Rebuilding Trust When You’ve Broken It

Rebuilding Trust When You've Broken It

GUEST POST from David Burkus

Trust is the foundation of every high-performing team. It’s the invisible force that enables collaboration, fuels innovation, and keeps teams resilient in the face of setbacks. But when that trust is broken – leaders need to focus on how to rebuild trust carefully and deliberately. Rebuilding trust isn’t as simple as offering an apology and moving on. In fact, that’s where many leaders go wrong.

They believe a sincere “I’m sorry” is all it takes to make things right again.

But it’s not.

Rebuilding trust takes far more than words—it takes sustained action. And if you’re serious about leading a high-performing team, you need to understand the process of how to truly rebuild trust when it’s been damaged.

Most Leaders Get Rebuilding Trust Wrong

Let’s start with the apology. A real apology – the kind that has the potential to begin the healing process – sounds like this: “I did this. I now know it was wrong. I see the impact it had on you. And I’m going to make it right.” That’s not the same as saying “I didn’t mean it” or “I’m sorry if anyone was offended.” Those aren’t apologies; they’re excuses dressed up in regret.

Even when leaders get the words right, they often assume the work ends there. But rebuilding trust doesn’t happen with a single moment of contrition. Trust isn’t built on words. It’s built on behavior.

What leaders fail to realize is that when they betray trust, they don’t just damage the relationship – they break an emotional loop. I call it the trust loop, and it exists in every relationship you have with your team, both collectively and individually. That loop is a cycle of expectation, action, and consistency. When everything is working well, the loop reinforces itself and trust grows. But when trust is violated, the loop shatters—and rebuilding it takes far more than a one-time gesture.

Why Words Aren’t Enough To Rebuild Trust

When you break trust and then try to move on too quickly, you’re sending an unspoken message to your team: “This wasn’t that big of a deal.” And that message undercuts any sincerity you intended with your apology. Research backs this up. Paul Zak, a neuroscientist who studies trust in organizations, found that employees in high-trust workplaces report 74% less stress and 50% higher productivity. Trust isn’t just a feel-good concept – it’s measurable, and it affects everything from performance to retention. But that kind of trust can’t exist unless leaders take full accountability, even for their mistakes.

Taking accountability isn’t just about admitting the error – it’s about acknowledging the impact. And that’s where a lot of well-meaning leaders go off track. They say, “I made a mistake,” but they don’t take the time to understand or validate how that mistake affected others. The result? Their apology feels hollow. The team sees them as principled, maybe, but detached. Or worse – performative.

To truly rebuild trust, leaders need to demonstrate both responsibility and empathy. Because your team needs to know not just that you’re sorry, but that you get it. That you see the ripple effect your actions had, and that you care enough to do better.

What Rebuilding Trust Actually Takes

So how do you rebuild trust?

It starts with a strong apology, yes. But it doesn’t end there. Here are four steps to guide the process—and none of them can be skipped.

1. Own the Mistake – and Its Impact

Rebuilding trust begins with full accountability. You must take ownership of what happened and openly acknowledge the harm it caused. That might mean calling out specific behaviors, admitting lapses in judgment, or addressing how your decision made the team feel undervalued or vulnerable. This isn’t a time to minimize, justify, or deflect. And it’s not just about your intention – it’s about the impact. The more specifically you can articulate what went wrong and why it mattered, the more credible your apology becomes.

2. Invite The Team Into The Solution

After accountability comes action. But not behind closed doors. Telling your team, “I’ll do better,” isn’t enough. They need to see you doing better. Better yet, they need to be part of the process.

Invite them into the solution. Talk through what happened. Share the thinking behind your original decision—not to excuse it, but to help the team understand where things went wrong. Then ask for input. What would they have done differently? What safeguards could be put in place to avoid a repeat? The more you co-create the fix, the more your team sees that you’re serious about change. Transparency builds credibility. And when your team sees you working on yourself, they’re more likely to work with you to rebuild what was broken.

3. Show Them You’re Changing

The most powerful way to rebuild trust is to demonstrate new behavior in old situations. If you made a decision that sidelined the team last time, then the next time a similar decision comes up, you need to do the opposite. Bring the team in early. Ask for feedback. Show them that the lesson was learned – and internalized.

They don’t need to see everything you’re doing differently. But they do need to see you behaving differently in the kinds of situations that broke trust in the first place. That’s how predictability is restored. And predictability is a cornerstone of trust.

4. Be Consistent—Every Day

This is where most leaders lose momentum. They start strong. They apologize, they make a few changes, they check in. But over time, old habits creep back in and the consistency fades. And when that happens, the message to the team is clear: “That apology wasn’t real.”

Rebuilding trust isn’t about grand gestures. It’s about small, daily actions. It’s about showing up consistently. Following through consistently. Making decisions with integrity—consistently.

The longer you sustain those behaviors, the more the trust loop starts to turn again. Slowly, day by day, your team regains their confidence – not just in your words, but in your ability to lead with integrity.

Always Be Rebuilding Trust

You don’t rebuild trust with a single apology. You rebuild trust by showing that your apology meant something. That you’ve changed. That the behavior that broke trust won’t be repeated.

