Category Archives: Psychology

What’s the Truth?

What's the Truth?

GUEST POST from Geoffrey Moore

This is the second in a series of responses to the MSN post “20 Philosophical Questions That Are Hard to Wrap Your Head Around.” We are on Question #2: Is there a truth? Here’s the MSN blurb:

This inquiry challenges the concept of truths, versus realities prompting introspection on the nature of knowledge and certainty. Many philosophers consider truth to be a concept that cannot be fully explained in terms other than truth itself. The accepted perspective is that truth relates to how well our language or thoughts align, with a world that exists independently of our minds. This theory is known as the correspondence theory of truth.

There is a fundamental premise stated here that needs correction, namely that “truth relates to how well our language or thoughts align with a world that exists independently of our minds.” The correspondence theory is indeed one understanding of what constitutes truth, but there are two others that are equally well-accepted perspectives—the coherence theory and the pragmatic theory. Thus, while correspondence is indeed a measure of how well our language and thoughts align with a world that exists independently of our minds, coherence, by contrast, is a measure of how well any given claim aligns with all the other claims we take to be true, basically our body of understanding of how the world works. Pragmatism provides a third perspective on truth, taking it to be a measure of how well any claim we make aligns with the results we get from acting out that claim in the world.

All three of these perspectives are useful, and the good news is they are not mutually exclusive. The way we normally test for truth is first through coherence theory. That is, when we hear a claim, we check to see if it aligns with our existing understanding of things. If it does, we are likely to just accept it and move on. If it does not, however, then we are moved to investigate whether it corresponds to what is actually the case, doing so by examining evidence for or against the claim. If the evidence does indeed warrant the claim, then we are moved to modify our body of beliefs to absorb this new bit of understanding into a revised coherence model, what we normally call learning or gaining in experience.

Pragmatism overlays another layer of interest, namely, does this claim enable us to have more success in whatever efforts we have underway? Successful outcomes, in other words, are a form of evidence for the validity of the claim. We have to be careful here, however, for the outcome’s success may be due to some factor other than the one claimed. Nonetheless, when things do work, and especially when this applies to things that traditionally have not worked anywhere near as well in the past, it sends us a strong signal to update our coherence and correspondence models accordingly.

Another challenge that pragmatism poses to our understanding of truth is that lying can also deliver successful outcomes. Lying may often defeat itself in the long run, but in the short run, it can be very effective. How we address lying, however, is normally more of a social issue than a philosophical one. For it to be philosophical, one would need to make the case that lying is foundational to wellbeing, and while such an argument is not unimaginable, it carries with it enough problems that we can safely ignore it for the time being.

What we cannot ignore, on the other hand, is the political use of lying. This is foundational to all authoritarian regimes. In order to stay in power, they must continually maintain a heightened sense of fear and anxiety in the population they govern, at a level sufficient to gain its acquiescence to their corrupt and self-serving ways. How citizens can respond to this challenge is something we will address in a moment.

The core question people want answered about truth, though, is whether or not it is a thing. That is, is truth a force in the world, the way love is or the way beauty is? Historically, the answer to this question was yes because truth, like love and beauty, is taken to be an attribute of the divine being that governs all human experience. In a secular world, however, that answer needs to be revisited. When we do so, we see that the desire for love, beauty, and truth still abides. They do indeed exert a force on us. So, if they are forces in the world, where are they to be found?

My answer is that each one is anchored on a different stair in the Infinite Staircase. Love is grounded on the stairstep of values, an inherent part of our mammalian heritage of nurturing the young. Beauty is grounded on the stairstep of culture, a learned appreciation for esthetic experience. Truth, in this context, is located on the stairstep of narrative, subject to verification delivered from the stairstep of analytics.

Narrative, in other words, is the force in the world that mobilizes the power of truth. True narratives are foundational to both personal and social wellbeing. False narratives undermine these same foundations. Let’s look at examples of both.

The power of true narratives manifests when people act in service to their narrative, even at a cost to their personal self-interests. We call this form of truth integrity, and it is genuinely inspiring because it cements the meaningfulness of their commitments. Existentialism represents an entire philosophy based on this core idea. Its life goal is to be authentic, with authenticity defined as behavior aligned with and in service to whatever life narrative you have chosen for yourself. Truth, in this sense, really does make you free, whereas falsehood imprisons you in narrative contradictions that ultimately destroy your wellbeing, a state that is termed bad faith.

False narratives pose a different problem. The power of truth to combat them depends upon the principled deployment of analytics. Unfortunately, the hold of any narrative on the personality, whether true or false, is frequently stronger than analytics can dislodge. As a result, regardless of how strong the evidence is for falsehood, it is simply denied, allowing bad faith and lack of wellbeing to spread pervasively and sustain their position of power far longer than one might imagine. This is the condition of life under an authoritarian regime.

To dislodge such a regime requires going below the stairstep of competing narratives down to the stairstep of core mammalian values and resurrecting those values that the regime is violating. This is dangerous work, for the regime is well aware of its vulnerability to this tactic and will aggressively punish any signs of it. The prospects for success in the short term are not good, and support from entities outside the regime are likely be necessary to dislodge it, so we should not be surprised to see societies continue to persist under painfully oppressive circumstances.

That said, when the global cannot be addressed, we must retreat and draw in the boundaries to find a local that can be. At the extreme, this would be oneself, although as social creatures, we need the help of a community of others to stay the course, family being our most obvious opportunity. Whatever its nature, that community becomes our reason for being, and it is here that we must use truth to establish the relationships of trust that hold us together. Truth in this context looks more like the medieval troth, a term for fidelity and faithfulness, a kind of integrity that is anchored in our pledge to others to be there for them and with them. Keeping faith is a form of integrity that is well suited to coping with adverse circumstances.

So, is there a truth? Well, in this last sense, there certainly is, as people have proved the world over. As we expand outward from our local scenes, and as we raise the level of abstraction, there will be truth as long as, to borrow a phrase from Yeats, “the center holds.” At some point, it will not, and we must reconcile ourselves to the limits of our mortal perspective, embracing humility and foregoing the kind of righteousness that seeks to impose an answer by force.

