Short on Time? Listen to a narration of "Technology and the Human Factor" by the author, Shelby L Smith.
As technology continues to evolve, especially with the advancements in AI, sometimes we need to remember the human factor. It is easy to become absorbed in learning all the new tools and technology available, grasping the possible ways in which automation can be implemented, simplifying our everyday tasks. AI and technology are not capable of replacing the human mind. Behind all that technology is a person directing how the tools are used and how the design will be completed. Those people operating the technology are real humans with emotions, not computers, and they are surrounded by families and friends who want to spend time with them.
Projects typically have deadlines, which leads to stress and tension within the project team. Even when no one means to apply pressure, it builds slowly, seeping into conversations, timelines, and shoulders already heavy with expectation. We are not machines, built to run endlessly without pause. Sometimes there are knowledge gaps that need to be addressed and questions to be answered. Outside of all the responsibilities we carry at work, there are the personal ones that never go away, such as doctor appointments, family emergencies, aging parents, children needing rides, or simply the mental to-do list running in the background. You never know what additional factors are weighing on the minds of your coworkers. We are not privy to all the intimate details of each other’s lives. We are told to check it at the door, leaving our personal lives and issues to be picked back up when we leave the office. However, can you really ignore all those outlying factors? Can you really erase those thoughts for the eight or ten hours you’re expected to focus, meet deadlines, and perform? The truth is, no matter how hard we try to compartmentalize, life always finds its way in. We do our best to push those thoughts aside and refocus, but we’re only human.
This isn't a passing feeling. It’s something that lingers, and the numbers only confirm what many of us already know deep down. The American Psychological Association’s Work in America survey from 2023 shared that 77% of employees reported work-related stress in the past month. More than half stated they were emotionally drained, unmotivated, or simply unable to focus. These aren’t isolated cases. This is the weight that so many people carry with them to work each day, quietly and without acknowledgment.
This goes deeper than individual stress. It reflects gaps in how many organizations are structured to support the people doing the work. Burnout, anxiety, and presenteeism are rising, especially in industries like ours. A 2023 study by Deloitte revealed that 70% of professionals believe their employers aren’t doing enough to prevent or alleviate burnout. That disconnect can be crushing. Not because leadership doesn't care, but because the signs of stress aren’t always visible. When the emotional toll goes unnoticed, it becomes harder to speak up. Harder to ask for help. Harder to keep pushing forward.
We all take a level of pride in the work that we produce. We pay attention to the details, and we do our best to deliver quality. But we can only go as far as our knowledge allows us. There comes a point when we need guidance, support, or simply someone to share the load. Those in leadership play a vital role in staying connected to the work and to the people doing it. Recognizing when it’s time to lean in, not with judgment, but with guidance, perspective, and support, can make a lasting difference. When that kind of presence is felt, it doesn’t just strengthen the design. It builds trust, confidence, and a shared sense of purpose.
No matter how advanced our tools become, they do not replace the value of lived experience or the growth that happens through mentorship. No machine can teach us how to think critically or navigate the nuances of a complex design. That kind of development comes from people who are willing to teach, to guide, and to invest in others. At the end of the day, we are still the ones making decisions, interpreting constraints, and shaping the outcome. There is still a lingering misconception that the technology is doing more work, when in reality, it is the human behind the screen bringing everything to life.
According to a 2021 report from Autodesk and FMI, AEC professionals spend up to 35% of their time fixing mistakes, chasing down missing information, or trying to untangle miscommunications. That’s over a third of our time spent not moving forward, but recovering from everything that didn’t go right the first time. It’s not the software that slows us down. It’s the moments where the pressure builds, the clarity is missing, or the support isn’t there. And the cost of that inefficiency doesn’t just show up on the schedule, it shows up in us. It shows up in the late nights, the rework, the mental exhaustion, and the feeling that no matter how hard we try, it’s never quite enough. Because at the end of the day, it all falls on people. The ones doing the work. The ones staying up late to figure out what went wrong. The ones who carry the weight of both the deadline and the disappointment when things don’t go as planned.
The truth of the matter is that we have emotions. We have feelings. We have lives outside of work that also impact our jobs. It is impossible to completely compartmentalize the different aspects of our lives. At some point, they begin to intersect with one another, no longer able to remain in their designated places. When that happens, those feelings and emotions tend to start flooding and tumbling out into the workplace, whether through tears or simple interactions in the hallway with your coworkers. “Are you okay today? You seem off.” I’m sure we have all heard this phrase spoken to us at some point next to the water cooler. We can’t ignore the human factor, that we are not simply machines able to produce unlimited output for our companies. The question is, though, whether it is expected of us. Are we supposed to operate like machines, devoid of any emotions or lives outside of the cubicle or office in which we reside?
As we move upwards through the chain of command, reaching the managerial role and above, the ability to understand people becomes critical in our daily tasks. We must become chameleons, changing throughout the day to meet the communication needs of our staff and colleagues. Everyone interacts differently, but we must be able to adapt to effectively communicate, support, and understand one another. There is no one-size-fits-all approach, as each person is unique and different. In these roles, remembering the people behind the work is even more critical as the pressure mounts to meet objectives. We cannot let those objectives overshadow the human factor, ignoring their feelings, hardships, and hidden responsibilities beyond the office. Therefore, we must make an effort to learn how to reach others on their level to make them feel valued, appreciated, and heard.
It’s hard to feel motivated when you’re not sure anyone notices the person behind the work. Gallup’s State of the Global Workplace Report from 2022 revealed that only 24% of employees in technical industries strongly believe their employer cares about their well-being. That number isn’t just disappointing, it’s disheartening. It tells us that far too many people are showing up each day wondering if anyone truly sees them, not just for what they produce, but for who they are. When people feel genuinely supported, when they feel like their well-being matters just as much as the next milestone or submittal, they show up differently. They engage more deeply. They’re more willing to speak up, to collaborate, to invest themselves in the work. Not because they have to, but because they feel safe doing so. And that kind of culture doesn’t just improve performance, it helps people feel like they belong.
We are all human, from the intern just learning the ropes to the CEO carrying the weight of an entire organization. No title makes anyone immune to stress, emotion, or internal pressure. Everyone deserves to be heard and valued. It is easy to assume that leadership has it all figured out. In reality, those in leadership often face a different kind of pressure, one that requires them to set their own needs aside in order to support everyone else. That can be an incredibly heavy responsibility. When someone is constantly pouring into others, it becomes easy to forget that their own well of energy, empathy, and focus has limits too. No one is above the human factor. When we begin to see each other through that lens more often, we create the space for deeper understanding, shared respect, and a healthier workplace for everyone.
Perhaps we need to reintroduce the human factor into the workplace, not just as a concept, but as something we genuinely feel. Behind every deadline, drawing, or deliverable is a person trying their best to hold everything together. Technology will continue to evolve, and AI will continue to advance, reshaping how we design, model, and communicate. Yet no matter how sophisticated the tools become, they cannot replace the critical thinking, creativity, empathy, and resilience that people bring to their work. It is the human mind that gives purpose to technology. When we take the time to truly see one another, and when we allow ourselves to be seen in return, something shifts. The workplace becomes more than just a place of output. It becomes a space where people feel safe, supported, and connected. Beyond the advancements and innovations, it is the simple moments of human connection that leave the deepest imprint, long after the technology has evolved and the work is done.