And while that takes time, it’s worth it. Because trust is what makes teams resilient. Trust is what drives performance. And trust – when rebuilt the right way – can actually come back stronger than before.

So, if you’ve broken trust with your team, don’t aim for forgiveness. Aim for consistency. Start by owning your mistake. Involve your team in the fix. Show them the change. And then keep showing up – day after day.

That’s how you rebuild trust. And that’s how you restart the trust loop.

This article originally appeared on DavidBurkus.com

Image credit: Pixabay

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The Rise of Human-AI Teaming Platforms

Designing Partnership, Not Replacement

LAST UPDATED: December 26, 2025 at 4:44 PM

Human-AI Teaming Platforms

GUEST POST from Art Inteligencia

In the rush to adopt artificial intelligence, too many organizations are making a fundamental error. They view AI through the lens of 19th-century industrial automation: a tool to replace expensive human labor with cheaper, faster machines. This perspective is not only shortsighted; it is a recipe for failed digital transformation.

As a human-centered change leader, I argue that the true potential of this era lies not in artificial intelligence alone, but in Augmented Intelligence derived from sophisticated collaboration. We are moving past simple chatbots and isolated algorithms toward comprehensive Human-AI Teaming Platforms. These are environments designed not to remove the human from the loop, but to create a symbiotic workflow where humans and synthetic agents operate as cohesive units, leveraging their respective strengths concurrently.

“Organizations don’t fail because AI is too difficult to adopt. They fail because they never designed how humans and AI would think together and work together.”

Braden Kelley

The Cognitive Collaborative Shift

A Human-AI Teaming Platform differs significantly from standard enterprise software. Traditional tools wait for human input. A teaming platform is proactive; it observes context, anticipates needs, and offers suggestions seamlessly within the flow of work.

The challenge for leadership here is less technological and more cultural. How do we foster psychological safety when a team member is an algorithm? How do we redefine accountability when decisions are co-authored by human judgment and machine probability? Success requires a deliberate shift from managing subordinate tools to orchestrating collaborative partners.

“The ultimate goal of Human-AI teaming isn’t just to build faster organizations, but to build smarter, more adaptable ones. It is about creating a symbiotic relationship where the computational velocity of AI amplifies – rather than replaces – the creative, empathetic, and contextual genius of humans.”

Braden Kelley

When designed correctly, these platforms handle the high-volume cognitive load—data pattern recognition, probabilistic forecasting, and information retrieval—freeing human brains for high-value tasks like ethical reasoning, strategic negotiation, and complex emotional intelligence.

Case Studies in Symbiosis

To understand the practical application of these platforms, we must look at sectors where the cost of error is high and data volumes are overwhelming.

Case Study 1: Mastercard and the Decision Management Platform

In the high-stakes world of global finance, fraud detection is a constant battle against increasingly sophisticated bad actors. Mastercard has moved beyond simple automated flags to a genuine human-AI teaming approach with their Decision Intelligence platform.

The Challenge: False positives in fraud detection insult legitimate customers and stop commerce, while false negatives cost billions. No human team can review every transaction in real-time, and rigid rules-based AI often misses nuanced fraud patterns.

The Teaming Solution: Mastercard employs sophisticated AI that analyzes billions of activities in real-time. However, rather than just issuing a binary block/allow decision, the AI acts as an investigative partner to human analysts. It presents a “reasoned” risk score, highlighting why a transaction looks suspicious based on subtle behavioral shifts that a human would miss. The human analyst then applies contextual knowledge—current geopolitical events, specific merchant relationships, or nuanced customer history—to make the final judgment call. The AI learns from this human intervention, constantly refining its future collaborative suggestions.

Case Study 2: Autodesk and Generative Design in Engineering

The field of engineering and manufacturing is transitioning from computer-aided design (CAD) to human-AI co-creation, pioneered by companies like Autodesk.

The Challenge: When designing complex components—like an aerospace bracket to reduce weight while maintaining structural integrity—an engineer is limited by their experience and the time available to iterate on concepts.

The Teaming Solution: Using Autodesk’s generative design platforms, the human engineer doesn’t draw the part. Instead, they define the constraints: materials, weight limits, load-bearing requirements, and manufacturing methods. The AI then acts as an tireless creative partner, generating hundreds or thousands of permutable design solutions that meet those criteria—many utilizing organic shapes no human would instinctively draw. The human engineer then reviews these options, selecting the optimal design based on aesthetics, manufacturability, and cost-effectiveness. The human sets the goal; the AI explores the solution space; the human selects and refines the outcome.

Leading Platforms and Startups to Watch

The market for these platforms is rapidly bifurcating into massive ecosystem players and niche, workflow-specific innovators.

Among the giants, Microsoft is aggressively positioning its Copilot ecosystem across nearly every knowledge worker touchpoint, turning M365 into the default teaming platform for the enterprise. Salesforce is similarly embedding generative AI deep into its CRM, attempting to turn sales and service records into proactive coaching systems.

However, keep an eye on innovators focused on the mechanics of collaboration. Companies like Atlassian are evolving their suite (Jira, Confluence) to use AI not just to summarize text, but to connect disparate project threads and identify team bottlenecks proactively. In the startup space, look for platforms that are trying to solve the “managerial” layer of AI, helping human leaders coordinate mixed teams of synthetic and biological agents, ensuring alignment and mitigating bias in real-time.