That’s what I think. What do you think?

— Image credit: Unsplash

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Happy Brains Make Happy Doctors

Happy Brains Make Happy Doctors

GUEST POST from Arlen Meyers

In this day and age, many doctors have fallen into a negative rut. They are filled with cynicism, negativity, complaining and self-defeating thoughts, many of which we see posted on social media sites like LinkedIn groups and Twitter feeds.

One of your entrepreneurial habits should be to be positive. To be positive, you need to practice having positive thoughts.

Michelle Gielan’s Resilient Optimism is a science‑backed guide showing that optimism is not a fixed trait but a trainable skill, built through five core behaviors that help people stay hopeful, grounded, and effective in challenging times.

The book structures its advice around five repeatable habits:

Recalibrate your mindset – Shift focus from setbacks to what’s working, reframing negative thoughts.

Transform your stress response – Reframe pressure as a performance‑fueling resource rather than a drain.

Triage your commitments – Protect time, energy, and attention by prioritizing what matters most.

Recharge strategically – Use recovery methods that truly restore capacity, avoiding burnout.

Connect the dots – Notice and share evidence of progress and the impact of your actions.

I would add learning how to say “no”.

Having negative thoughts has a neuropsychological basis, so re-wiring will take some cortical renovation that takes practice, practice, practice.

Here are the steps to having a happy brain:

1. Start noticing when you have negative thoughts

2. Some of your negative thoughts might, in fact, have a factual basis. However, in many or most instances, they won’t, so find evidence to the contrary.

3. With practice, practice, practice you should be thinking positively in 4 months. Imagine. Happy by this Fall.

4. Step outside of yourself

5. Exaggerate the absurdity of your negative thoughts. Can you tell a joke about your negative self? Here’s one for a start:

A woman was at her hairdresser’s getting her hair styled for a trip to Rome with her husband. She mentioned the trip to the hairdresser, who responded:

“Rome? Why would anyone want to go there? It’s crowded and dirty. You’re crazy to go to Rome So, how are you getting there?”

“We’re taking American”, was the reply. “We got a great rate!”

“American?” exclaimed the hairdresser.” That’s a terrible airline. Their planes are old, their flight attendants are ugly, and they’re always late. So, where are you staying in Rome?”

“We’ll be at this exclusive little place over on Rome’s Tiber River called Teste.”

“Don’t go any further. I know that place. Everybody thinks it’s going to be something special and exclusive, but it’s really a dump, the worst hotel in the city! The rooms are small, the service is surly, and they’re overpriced. So, whatcha’ doing when you get there?”

“We’re going to go to see the Vatican and we hope to see the Pope.”

“That’s rich,” laughed the hairdresser. “You and a million other people trying to see him. He’ll look the size of an ant. Boy, good luck on this lousy trip of yours. You’re going to need it.”

A month later, the woman again came in for a hairdo. The hairdresser asked her about her trip to Rome.

“It was wonderful,” explained the woman, “not only were we on time in one of American’s brand-new planes, but it was overbooked, and they bumped us up to first class. The food and wine were wonderful, and I had a handsome 28-year-old steward who waited on me hand and foot.

And the hotel was great! They’d just finished a $5 million remodeling job, and now it’s a jewel, the finest hotel in the city. They, too, were overbooked, so they apologized and gave us their owner’s suite at no extra charge!”

“Well,” muttered the hairdresser, “that’s all well and good, but I know you didn’t get to see the Pope.”

“Actually, we were quite lucky, because as we toured the Vatican, a Swiss Guard tapped me on the shoulder and explained that the Pope likes to meet some of the visitors, and if I’d be so kind as to step into his private room and wait, the Pope would personally greet me. Sure enough, five minutes later, the Pope walked through the door and shook my hand! I knelt down and he spoke a few words to me.”

“Oh, really! What’d he say?”

“He said: “Where’d you get the awful hairdo?”

6. Have a positive thought in reserve when it is time to change lanes.

Now that Microsoft owns LinkedIn, maybe they will begin to offer an option where group managers can ask them to flag negative posts as a form of social cognitive reappraisal. Wouldn’t that be a positive step?

Image Credit: Pixabay

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Changing Minds to Mindsets

Changing Minds to Mindsets

GUEST POST from Arlen Meyers

Fostering bioimedical and clinical innovation will mean creating entrepreneurial universities with academic entities, like medical schools, that have entrepreneurial faculty that graduate all students with an entrepreneurial mindset.

There are 6 characteristics of the entrepreneurial mindset.

1. Personal growth relates to the size of the challenge, not the size of the kingdom. What motivates real innovators is the more exciting challenge, not the number of people reporting to them. The “size of the difference” they will make is more inspiring than the “size of the business.” They relish getting out of their comfort zone, and into the unknown.

2. The new direction is the challenge, not the destination. The challenge is the transformation vehicle for true innovators, and not a performance goal. They focus on legacy creation, not legacy protection. They ignore failures and are constantly looking at the progress made. They treat innovations reviews like performance reviews.

3. Be an attacker of forces holding people back, not a defender. Real innovators start by questioning the world order rather than conforming to it. They begin by confronting the forces holding everyone back, rather than living with it. The forces include mindset gravity, organization gravity, industry gravity, country gravity, and cultural gravity.

4. New insights come from a quest for questions, not a quest for answers. This discovery mindset searching for new questions drives real innovators away from more of the same. They fundamentally become value seekers; they look for value in every experience, in every conversation. They don’t seek prescriptions, they seek possibilities.

5. Stakeholders must be connected into the new reality, not convinced. True innovators tip stakeholders into adopting and even co-owning the orbit-shifting idea. They go about tipping the heart first, assuming the mind will follow. They seek smart people, who openly express their doubts, and then collaborate to overcome them.

6. Work from the challenge backward, rather than capability forward. Overcoming execution obstacles is combating dilution, not compromising, for these innovators. Their mindset is not “if-then” but “how and how else?” They convert problems to opportunities, and often the original idea grows far bigger than the starting promise

Training minds is easier than changing them. Changing mindsets is even more difficult than changing minds.

