The first step is to understand the fundamental difference between humans and AIs. We are analog, chemical beings, with emotions and feelings. Compared with machines, we think slowly—and we act too fast, failing to consider the long-term consequences of our behavior (which AI can help predict). So we should not compete with AI; we should use it. At... See more
It’s time we rebuild the rhythms of our organizations around the substantive bits instead of the knee-jerk ones. What happened to virtues like discipline, contemplation, care, and reflection in our work lives?
We’re not just bits of intelligence bouncing through the world. We have complicated emotions, and nuanced and unspoken social hierarchies. We act irrationally and pursue goals that may not be in our best interests. We don’t exist within the clean confines of an operating system or a laboratory—we act and react in a highly variable world. Creating a... See more
Subtle translations allow people from different walks of life, in different parts of the economy, to communicate and coordinate efforts. They break down barriers that would normally take months or years of effort to break down.
Our career decisions are more reversible than we think
Humans suffer from what psychologists call the end of history illusion. We tend to understand that we’ve undergone significant personal growth and changes in taste to bring us to the present moment, but we discount the fact that we’ll change in the future.
As I discovered, talent and drive aren’t enough. If anything, talent can make finding ideas feel more daunting because it increases the number of available opportunities.
Management systems have been designed to provide reliability and efficiency, not adaptability and agility. Many of the tools and practices of modern management are geared towards solving problems and eliminating deviations in processes, behaviors, and practices. Because of this framework, management training and leadership development is often... See more