Conclusion: The Leadership Imperative

Implementing Human-AI Teaming Platforms is a change management challenge of the highest order. If introduced poorly, these tools will be viewed as surveillance engines or competitors, leading to resistance and sabotage.

Leaders must communicate a clear vision: AI is brought in to handle the drudgery so humans can focus on the artistry of their professions. The organizations that win in the next decade will not be those with the best AI; they will be the ones with the best relationship between their people and their AI.

Frequently Asked Questions regarding Human-AI Teaming

What is the primary difference between traditional automation and Human-AI teaming?

Traditional automation seeks to replace human tasks entirely to cut costs and increase speed, often removing the human from the loop. Human-AI teaming focuses on augmentation, keeping humans in the loop for complex judgment and creative tasks while leveraging AI for data processing and pattern recognition in a collaborative workflow.

What are the biggest cultural barriers to adopting Human-AI teaming platforms?

The significant barriers include a lack of trust in AI outputs, fear of job displacement among the workforce, and the difficulty of redefining roles and accountability when decisions are co-authored by humans and algorithms.

How do Human-AI teaming platforms improve decision-making?

These platforms improve decision-making by combining the AI’s ability to process vast datasets without fatigue or cognitive bias with the human ability to apply ethical considerations, emotional intelligence, and nuanced contextual understanding to the final choice.

Disclaimer: This article speculates on the potential future applications of cutting-edge scientific research. While based on current scientific understanding, the practical realization of these concepts may vary in timeline and feasibility and are subject to ongoing research and development.

Image credits: Google Gemini

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Drive Out Fear for Innovation to Flow

Drive Out Fear for Innovation to Flow

GUEST POST from Mike Shipulski

The primary impediment to innovation is fear, and the prime directive of any innovation system should be to drive out fear.

A culture of accountability, implemented poorly, can inject fear and deter innovation. When the team is accountable to deliver on a project but are constrained to a fixed scope, a fixed launch date and resources, they will be afraid. Because they know that innovation requires new work and new work is inherently unpredictable, they rightly recognize the triple accountability – time, scope and resources – cannot be met. From the very first day of the project, they know they cannot be successful and are afraid of the consequences.

A culture of accountability can be adapted to innovation to reduce fear. Here’s one way. Keep the team small and keep them dedicated to a single innovation project. No resource sharing, no swapping and no double counting. Create tight time blocks with clear work objectives, where the team reports back on a fixed pitch (weekly, monthly). But make it clear that they can flex on scope and level of completeness. They should try to do all the work within the time constraints but they must know that it’s expected the scope will narrow or shift and the level of completeness will be governed by the time constraint. Tell them you believe in them and you trust them to do their best, then praise their good judgement at the review meeting at the end of the time block.

Innovation is about solving new problems, yet fear blocks teams from trying new things. Teams like to solve problems that are familiar because they have seen previous teams judged negatively for missing deadlines. Here’s the logic – we’d rather add too little novelty than be late. The team would love to solve new problems but their afraid, based on past projects, that they’ll be chastised for missing a completion date that’s disrespectful of the work content and level of novelty. If you want the team to solve new problems, give them the tools, time, training and a teacher so they can select different problems and solve them differently. Simply put – create the causes and conditions for fear to quietly slink away so innovation will flow.

Fear is the most powerful inhibitor. But before we can lessen the team’s fear we’ve got to recognize the causes and conditions that create it. Fear’s job is to keep us safe, to keep us away from situations that have been risky or dangerous. To do this, our bodies create deep memories of those dangerous or scary situations and creates fear when it recognizes similarities between the current situation and past dangerous situations. In that way, less fear is created if the current situation feels differently from situations of the past where people were judged negatively.

To understand the causes and conditions that create fear, look back at previous projects. Make a list of the projects where project members were judged negatively for things outside their control such as: arbitrary launch dates not bound by the work content, high risk levels driven by unjustifiable specifications, insufficient resources, inadequate tools, poor training and no teacher. And make a list of projects where team members were praised. For the projects that praised, write down attributes of those projects (e.g., high reuse, low technical risk) and their outcomes (e.g., on time, on cost). To reduce fear, the project team will bend new projects toward those attributes and outcomes. Do the same for projects that judged negatively for things outside the project teams’ control. To reduce fear, the future project teams will bend away from those attributes and outcomes.

Now the difficult parts. As a leader, it’s time to look inside. Make a list of your behaviors that set (or contributed to) causes and conditions that made it easy for the project team to be judged negatively for the wrong reasons. And then make a list of your new behaviors that will create future causes and conditions where people aren’t afraid to solve new problems in new ways.

Image credit: 1 of 1,000+ FREE quote slides available at http://misterinnovation.com

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Voting Open – Top 40 Innovation Authors of 2025

Vote for Top 40 Innovation AuthorsHappy Holidays!

For more than a decade I’ve devoted myself to making innovation insights accessible for the greater good, because I truly believe that the better our organizations get at deliveriseng value to their stakeholders the less waste of natural resources and human resources there will be.