– A new survey by the Center for Connected Medicine (CCM) at UPMC reveals that artificial intelligence (AI) continues to be a top priority for senior leaders in the healthcare industry.

– For the second year in a row, executives cited AI as both the most exciting technology and the most improved, highlighting its potential to transform healthcare.

But top of mind is not top of mindset.

Here are some ways to future proof your mindset.

Both students and faculties need to be more proactive than reactive to opportunities and they need administrators and leaders to provide them with the innovation systems and infrastructure they need to thrive.

Too much of academe is about features, not benefits, problem solving, not problem seeking, spoon feeding, not challenging learners to figure out how to feed themselves.

Image Credit: Gemini

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Time to Stretch Yourself

Time to Stretch Yourself

GUEST POST from Mike Shipulski

If the work doesn’t stretch you, choose new work. Don’t go overboard and make all your work stretch you and don’t choose work that will break you. There’s a balance point somewhere between 0% and 100% stretch and that balance point is different for everyone and it changes over time. Point is, seek your balance point.

To find the right balance point, start with an assessment of your stretch level. List the number of projects you have and sum the number of major deliverables you’ve got to deliver. If you have more than three projects, you have too many. And if you think you take on more than three because you’re superhuman, you’re wrong. The data is clear – multitasking is a fallacy. If you have four projects you have too many. And it’s the same with three, but you’d think I was crazy if I suggested you limit your projects to two. The right balance point starts with reducing the number of projects you work on.

Now that you eliminated four or five projects and narrowed the portfolio down to the vital two or three, it’s time to list your major deliverables. Take a piece of paper and write them in a column down the left side of the page. And in a column next to the projects, categorize each of them as: -1 (done it before), 0 (done something similar), 1 (new to me), 2 (new to team), 3 (new to company), 5 (new to industry), 11 (new to world).

For the -1s, teach an entry level person how to do it and make sure they do it well. For the 0s, find someone who deserves a growth opportunity and let them have the work. And check in with them to make sure they do a good job. The idea is to free yourself for the stretch work.

For the 1s, find the best person in the team who has done it before and ask them how to do it. Then, do as they suggest but build on their work and take it to the next level.

For the 2s, find the best person in the company who has done it before and ask them how to do it. Then, build on their approach and make it your own.

For the 3s, do your research and find out who in your industry has done it before. Figure out how they did it and improve on their work.

For the 5s, do your research and figure out who has done similar work in another industry. Adapt their work to your application and twist it into something magical.

And for the 11s, they’re a special project category that live in rarified air and deserve a separate blog post of their own.

Start with where you are – evaluate your existing deliverables, cull them to a reasonable workload and assess your level of stretch. And, where it makes sense, stop doing work you’ve done before and start doing work you haven’t done yet. Stretch yourself, but be reasonable. It’s better to take one bite and swallow than take three and choke.

Image credits: 1 of 1,550+ FREE quotes for your presentations at http://misterinnovation.com

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The Language of Thought

The Language of Thought

GUEST POST from Geoffrey Moore

Where do thoughts come from? Is there any structure to them before they manifest themselves in language? Is there a universal grammar that underlies every actual grammar?

These questions have been asked many times before. My answers are as follows:

  • They come from below, not above.
  • They do have a readily describable structure.
  • That structure does indeed underly every actual grammar.

The first answer is the most important one. If the language of thought precedes symbolic language, then symbolic language is emergent from it, and the way to study is not through self-examination but rather by observing the behavior of non-language speaking agents. Of these my favorite two are babies and dogs. Both exhibit a myriad of strategic behaviors that imply thought but clearly do not entail language. So, based on observing them, what can we say about the structure of such thinking?

Babies and dogs, I propose, process the following five concepts routinely and effectively:

  1. Agents. They recognize and respond to people and animals that can interact with them, as indicated by their eye contact, their coming and going, and response to commands and gestures.
  2. Objects. They recognize and can discriminate among objects that interest them, both inanimate and animate, including foods, toys, playmates, and parents. They do not distinguish between animate and inanimate objects in any consistent way.
  3. Actions. They initiate and respond to actions in ways that further their interests, be that in feeding, playing, or getting attention. They are inherently attracted to action in any form.
  4. Valence. They discriminate between things they like and things they don’t like, seeking the former and avoiding the latter, as witnessed by their eating and their expressions of mood.
  5. Uncertainty. When uncertain, they hesitate and respond tentatively until they can resolve their uncertainty.

My claim is that these five concepts map directly to the fundamental syntax of every one of the six thousand or so symbolic languages currently in use. Agents and objects both convert to nouns and noun-like entities that serve as subjects and predicate objects in declarative statements. Similarly, actions convert to verbs and verb-like phrases. When we combine nouns with actions, we get predications, or what I like to term claims, which are the fundamental units of symbolic discourse. Valences foreshadow the use of adjectives, adverbs, and other modifiers that add nuances to our claims, and uncertainty is represented by modal verbs expressing possibility, probability, or necessity.

As much ground as all this covers, it is important to understand what the language of thought does not entail. Take the sentence “John is tall.” That thought would never occur to either a baby or a dog. It is inherently symbolic in nature, and until you have a symbolic language, it cannot exist. In The Infinite Staircase, it belongs to the stairstep of analytics, whereas the language of thought can reach no higher than the stairstep of narrative.

It is on the stairstep of narrative that the language of thought passes the baton to symbolic language. We cannot tell stories without symbolic language, but it is clear from the behavior of both toddlers and long-term pets that we want to. The connection that binds the two at this point is a realization of cause and effect. Narrative is how we process cause and effect. The breakthrough of symbolic language is that we can not only be a lot more precise in our communication, increasing its efficacy, but also that we can abstract from one narrative concepts and patterns that can be applied elsewhere. This is the miracle of analytics, and it only comes with symbolic language.

To close, let’s revisit our first question—where exactly do our (symbolic-language-expressed) thoughts originate from? This is not a brain-processing question—that landscape is still under investigation—but rather a question of lived experience. Where does it feel like they come from?

