and beyond.

"I wondered what would happen if I opened a C-suite meeting with a dad joke or a meme, and it made people actually look forward to coming." - Renita Joyce Smith In this episode of the Facilitation Lab Podcast, host Douglas Ferguson interviews Renita Joyce Smith, CEO of Leap Forward Coaching and Consulting. Renita shares her journey into facilitation, emphasizing the importance of authenticity, humor, and humanity in meetings. She discusses how facilitation bridges structure and human connection, offers practical techniques for engagement, and highlights the transformative impact of skilled facilitation on organizational culture. Renita also explores the role of technology, the value of adaptability, and the need to prioritize human connection in the workplace, leaving listeners inspired to lead with empathy and authenticity.

"When I started my career, people said there's no way a computer can create real human connection, and I was like, I think it can." - Sophie Bujold In this episode of the Facilitation Lab podcast, host Douglas Ferguson interviews Sophie Bujold of Cliqueworthy. Sophie shares how her early experiences in MIRC chat rooms shaped her approach to building human-centered, connected communities. They discuss the importance of trust, generosity, and adaptability in online spaces, as well as Sophie's journey from digital explorer to expert facilitator. Sophie reflects on lessons learned, balancing structure with emergent conversations, and her impact on social causes, including the UN Sustainable Development Goals. The episode highlights the enduring power of technology and facilitation to foster authentic connection and belonging.