As a result, we are eternally grateful to all of you out there who take the time to create and share great innovation articles, presentations, white papers, and videos with Braden Kelley and the Human-Centered Change and Innovation team. As a small thank you to those of you who follow along, we like to make a list of the Top 40 Innovation Authors available each year!

Our lists from the ten previous years have been tremendously popular, including:

Top 40 Innovation Bloggers of 2015
Top 40 Innovation Bloggers of 2016
Top 40 Innovation Bloggers of 2017
Top 40 Innovation Bloggers of 2018
Top 40 Innovation Bloggers of 2019
Top 40 Innovation Bloggers of 2020
Top 40 Innovation Bloggers of 2021
Top 40 Innovation Bloggers of 2022
Top 40 Innovation Bloggers of 2023
Top 40 Innovation Bloggers of 2024

Do you just have someone that you like to read that writes about innovation, or some of the important adjacencies – trends, consumer psychology, change, leadership, strategy, behavioral economics, collaboration, or design thinking?

Human-Centered Change and Innovation is now looking to recognize the Top 40 Innovation Authors of 2025.

It is time to vote and help us narrow things down.

The deadline for submitting votes is December 31, 2025 at midnight GMT.

Build a Common Language of Innovation on your team

The ranking will be done by me with influence from votes and nominations. The quality and quantity of contributions to this web site by an author will be a BIG contributing factor (through the end of the voting period).

You can vote in any of these three ways (and each earns points for them, so please feel free to vote all three ways):

  1. Sending us the name of the author by @reply on twitter to @innovate
  2. Adding the name of the author as a comment to this article’s posting on Facebook
  3. Adding the name of the author as a comment to this article’s posting on our Linkedin Page (Be sure and follow us)

The official Top 40 Innovation Authors of 2025 will then be announced here in early January 2026.

Here are the people who received nominations this year along with some carryover recommendations (in alphabetical order):

Adi Gaskell – @adigaskell
Alain Thys
Alex Goryachev
Andy Heikkila – @AndyO_TheHammer
Annette Franz
Arlen Meyers – @sopeofficial
Art Inteligencia
Ayelet Baron
Braden Kelley – @innovate
Brian Miller
Bruce Fairley
Chad McAllister – @ChadMcAllister
Chateau G Pato
Chris Beswick
Chris Rollins
Dr. Detlef Reis
Dainora Jociute
Dan Blacharski – @Dan_Blacharski
Daniel Burrus – @DanielBurrus
Daniel Lock
David Burkus
Dean and Linda Anderson
Dennis Stauffer
Diana Porumboiu
Douglas Ferguson
Drew Boyd – @DrewBoyd
Frank Mattes – @FrankMattes
Geoffrey A Moore
Gregg Fraley – @greggfraley
Greg Satell – @Digitaltonto
Helen Yu
Howard Tiersky
Janet Sernack – @JanetSernack
Jeffrey Baumgartner – @creativejeffrey
Jeff Freedman – @SmallArmyAgency
Jeffrey Phillips – @ovoinnovation
Jesse Nieminen – @nieminenjesse
John Bessant
Jorge Barba – @JorgeBarba
Julian Birkinshaw – @JBirkinshaw
Julie Anixter – @julieanixter
Kate Hammer – @Kate_Hammer
Kevin McFarthing – @InnovationFixer
Leo Chan
Lou Killeffer – @LKilleffer
Manuel Berdoy

Accelerate your change and transformation success

Mari Anixter- @MariAnixter
Maria Paula Oliveira – @mpaulaoliveira
Matthew E May – @MatthewEMay
Michael Graber – @SouthernGrowth
Mike Brown – @Brainzooming
Mike Shipulski – @MikeShipulski
Mukesh Gupta
Nick Jain
Nick Partridge – @KnewNewNeu
Nicolas Bry – @NicoBry
Nicholas Longrich
Norbert Majerus and George Taninecz
Pamela Soin
Patricia Salamone
Paul Hobcraft – @Paul4innovating
Paul Sloane – @paulsloane
Pete Foley – @foley_pete
Rachel Audige
Ralph Christian Ohr – @ralph_ohr
Randy Pennington
Richard Haasnoot – @Innovate2Grow
Robert B Tucker – @RobertBTucker
Robyn Bolton – @rm_bolton
Saul Kaplan – @skap5
Shep Hyken – @hyken
Shilpi Kumar
Scott Anthony – @ScottDAnthony
Scott Bowden – @scottbowden51
Shelly Greenway – @ChiefDistiller
Soren Kaplan – @SorenKaplan
Stefan Lindegaard – @Lindegaard
Stephen Shapiro – @stephenshapiro
Steve Blank
Steven Forth – @StevenForth
Tamara Kleinberg – @LaunchStreet
Teresa Spangler – @composerspang
Tom Koulopoulos – @TKspeaks
Tullio Siragusa
Yoram Solomon – @yoram

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We’re curious to see who you think is worth reading!

The Paradox of Customer Recovery

The Paradox of Customer Recovery

GUEST POST from Shep Hyken

Here’s something that might surprise you. Some of your most loyal customers may be the ones who have had problems and complaints in the past. For years, I’ve been preaching that when a customer comes to you with a problem or complaint, the goal is not only to resolve the issue, but also to restore their confidence.