My answer is that they are chemically generated responses that represent fluctuations in our homeostatic balance. Like all organisms, we are compelled to seek this balance all the time. The more we get out of balance, the stronger the chemical signal to respond, the more intense the resultant stream of thoughts will be. This applies to dreams as well as to when we are awake. We are continually processing a stream of thoughts that emerge into consciousness and finding their linguistic expression as they do. We register these thoughts through listening to ourselves and shape them further through talking to ourselves. It is only when we get to the talking that we are fully immersed in symbolic language.

That’s what I think. What do you think?

— Image credit: Pixabay

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Why Do People Resist Change?

Why Do People Resist Change?

by Braden Kelley and Art Inteligencia


Why Do People Resist Change? (Short Answer)

People resist change when the new way costs them more than it returns — in effort, status, safety, time, or trust — or when they cannot see how to succeed at it. Much of what leaders call resistance is a rational response to the design of the change. Fear is sometimes part of the story. It is rarely the whole story.

Resistance is information. It tells you where the change asks people to lose something you have not replaced.

Below you’ll find what resistance actually signals, the reasons it shows up, how to tell design failure from unwillingness, and what to do before you diagnose someone’s character. Change management exists to achieve objectives in people’s behavior — see What Is Change Management? — and resistance is one of the clearest signals that those activities are missing or misaimed.

What Is Resistance to Change, Really?

Resistance is what people do when a proposed change threatens something they rely on and the replacement is unclear, unfair, or unworkable. It shows up as questions, workarounds, silence, delay, and sometimes open pushback.

Silence is easy to misread as agreement. In most transformations, the real objections travel in hallways because honesty has had a cost before. Those quiet questions — about jobs, power, time, metrics, and whether this effort is real — are catalogued in 10 Questions Employees Quietly Ask During Every Transformation.

Treat the signal as data about the change. People are telling you where the new way fails a basic test: Can I succeed at this, and is it worth what I give up?

What Are the Main Reasons People Resist Change?

  1. They cannot see themselves succeeding.
    The future state is described in slogans. The skills, the first week, and what “good” looks like for their role stay vague. Uncertainty reads as risk, so people stay with the work they already know how to do.
  2. They lose status, identity, or control.
    Expertise that took years to build can become less valuable overnight. A new system can move decisions away from the people who used to make them. That loss is concrete. Calling it “mindset” does not replace what was taken.
  3. The new way adds work and nothing stops.
    Another process, another tool, another meeting, stacked on the current job. If leaders cannot name what people will stop doing, the change is an extra load. People protect their capacity by dragging their feet.
  4. The old scorecard still pays.
    Promotions, bonuses, and manager praise still follow the behavior the change is supposed to replace. People follow the metric that affects their livelihood. They are responding to the system you still run.
  5. There is no time to practice.
    Training is scheduled. Practice on real work is not. People are asked to perform the new way in front of customers or leaders before they have been allowed to be clumsy at it. Avoidance is how they protect quality and reputation.
  6. Trust has already been spent.
    Earlier initiatives launched, faded, and left the extra work behind. People wait for proof that this one will change tools, decisions, and consequences — not only the branding. Belief returns when receipts show up in the work.
  7. The change itself is hard to use.
    Broken handoffs, missing authority, bad data, and tools that make the job slower produce “resistance” that is really feedback. The people closest to the work are often the first to discover that the design does not survive contact with a real day.

How Do You Tell a Design Problem from Unwillingness?

Ask where the friction sits before you decide who is “on board.”

  • If the same pushback shows up across teams that do not share a personality, look at the design: the job, the metric, the tool, the time, the loss.
  • If people can explain the change and still cannot do it on a normal day, you have an enablement gap, not a communications gap.
  • If a few people resist after the path is workable, the loss is named, practice is funded, and the old incentive is gone, then you are dealing with individual choice. That is a smaller group than most steering committees assume.

Leaders still reach for the shorter story: resistance means the people are the problem. That story feels efficient and skips the redesign. I treat it as one of the myths that keep showing up in 8 Change Myths Leaders Still Believe in 2026.

Diagnose the work before you diagnose the person.

How Do You Respond to Resistance to Change?

  1. Ask what they stand to lose, and answer in specifics: role, status, workload, and what happens if they speak up.
  2. Publish a stop list alongside the start list. If nothing stops, the change is additional work.
  3. Align one metric that still rewards the old behavior. People will not abandon a scoreboard that still decides their review.
  4. Fund practice on real work, with coaching, before you judge performance in the new way.
  5. Give sponsors levers, not only airtime: decision rights, staffing, and the authority to remove the old path.
  6. Fix the design people are tripping over — handoffs, permissions, data, tools — and say what you changed because they told you.

For how those activities sit inside a full change effort — planning, leadership, management, maintenance, and portfolio — see 5 Steps of Human-Centered Change That Survive Reality.

People move when the new way is safer and more workable than the old one. Make that true, then ask for commitment.

Ready to Take the Next Step?

Resistance gets quieter when people can see the whole change, name what they will stop, and practice the new way with sponsors who can actually change the work. That is a planning problem you can take on directly.

See the methodology. Explore Human-Centered Change™, my visual, collaborative approach to planning change so the people who must live it can see the whole effort and adopt the new way.

Get the toolkit. Read Charting Change, my practical guide to Human-Centered Change™, built around the Change Planning Canvas™ and 70+ visual tools for getting everyone on the same page.

Listen to the resistance long enough to redesign the change. Then give people a path they can actually walk.

FAQ: Why People Resist Change

Why do people resist change?

People resist change when the new way costs them more than it returns, in effort, status, safety, time, or trust, or when they cannot see how to succeed. The resistance often points to a design problem: unclear benefit, extra work, old incentives, no practice time, spent trust, or a change that is hard to use.

Why do employees resist organizational change?

Employees resist organizational change when their job, status, or workload is threatened and leaders have not said what stops, who decides, how performance will be judged, or whether speaking up is safe. They are often protecting their ability to do good work inside the system that still exists.

