My research examines how emerging technologies alter communication patterns, redistribute decision-making authority, and transform perceptions of agency within organizations. Drawing on theories of power, agency, and human–machine communication, I investigate how workers adapt to technologically mediated environments and how organizations design systems that either support or constrain human expertise. A consistent finding across my studies is that the challenges organizations face rarely stem from the technology itself. Rather, problems arise from implementation practices that treat human behavior as a variable to be optimized rather than a stakeholder perspective to be integrated into system design. When these dynamics are overlooked, the consequences are tangible: reduced autonomy, erosion of trust, and operational friction that undermines the efficiency gains organizations expect. I study these processes across diverse contexts—from warehouse workers collaborating with exoskeletons, to legal professionals using AI research systems, to employees navigating chatbot-mediated organizational services. While the technologies differ, the underlying dynamic remains consistent: humans bring judgment, meaning-making, and social context to interactions with machines. Organizations that recognize and design for these human dimensions are far more likely to realize the potential benefits of technological innovation.