I was recently reminded of the concept known as the Service Recovery Paradox. Back in 1992, Michael McCollough and Sundar Bharadwaj coined the phrase to describe, according to Wikipedia, “a situation when the customer thinks more highly of a company after the company has corrected a problem with their service, compared to how they would regard the company if non-faulty service had been provided. The main reason behind this thinking is that the successful recovery of a faulty service increases the assurance and confidence from the customer.”

BOOM! That’s the point. Fix whatever needs to be fixed in such a way that makes things right and restores the customer’s confidence in you so well that they want to continue doing business with you. Furthermore, if done the right way, you not only get the customer to come back, but that confidence can also create loyalty. When the customer says, “I know I can depend on them even when there is a problem,” why would they consider doing business with anyone else?

Customer Service Recovery Shep Hyken Cartoon

When a customer brings a problem or complaint to your attention, they are hoping for you to take care of it. It’s how you go about doing so that will create the Customer Service Recovery Paradox. Three things must happen:

  1. The resolution makes the customer happy. It may be as simple as answering a question. Or it may require a repair, or a replacement of something that can’t be fixed. Regardless, the customer must agree that the resolution is satisfactory. However, that only brings you back to what the customer expected in the first place. Dissatisfaction can linger from the effort and friction they experienced in getting the issue resolved.
  2. It must happen fast. Speed is your friend. The faster to resolution, the better.
  3. Go beyond the fix. The problem is resolved, and you did it quickly and efficiently. That helps restore the customer’s confidence in you, but let’s take it just a bit further with what happens next. While some instances may require a refund or discount, that’s not always necessary. A simple note or email that thanks the customer for letting you help them and reminds them you will always have their back may be all it takes.

When customers know they can depend on you, especially when things go wrong, why would they risk doing business with anyone else? That’s not just customer retention. That’s a foundation for customer loyalty.

Image credits: Pexels, Shep Hyken

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Modeling Good Board Governance

Modeling Good Board Governance

GUEST POST from Geoffrey A. Moore

There are cartloads of checklists and commentary on the duties and responsibilities of a board of directors, none of which are particularly surprising, but collectively, somewhat mind-numbing. As a frameworks person, I need to see things in a more simple and integrated way, hence the diagram below:

Board of Directors Responsibilities Framework

Public boards should tackle this framework from the bottom up as they are liable for damages if the company fails to address risk and compliance properly, or improperly reports performance results. Foundational to their recruiting and staffing efforts should be securing strong chairpersons for each of the three anchor committees—Nominating and Governance, Audit, and Compensation. That’s table stakes. High-performing boards do their best to handle these obligations in committee so they can spend quality time on the upper levels of the framework. The obstacle here tends to be management’s presentation of the past quarter’s performance. This is necessary to bring the board up to speed on the current state of the company, but it is something that most boards spend way too much time on, given how little the board can do to move the needle. This limits the time available to devote to strategy and resource allocation, where their outside-in perspective can add a ton of value. Big bets, on the other hand, do get the full attention they deserve—they just should not happen very often given the risk-averse nature of public market shareholders.

Venture-backed companies, on the other hand, are a different kind of animal. They should approach this framework from the top down. They are big bets, and their first responsibility is to get those bets across the chasm and inside a tornado. Resource allocation and strategy are core to accomplishing these ends. Performance matters, but early on it is more about accumulating power than delivering profits. Risk and compliance are still relevant, but the shareholders have a higher tolerance for risk, and the relatively small size of the enterprise as a whole makes compliance a whole lot simpler. And finally, the board is typically comprised primarily of investors and founders with an independent director for balance—not really a governance model, built more for guidance instead.

The disparity between the public and private market board models creates a shock when venture-backed companies get acquired by public companies. The newly acquired team wakes up one morning inside a public enterprise with all its established processes and procedures and feels like it is being smothered to death. There is no halfway house here, so when we talk about acquisition integration, we need to include a deep-dive orientation to public-market expectations, and the work enterprises must do to address them. In parallel, the acquiring company needs to adopt zone management to ensure that they are holding the acquired company accountable to the right goals and metrics. This goes all the way up to the board, where people are likely still smarting from the high premium they had to pay and looking to get it back as fast as possible. Thrusting the new team into the Performance Zone is a proven path to crushing innovation and destroying shareholder value.

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

Image Credit: Unsplash

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Ranking Your Top 10 Micro Moments

Ranking Your Top 10 Micro Moments

GUEST POST from Robyn Bolton

Everybody loves a Top X list. This past week I’ve read the Top 100 Best Comedy Movies of All TimeThe 100 Best Episodes of the Century, and the NYT’s 100 Notable Books of 2025. And all this before we’re inundated with the Top 10 lists sports, politics, celebrity news, world news, and whatever other topic a writer can dream up.

Top X Lists are about big things, events that affect everyone or that will be remembered for decades. And while those Macro-moments are what stand out in our memories, they rarely define our everyday existence.

What are Micro-moments?