Is resistance to change normal?

Yes. Resistance is a normal response when a change threatens something people rely on and the replacement is unclear or unworkable. It is useful information about the change. It becomes a problem when leaders treat it only as a mindset issue and leave the design untouched.

How do you overcome resistance to change?

Name what people lose, publish what they will stop doing, align the metrics that still reward the old way, fund practice on real work, give sponsors real decision rights, and fix the parts of the design people are tripping over. Commitment follows a path that is safer and more workable than the status quo.

What are the main reasons people resist change?

The main reasons are inability to see how to succeed, loss of status or control, added work with nothing removed, incentives that still pay for the old behavior, no time to practice, broken trust from past initiatives, and a change that is genuinely harder to use than the current way.

Image credits: Cursor

Content Authenticity Statement: The topic area, key elements to focus on, etc. were decisions made by Braden Kelley, with a little help from Cursor to clean up the article, add images and create infographics.

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Unleashing Your Innovation Potential

Unleashing Your Innovation Potential

GUEST POST from Janet Sernack

It is not unusual, especially in the corporate world, to label someone who disrupts and challenges the status quo, or what others say, as argumentative and “oppositional”. According to Human Synergistics, the Oppositional Style, in their circumplex, when measured as a dominant leadership style, is summarized in their 360-degree Leadership Styles Inventory (LSI) by two items: “usually against things” and “opposes new ideas.” It labels the person, or leader as being aggressively defensive and causes them to disengage by avoiding engaging in any kind of conflict, dissent and disagreement. This inhibits and prevents them from unleashing their creative thinking and their innovation potential.

In my many years as a corporate trainer presenting high-performance cultures and transformational leadership programs, I learned to apply my imagination, curiosity and inquiry skills to be attentively present, listen deeply and ask generative questions. This helped me develop strategies to unleash a person’s innovation potential by encouraging and enabling thoughtful dissent and disagreement.  I learned to uncover and recognize a leader’s energy and positive intent behind many of the scary, argumentative, hostile, contrary, critical, and aggressive behaviors directed at me, especially in my years upfront as a female corporate trainer in many toxic organizational cultures.

I often found that they were compromised in some way by their personal and family needs and values, their assumptions and beliefs about themselves and their performance at work, poor physical and mental health, and/or a lack of emotional well-being. Any one of these factors made them self-protective, leading to either overt aggression toward others, passive avoidance of conflict, or an unconscious refusal to engage in thoughtful dissent and disagreement because they did not want to be perceived as hostile and argumentative.

All of these unconscious reactive responses inhibited them from unleashing their creative thinking and innovative potential. 

This blog explores the power of unleashing creative thinking and innovation potential through supporting people to thoughtfully dissent and disagree – by using conflict as a catalyst for better decision-making, problem-solving, and strengthened collaboration and innovation – not as a barrier.

Unconscious reactive responses

This manifests as a neurologically challenging reactive response, as people’s brains are wired to defend and protect them to ensure their survival. These defensive responses are composed of fight/flight/freeze/fawn reactions and arise when people face what their neurology (the limbic system) perceives as a threat to their security, safety, or survival.

These reactions stem from past experiences and traumas that are often stored in people’s somatic memories. They become neurologically wired and embedded in people’s habitual ways of being unless they are noticed, labelled, accepted, acknowledged and owned. Until there is a safe holding space for this to happen, it will be impossible to unleash their creative thinking and innovation potential.

Safe holding spaces

Once a safe holding space is established, an oppositional person can be carefully and empathetically challenged, disputed, deviated from, and redirected towards more self-regulated, resourceful, and emotionally healthy states and new approaches. This involves bravely engaging them in thoughtful dissent and disagreement, despite being encased in a toxic organizational culture. Its about building permission, safety and trust to encourage creative thinking that unleashes a persons innovation potential.

Fight-flight-freeze and fawn responses

The amygdala is designed to detect threats and trigger the fight-flight-freeze response to help people survive

  •  A fight response involves standing our ground when we feel threatened, driven by anger, fear, and anxiety.
  •  A flight response entails moving away from or avoiding a situation to reduce painful feelings.
  •  A freeze response involves shutting down, feeling numb, or experiencing paralysis to reduce painful feelings, resulting in immobility.
  • A fawn response involves appeasing and placating others or seeking approval while neglecting the need to feel safe.  

Role of smart conflict, thoughtful dissent and disagreement

This is particularly evident in political and organizational contexts, where people are suffering from change fatigue and overwork. As a result, they unconsciously disengage from their work, families, and daily lives through a flight-or-freeze response, driven by burnout, the pursuit of external validation (a fawn response), or frustration and anger (usually a fight response). A combination of any or all of these largely unconscious but fully present reactive responses creates toxic organizational cultures, in which leaders’ behaviors are either passively or aggressively defensive in their attempts to meet people’s core security, safety, and survival needs. Leaders avoid encouraging or engaging in thoughtful dissent and disagreement that mobilizes people’s creative and critical thinking and unleashes their innovation potential.

The constraints and challenges of the pandemic, coupled with threats to people’s stability and the desire for certainty, also led many people in organizations to fear that their needs for security, safety, and survival would not, and could not, be met. These fears unconsciously intensified people’s defensiveness and reactivity, leading to immobilization through passivity, helplessness, hopelessness, powerlessness, disengagement, and detachment. This indicates a lack of emotional intelligence, largely due to the absence of initial self-regulation and self-leadership strategies.  It is easier and sometimes safer to be a victim and blame others for any negative, pessimistic, or painful feelings of shame, guilt, and embarrassment, resulting from competing commitments, value violations, thought distortions, and emotional dissociation.

These emotionally overwhelming and cognitively overloading factors are also accepted inhibitors to unleashing a person’s innovative potential, especially when they are unable to engage in thoughtful dissent and disagreement under the influence of a toxic organizational culture.

Making the shift

To support people to effectively shift this way of being and safely unleash their creative thinking and innovation potential:

It is crucial to develop and apply the generative discovery skillset to welcome dissent and thoughtful disagreement:

  • Notice: by being aware and attentively present to what is happening to, and within the person, neurologically and physiologically, emotionally, cognitively and physically.
  • Disrupt: by being curious and safely asking open, explorative discovery questions, and by listening carefully to hear and notice what is really going on for them.
  • Dispute: by safely summarizing and challenging their assumptions, perceptions and perspectives, asking evocative and provocative questions that encourage contrary thinking, diversity of thought, differences and constructive disagreement.
  • Deviate: by safely summarizing and eliciting a mindset flip or an agility shift in the oppositional person, directing their creative energy towards constructive behaviors that deliver a positive outcome.

This enables people to redirect their emotional energy and move away from unresourceful internal thought patterns and distortions. It also encourages them to open their minds to thoughtful dissent and disagreement, allowing them to think differently and enter creative and innovative realms. 

This is impossible when toxic organizational cultures force people to hide behind conventional, rigid, and closed minds that won’t allow them to rock the boat and be, think and act differently by intentionally using conflict constructively by embracing dissent and thoughtful disagreement 

At the same time, it’s crucial to safely, empathically and compassionately evoke and provoke an opening of people’s hearts by purposefully and meaningfully aligning their needs and values, so that the change motivates them to change meaningfully and purposefully. This creates the safe holding space that allows them to let go of the need to be in control and be open-willed, unleashing their creative thinking and innovation potential to make the shift to the creative and innovative realms.

Empowering people and teams to redirect their emotional energy towards opening their minds to thoughtful dissent and disagreement allows them to handle hard conversations with constructive and creative intent.

Welcoming dissent and thoughtful disagreement involves daring yourself and others to be and think differently. Being able to think creatively maximize a person or a teams innovation potential, unleashes their human ingenuity in the age of AI, and mobilizes their collective intelligence to lead, manage, or implement constructive and sustainable change.

Leveraging constructive conflict, dissent and thoughtful disagreement unleashes people’s creative thinking and innovation potential and is a necessary part of enabling AI, digital transformation and innovation initiatives to succeed in uncertain and disruptive times.

Find out more about our work at ImagineNation™ and The Start-Up Game.™ Discover our collective learning products and tools that can be customized as playful bespoke corporate learning programs. Our blended and transformational change and learning programs provide a deep understanding of the language, principles, and applications of an ecosystem-focused, human-centric approach and emergent structure (Theory U) to innovation and entrepreneurship. It will also upskill people and teams, developing their future fitness within your unique digital transformation and innovation initiatives. Please find out more about our products and tools.

Image Credit: Gemini

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AI Will Create a More Human Future, Not a Less Human One

An AI Soft Landing Scenario

AI Soft Landing Scenario
by Braden Kelley and Art Inteligencia


What If the Future Gets More Human?

We spend a remarkable amount of time rehearsing the wrong ending.

In one popular story, artificial intelligence hollows out work, flattens craft, and leaves people performing the emotional leftovers of automation. That is a hard landing: humans demoted by systems that do more of everything, including the parts of work that used to make us feel useful.

There is another future available to us, what I call an AI soft landing. In that future, organizations and societies deliberately design AI to absorb fragmentation, acceleration, and low-judgment transaction. What returns to humans is not emptiness. What returns is depth: larger blocks of time for insight, empathy, decision making, direction setting, problem definition, creativity, and collaboration. The future becomes more human, not less, because human attention is finally reserved for human work.

This is not a naive techno-optimism. Soft landings are designed. Hard landings arrive when efficiency is the only value on the dashboard.

The Hidden Enemy Was Never “Work.” It Was Fragmentation.

Most knowledge work did not become less meaningful because people stopped caring. It became less meaningful because attention was diced into tickets, pings, updates, status rituals, and micro-approvals. We mistook motion for progress and responsiveness for value.

Task switching is expensive. Every context shift asks the brain to unload one problem and reload another. Multiply that by a day of chats, forms, triage, and administrative glue work, and you get a workforce that is always “on” and rarely deep. Strategic thinking does not fail only for lack of talent. It fails for lack of contiguous time.

AI’s first gift, if we use it well, is not genius on demand. It is fewer interrupted minutes. When drafting, scheduling, summarizing, searching, classifying, routing, and first-pass analysis get accelerated or handled, the calendar can stop looking like confetti. Bigger time blocks reappear. And bigger blocks are the raw material of original insight.

AI Future of Work

What Humans Should Own in a Soft Landing

A soft landing is not humans “using AI better.” It is a clear division of cognitive labor, one that protects the uniquely human contribution instead of competing with the machine on volume.

In a more human future, people spend more of their capacity on:

  • Insight development — connecting weak signals into meaning, not merely producing more output
  • Empathy — understanding stakes, dignity, and lived context that no dashboard fully captures
  • Decision making — choosing under uncertainty with values, tradeoffs, and accountability
  • Direction setting — naming where we are going and why it is worth the journey
  • Problem definition — asking better questions before rushing to automated answers
  • Creativity — combining perspectives in ways that are novel, useful, and humanly resonant
  • Collaboration — building trust, resolving conflict, and making progress together

Notice what is missing from that list: being the fastest typist in the room. Soft landing excellence is not measured in tokens per minute. It is measured in clarity per hour — and in whether people leave interactions more capable, more trusted, and more oriented than before.

From Transactional Lives to Strategic Ones

When small tasks expand to fill the day, even senior roles become transactional. Leaders spend their best hours approving instead of directing, reacting instead of sensing, facilitating meetings about work rather than doing the work of judgment.

AI can reverse that inversion, but only if organizations stop using every efficiency gain to stuff more micro-tasks into the same damaged attention budget. Saving ten minutes and immediately filling them with ten more interruptions is not transformation. It is denser exhaustion.

The soft landing asks a different operating question: What human capability do we want more of, now that machines can carry more of the glue?

If the answer is “more throughput at any cost,” you will automate people into thinner slices of busyness. If the answer is “more strategic quality, better problem framing, deeper customer and employee understanding,” AI becomes a scaffold for human depth. Less task switching. More deliberate thinking. Fewer performative updates. More real collaboration around decisions that matter.