I first heard of Micro-moments in an interview between Dan Shipper, founder of Every, and Henrik Werdelin, founder of Prehype (an incubator that helped launch Barkbox and Ro Health).  According to Werdelin:

Micro-moments for me are things when I’m in flow and things where I’m happy.  It can’t be a big thing like  having a family.  It has to be a very concrete things like I like walking over the Brooklyn Bridge in the morning.  It’s just something I get profoundly happy about, right? Or I like being in brainstorm meetings with (other entrepreneurs).

But his list of Micro-moments isn’t just a new-age happiness manifestation, it’s an actual decision-making tool.  Werdelin explains:

I was basically trying to figure out what to do next and I was keeping all my options open.  I got offered a job to run BBC Digital on the international side and then I got offered a job at a design agency called Wolf Collins who had an incredible CEO.

And so, I ended up having these 30 concrete [moments] where I’ve done stuff and then I started to use that as a way to measure options that would be thrown at me.  The BBC sounded like it would be a lot of money, and it was like a cool job, and it would give me, I guess, self-esteem for a second. But then when I looked at what it would entail, none of the Micro-moments would be included so I was like, “ah, probably not for me.”

My first Micro-reactions

  1. Eye roll: Thank goodness you had a list of Micro-moments so you could avoid the soul sucking horror of running BBC Digital!
  2. Righteous indignation: Do you have any idea how hard it is out there to find a job? People would be thrilled to have a job that delivers only ONE Micro-moment of happiness?!
  3. Breathe: Wait a second. What if Mico-moments don’t determine your role. What if Micro-moments…perhaps…mean a little bit more! (yes, that is a terrible rephrasing of the Grinch’s epiphany)

Micro-moments are more than moments of flow and joy. They’re the moments that make up our lives, relationships, and view of the world. They’re the moments that should be on our Top 10 lists but too often get crowded out by noisier, bigger moments.

They’re also things we can create, design for, and sometimes even control.

What are YOUR Micro-moments?

As the period of end-of-year reflection approaches, think about your Micro-moments. What small, concrete moments that brought you flow, joy, or peace, this year? Where were you? What were you doing? Who were you with? Jot them down.

When the new year dawns, go back to your list and get curious. What are the common themes, people, places, and activities in your Micro-moments. Write down what you notice.

As the year kicks into gear and everyone settles back into work and school routines, return to your list and start planning. How might you create more Micro-moments?

Life is made up of moments. Many of them are beyond our control. But some of them aren’t. And wouldn’t it be great to know which ones make us happiest so we can experience them more often?

Image credit: Pexels

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Nominations Open – Top 40 Innovation Authors of 2025

Nominations Open for the Top 40 Innovation Authors of 2025Human-Centered Change and Innovation loves making innovation insights accessible for the greater good, because we truly believe that the better our organizations get at delivering value to their stakeholders the less waste of natural resources and human resources there will be.

As a result, we are eternally grateful to all of you out there who take the time to create and share great innovation articles, presentations, white papers, and videos with Braden Kelley and the Human-Centered Change and Innovation team. As a small thank you to those of you who follow along, we like to make a list of the Top 40 Innovation Authors available each year!

Our lists from the ten previous years have been tremendously popular, including:

Top 40 Innovation Bloggers of 2015
Top 40 Innovation Bloggers of 2016
Top 40 Innovation Bloggers of 2017
Top 40 Innovation Bloggers of 2018
Top 40 Innovation Bloggers of 2019
Top 40 Innovation Bloggers of 2020
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Do you have someone that you like to read that writes about innovation, or some of the important adjacencies – trends, consumer psychology, change, leadership, strategy, behavioral economics, collaboration, or design thinking?

Human-Centered Change and Innovation is now looking for the Top 40 Innovation Authors of 2025.

The deadline for submitting nominations is December 24, 2025 at midnight GMT.

You can submit a nomination either of these two ways:

  1. Sending us the name of the author and the url of their blog by @reply on twitter to @innovate
  2. Sending the name of the author and the url of their blog and your e-mail address using our contact form

(Note: HUGE bonus points for being a contributing author)

So, think about who you like to read and let us know by midnight GMT on December 24, 2025.

We will then compile a voting list of all the nominations, and publish it on December 25, 2025.

Voting will then be open from December 25, 2025 – January 1, 2026 via comments and twitter @replies to @innovate.

The ranking will be done by me with influence from votes and nominations. The quality and quantity of contributions by an author to this web site will be a contributing factor.

Contact me with writing samples if you’d like to publish your articles on our platform!

The official Top 40 Innovation Authors of 2025 will then be announced on here in early January 2026.

We’re curious to see who you think is worth reading!

SPECIAL BONUS: From now until December 31, 2025 you can get either the hardcover or softcover of my latest best-selling book Charting Change (free shipping worldwide) for only £/$/€ 23.99 (~36% OFF).

Support this blog by getting your copy of Charting Change

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Change is Never Simple or Linear

Change is Never Simple or Linear

GUEST POST from Greg Satell

I still remember the excitement I felt seeing Kyiv, Ukraine for the first time in 2002. I had been living in Eastern Europe for five years by that time and had the privilege of witnessing first-hand how formerly communist countries moved boldly into a new future of peace and prosperity. Still, Kyiv was different somehow, bigger, more raw and bursting with potential.