AI Human Endeavors

How Leaders Design a Soft Landing (Instead of Hoping for One)

Human-centered change makes soft landings practical. A few design moves matter more than tool catalogs:

  1. Automate the glue, not the judgment. Route AI toward fragmentation: search, draft, summarize, schedule, classify, prepare. Keep humans responsible for choices with ethical, relational, or strategic consequence.
  2. Protect deep-work blocks as policy, not privilege. If AI creates capacity, calendar culture must not immediately reclaim it for more meetings.
  3. Redefine roles around human endeavors. Job descriptions should emphasize insight, empathy, problem definition, and direction — not inbox velocity as a proxy for value.
  4. Measure success in human outcomes. Track decision quality, customer trust, employee agency, and innovation usefulness — not only cost per interaction.
  5. Teach the craft of better questions. In an AI-rich world, problem definition becomes a core leadership skill. Bad prompts and bad frames still produce confident nonsense.
  6. Build collaboration for synthesis, not status. Use reclaimed time for cross-functional sense-making, not another dashboard review theater.

This is experience design for the future of work: design the system so people can be fully human on purpose.

The Choice Ahead

Futurology is not prediction cosplay. It is responsibility with a longer horizon.

We can use AI to compress people into ever-faster transaction machines. Or we can use it to return something modern work has been quietly stealing: the ability to think, feel, decide, and create with integrity.

The soft landing is the second path, a future where machines handle more of the small so humans can do more of the meaningful. Where strategy is less of a slide ritual and more of a practiced habit. Where customer and employee experience improve not only because algorithms personalize, but because people finally have the attention required for empathy and judgment.

A more human future will not arrive by accident. It will be designed by leaders who refuse to confuse automation with progress, and who insist that the best use of artificial intelligence is the expansion of human capacity where it still matters most.

Frequently Asked Questions

What is an AI soft landing?

An AI soft landing is a future in which artificial intelligence absorbs fragmented, transactional tasks so humans can spend more time on deeper endeavors — insight, empathy, decision making, direction setting, problem definition, creativity, and collaboration — making work more human rather than less.

How does AI reduce task switching at work?

AI can handle or accelerate small tasks such as drafting, summarizing, searching, scheduling, classifying, and routing. When organizations protect the time this frees, instead of immediately filling it with more interruptions, people gain larger blocks for strategic thinking and higher-quality collaboration.

What should leaders do to make the future more human with AI?

Leaders should automate glue work rather than human judgment, protect deep-work capacity as policy, redesign roles around human endeavors, measure human outcomes as well as efficiency, invest in better problem definition, and use reclaimed time for real collaboration and decision quality — not denser busyness.

Image Credits: Cursor

Content Authenticity Statement: The topic area, key elements to focus on, etc. were decisions made by Braden Kelley, with a little help from Cursor to clean up the article.

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10 Ways to Build Customer Trust in Customer Experience

10 Ways to Build Customer Trust in Customer Experience

GUEST POST from Shep Hyken

This article answers the question: Are organizations not only paying attention to the feedback customers give but also to the feedback they unintentionally withhold?

In the past few months, I’ve been writing and speaking about how trust fits into the customer experience. Trust is earned, and once earned, it results in a customer who has confidence to keep doing business with you. I created a metric, the Customer Confidence Score (CCS), to measure how much a customer trusts you. So, let’s say the customer gives you a 10 on a scale of 1-10. Why do they give you that perfect score? Here are ten reasons why:

  1. You Keep Your Promise: This is simple. You do what you say you will do, and always when you say you will.
  2. Fixing and Owning Mistakes: You don’t make excuses and blame others. You simply focus on fixing whatever needs fixing.
  3. Transparency: There are no surprises, such as hidden fees or rules hidden in small print.
  4. You Protect Your Customer’s Data: Your customer’s privacy and security aren’t negotiable. How the customer’s information and data are protected and how breaches are handled will add to your customer’s trust. Customers must know you guard their information.
  5. You Show Respect: Treat your customers with dignity, respect, and appreciation. This builds trust.
  6. You Embrace Feedback: Your customers know their voice matters. You listen and act on their feedback, and, just as important, you acknowledge them for sharing it.
  7. You Give Back: A company that has a social cause or gives back to the community enjoys more trust than companies that don’t.
  8. You Don’t Take Advantage of Customers: Your customers never feel manipulated by sales tactics, small print, or anything that makes them feel uncomfortable or taken advantage of.
  9. Consistency: When customers do business with you, they know what to expect.
  10. Ethics: This is non-negotiable. There should never be any question about your ethics.

Customer Trust Formula Cartoon

Bonus: Give the customer a great customer service experience. Our annual customer service and CX research found that 83% of customers said that a good experience increases their trust in the person or company they are doing business with.

Trust is more than a business strategy. It’s a promise you keep every day. It is part of your company’s DNA. When customers trust you, they believe in you. They become your fans, your evangelists, and your best source of growth. Earning trust isn’t about one big moment. It’s built over a period of time when your customers know their experience is consistent, you’ll keep your promise, and you’ll do what’s right. Do that and your customers will say, “I’ll be back!”

Special Bonus: If you want a copy of a short eBook I created on the Customer Confidence Score, go to www.Hyken.com/customer-confidence-score.

Image Credits: Gemini

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A Tale of Two Narratives on Polarization

A Tale of Two Narratives on Polarization

GUEST POST from Geoffrey Moore

In a time of increasing polarization, amplified by social media and exacerbated by malicious actors, we all need to deepen our understanding of just what we are into. Polarization, as I described in a previous blog on this subject, is best understood as an artifact of people binding their identities to explanatory narratives that validate their experience of the world, especially those experiences that activate their deepest fears. Binding to narrative per se is fundamental to both psychological and social stability, and in that context, it is natural and healthy. But when the narrative is being deliberately corrupted in order to manipulate public opinion, it fosters increasingly antagonistic relationships, dehumanizing the antagonists and inflaming the protagonists, both of which encourage us to treat fellow human beings as targets for marginalization, incarceration, or elimination.