An often repeated quip at the time was, “Ukraine is like Poland in 1993… and always will be.” Unlike the Visegrad countries of Poland, Czech, Slovakia and Hungary, Ukraine had been an actual Soviet Republic and the degree of institutional and societal rot created greater challenges. Kyiv in 2002 was, in many ways, a cynical place.

Today, no one can deny that a paradigm shift has occurred. No longer seen as a corrupt backwater, Ukraine has inspired the world with its ingenuity, humanity and courage. Its president, Volodomyr Zelensky, is an international hero. Yet the transformation, while still incomplete, didn’t come easily and it has important lessons that we can learn from.

A Material Desire

In the early 2000s, Ukraine felt like a place in limbo. Ravaged by the 1998 ruble crisis and often considered to be a sub-market of Russia, most multinational companies were running their Ukrainian operations from Moscow. The highly publicized murder of journalist Georgiy Gongadze in 2000 just added to the feeling that the country was stuck in a hopeless limbo.

When I first arrived, there was a palpable sense of political apathy. Many Ukrainians traveled to Europe and, with its neighbor Poland ascending to the EU, were more than aware that they were being left behind. Still, it didn’t seem like anything could be done about the corrupt powers that ruled the country, so why worry about things that didn’t concern you?

That began to change in 2004, when a relatively boring technocratic reformer named Viktor Yushchenko, who was credited with taming hyperinflation as a central banker and helping to improve the economy as Prime Minister, emerged as the opposition candidate for President. Powerful interests opposed his reforms. He was poisoned, leaving his face disfigured. Many expected his candidacy to end there, but it transformed him into an inspirational leader.

The forces backing his opponent, an almost cartoonish thug named Viktor Yanukovych, tried to falsify the election, which led to the Orange Revolution. I remember that, at first, the effort often seemed futile. But we persevered and the Supreme Court of Ukraine nullified the falsified election results. Against seemingly all odds, Yushchenko rose to the presidency.

A Failure To Survive Victory

We had won, or so we thought. The rightful candidate was elected, justice was done and it seemed like a new era had dawned. Yet soon it became clear that things were not going well. The unity of Yushchenko’s coalition broke down and infighting ensued. Planned reforms stalled in a morass of corruption and incompetence. The financial crisis at the end of 2008 put the last nail in the coffin.

In 2010, Victor Yanukovych, the same man we marched against, rose to the presidency. He was even worse than we had feared. He changed the Constitution to grab more power and threw his opponent, Yulia Tymoshenko, in jail to cripple the opposition. Corruption reached new heights (experts estimate that the regime looted as much as $100 billion—an amount almost equal to the entire GDP of Ukraine).

Things came to a head when Yanukovych backed out of a trade agreement with the EU. It was the final straw. It is one thing to steal, to make a mockery of the rule of law and to run the country far below any reasonable standard of governance. But the prospect of EU integration had come to symbolize inclusion into Europe and a chance to, someday, live a normal life. People once again took to the streets in what came to be called the Euromaidan protests.

The regime fought back, but to little avail. Riot police attacked, yet more people came to Kyiv’s central square, known as the “Maidan.” Yanukovych passed a law outlawing the protests and even more came. Things escalated and the regime started shooting the protestors. Soon there were Molotov cocktails, helmets, and improvised shields. In the end more than 100 people were dead in the streets.

The world took notice and the diplomats came. Meanwhile, away from the cameras, other meetings were held in Parliament. The oligarchs, facing sanctions against their western assets, and even Yanukovych’s allies in his own party, had enough. Suddenly bereft of any support, the corrupt strongman fled from the country. An interim government was announced and Petro Poroshenko was elected president later that Spring.

The Rise Of A Consciousness Based On Shared Values

The Orange Revolution got its name because Orange was the campaign color of Yushchenko’s party, Our Ukraine. It was about changing who was in power in the hopes that he could change things. That was our mistake. You can never base a transformation in any one person, policy or program. It always needs to be rooted in shared values.

“In 2015 we were fighting for an idea. That’s why 2015 was different,” Mustafa Nayem, who initiated the protests, would later tell me. They were called “Euromaidan,” because they were about values, specifically European Values. It was a realization that the material aspirations could not be met without a fundamental change in beliefs and how the country saw itself.

“Immediately after Maidan [in 2005], all the people went home and they calmed down,” Nayem told me. “We lost the chance to push the government towards some changes. In 2013, and after Maidan in 2014, many people are still angry, they’re still active, they’re still pushing. And the inner process of these protests is still proceeding. We have this conversion of civil society.”

These events came to be known as the Revolution of Dignity, because it was the moment that the Ukrainian people demanded to have their sovereignty as an independent country recognized, no matter what the cost. That’s what led Putin to annex Crimea, invade Donbas in 2014 and then the entire country in 2022.

To Shift Opinions You Need To Shift Networks

From the outside, Ukraine’s story can seem like a real life version of the hero’s journey, in which an ordinary person is called to greatness and tested in some profound way which leads to a transformation. Yet Volodymyr Zelensky is not Luke Skywalker, Vladimir Putin is not Darth Vader and Russia does not dominate the universe.