In contemporary culture, there are two framing narratives that are driving this kind of polarization (and let me give shout out to Tangle for calling them to my attention):

  1. Civilization vs the Barbarians. In this narrative, “we” are the defenders of what is good, noble, and sacred in human culture, and “they” are agents of evil, degradation, and blasphemy. Thus, “we” can consider ourselves exempt from ethical accountability in our actions against them because “they” are threatening the very foundation of ethics itself.
  2. Oppressed vs the Oppressors. In this narrative, “we” are the victims of political, social, and economic exploitation by “them,” an overclass that has acquired a disproportionate share of power, wealth, and entitlements illegitimately at our expense. Thus, “we” can consider ourselves exempt from ethical accountability in our actions against them because “they” have unethically disenfranchised us.

Both narratives can be legitimate under extreme conditions, but each also lends itself to inflammatory purposes as well. Historically, the role of news reporting has been to help us distinguish between these two states. What is disgraceful about today’s media is that major broadcast networks, as well as previously highly respected publications, have not just abandoned this role but are actively engaged in subverting it. Let’s look a little more closely at what they are up to.

Civilization vs the Barbarians

This is the narrative framework that underlies Israel’s stance about its war with Hamas. It is also the one the US used to justify its post-9/11 actions against both Iraq and Isis. In both instances, provoked by starkly violent surprise attacks against purely civilian targets, outrage and righteous indignation fueled a demand for massive retaliation. There was simply no room for acknowledging any mitigating circumstances, any possible responsibility for creating the conditions that might have led to the terrorist attacks, or any accountability for subsequent acts of retributive retaliation regardless of how appalling they, in turn, might have been.

Now, given the extremity of the provocations, it is hard to see how any of this could have been avoided. But the civilization-vs-barbarians narrative is being used much more broadly in contemporary political discourse to address concerns that are much less extreme, including the following:

  • Right-wing outrage over illegal immigration
  • Left-wing outrage over anti-abortion legislation
  • Right-wing outrage over students demonstrating over the war in Gaza
  • Left-wing outrage over climate change deriders
  • Right-wing outrage over DEI initiatives
  • Left-wing outrage over 2020 election deniers.
  • Right-wing outrage over atheism
  • Left-wing outrage over book-banning

The key term here, in case you missed it, is outrage. Outrage uses righteousness to legitimize an explosion of anger against a community-sanctioned target. But the roots of that anger are not in the object of its attention. They are in the subject that has been carrying that burden around internally and who has now found a socially acceptable way to release it. And don’t think this applies just to “other people.” No one (except maybe a saint) is exempt here. You and I are as subject to the power of narratives as anyone else—it is only the trigger narratives themselves that separate us.

Look back over the bullet points above. Each of them is encased in a narrative, be it based on fact or urban legend. We should not be naïve about the power of these narratives to shape public opinion and influence elections. Psychologically, they play upon some of our deepest fears and then offer us a protective shield that is both internally coherent and externally impenetrable. That’s what makes the civilization-vs-barbarians narrative such a powerful political tool.

Oppressed vs the Oppressors

This is the narrative framework that underlies US college student protests in support of the Palestinians and against Israel’s sustained offensive in the Gaza Strip, as well as NATO support for the Ukraine and US support for Taiwan. Inside the US, it underpins support for the homeless, defunding of the police, and decriminalization of drug use. In each case, in order to relieve the debilitating conditions these communities are living under, the narrative calls for a radical change in the status quo, including a willingness to deprioritize legal justice in order to achieve social justice.

There are two separate audiences this narrative seeks to engage. Ostensibly, it is the oppressed themselves, but this can be misleading. Under exceptional circumstances, it is true that such narratives can trigger a revolution of the oppressed, but more commonly, these folks are in no position to take action on their own behalf. The far more frequent audience is people of means who have the power to take action and who empathize with the cause. This results in two kinds of calls to action—a revolutionary path, led by the oppressed, which seeks to overthrow the oppressors through violent means, and a liberal path, led by the empathizers, which seeks reform by working within the system.

Although we associate the oppressed-vs-the-oppressors narrative primarily with the left, we should note that the far right is leveraging it as well, as witnessed by the following widely held claims:

  • The woke liberal establishment is imposing socialist agendas around climate change and DEI on the oppressed white middle class.
  • Parental rights are under attack, threatened by liberal ideologies that have taken over public schools.
  • The 2020 election was rigged by Democrats, and Republicans, therefore, need not accept the results of the 2024 election because it also could be rigged.
  • Donald Trump did not get a fair trial because it, too, was rigged.
  • (And at the far right) the tyranny of the Deep State is so oppressive it warrants patriotic citizens taking up arms and shedding blood.

The Implications

To sum up, both political parties are using both narratives, but in very different contexts.

  • US Right: “Oppressors are the woke liberal establishment imposing socialist agendas around climate change and DEI on the oppressed white middle class.”
  • US Right: “Barbarians are the illegal immigrants seeking to invade our country and take over our democracy by outnumbering the civilized native white citizenry.”
  • US Left: “Oppressors are the conservative capitalist establishment imposing unjust requirements on disadvantaged populations, including illegal immigrants, the homeless, and the addicted.”
  • US Left: “Barbarians are the far-right politicians and pundits undermining the rule of law with fake news and demagogic rhetoric to block reproductive rights, equal opportunity programs, and climate change initiatives.”

Any attempt to argue people off of any of these positions is almost certain to fail, not because the arguments that support them are especially persuasive, but because people have bound their identities to them so tightly that they cannot break with them. As part of this binding, society self-segregates into “Us” and “Them,” each with its own amplifying media sources, its own signals of solidarity, its own righteous indignation, its own contempt for the other side.

Given all that, what could anyone seeking a better way possibly do? That is a question for a future blog post, one that is still very much in the works. For now, we should just note when these narratives are being used in corrupt ways to legitimize illegitimate claims and do our best to detach ourselves from them.

That’s what I think. What do you think?

— Image credit: Pixabay

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