While it is true that Zelensky has a particular set of talents that earlier leaders, such as Viktor Yushchenko, lacked, he has been shaped by context at least as much as he has shaped events. Not only is he a member of the first Ukrainian generation to have little memory or nostalgia for the Soviet Union, he is operating in an ecosystem prepared by two revolutions.

To truly shape events, you must shape networks. That is why Russia is failing and Ukraine is succeeding. One thing I noticed living in both countries is that Ukrainians had a deep desire to connect to the world, while Russians were much more suspicious, fearing that taking in elements of other cultures would corrupt their own.

It is networks of unseen connections that lead to transformation and change. You can’t overpower, you need to attract small groups, loosely connected and united by shared purpose to achieve great things. That never happens in a straightforward manner. We live in a world not of linear cause and effect, but of complex ecosystems, which we need to grow and nurture if they are to achieve their full potential.

— Article courtesy of the Digital Tonto blog
— Image credit: Pixabay

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Will our opinion still really be our own in an AI Future?

Will our opinion still really be our own in an AI Future?

GUEST POST from Pete Foley

Intuitively we all mostly believe our opinions are our own.  After all, they come from that mysterious thing we call consciousness that resides somewhere inside of us. 

But we also know that other peoples opinions are influenced by all sorts of external influences. So unless we as individuals are uniquely immune to influence, it begs at the question; ‘how much of what we think, and what we do, is really uniquely us?’  And perhaps even more importantly, as our understanding of behavioral modification techniques evolves, and the power of the tools at our disposal grows, how much mental autonomy will any of us truly have in the future?

AI Manipulation of Political Opinion: A recent study from the Oxford Internet Institute (OII) and the UK AI Security Institute (AISI) showed how conversational AI can meaningfully influence peoples political beliefs. https://www.ox.ac.uk/news/2025-12-11-study-reveals-how-conversational-ai-can-exert-influence-over-political-beliefs .  Leveraging AI in this way potentially opens the door to a step-change in behavioral and opinion manipulation inn general.  And that’s quite sobering on a couple of fronts.   Firstly, for many today their political beliefs are deeply tied to our value system and deep sense of self, so this manipulation is potentially profound.  Secondly, if AI can do this today, how much more will it be able to do in the future?

A long History of Manipulation: Of course, manipulation of opinion or behavior is not new.  We are all overwhelmed by political marketing during election season.  We accept that media has manipulated public opinion for decades, and that social media has amplified this over the last few decades. Similarly we’ve all grown up immersed in marketing and advertising designed to influence our decisions, opinions and actions.  Meanwhile the rise in prominence of the behavioral sciences in recent decades has provided more structure and efficiency to behavioral influence, literally turning an art into a science.  Framing, priming, pre-suasion, nudging and a host of other techniques can have a profound impact on what we believe and what we actually do. And not only do we accept it, but many, if not most of the people reading this will have used one or more of these channels or techniques.  

An Art and a Science: And behavioral manipulation is a highly diverse field, and can be deployed as an art or a science.   Whether it’s influencers, content creators, politicians, lawyers, marketers, advertisers, movie directors, magicians, artists, comedians, even physicians or financial advisors, our lives are full of people who influence us, often using implicit cues that operate below our awareness. 

And it’s the largely implicit nature of these processes that explains why we tend to intuitively think this is something that happens to other people. By definition we are largely unaware of implicit influence on ourselves, although we can often see it in others.   And even in hindsight, it’s very difficult to introspect implicit manipulation of our own actions and opinions, because there is often no obvious conscious causal event. 

So what does this mean?  As with a lot of discussion around how an AI future, or any future for that matter, will unfold, informed speculation is pretty much all we have.  Futurism is far from an exact science.  But there are a couple of things we can make pretty decent guesses around.

1.  The ability to manipulate how people think creates power and wealth.

2.  Some will use this for good, some not, but given the nature of humanity, it’s unlikely that it will be used exclusively for either.

3.  AI is going to amplify our ability to manipulate how people think.  

The Good news: Benevolent behavioral and opinion manipulation has the power to do enormous good.  Whether it’s mental health and happiness (an increasingly challenging area as we as a species face unprecedented technology driven disruption), health, wellness, job satisfaction, social engagement, important for many of us, adoption of beneficial technology and innovation and so many other areas can benefit from this.  And given the power of the brain, there is even potential for conceptual manipulation to replace significant numbers of pharmaceuticals, by, for example, managing depression, or via preventative behavioral health interventions.   Will this be authentic? It’s probably a little Huxley dystopian, but will we care?  It’s one of the many ethical connundrums AI will pose us with.

The Bad News.  Did I mention wealth and power?  As humans, we don’t have a great record of doing the right thing when wealth and power come into the equation.  And AI and AI empowered social, conceptual and behavioral manipulation has potential to concentrate meaningful power even more so than today’s tech driven society.  Will this be used exclusively for good, or will some seek to leverage for their personal benefit at the expense of the border community?   Answers on a postcard (or AI generated DM if you prefer).

What can and should we do?  Realistically, as individuals we can self police, but we obviously also face limits in self awareness of implicit manipulations.  That said, we can to some degree still audit ourselves.  We’ve probably all felt ourselves at some point being riled up by a well constructed meme designed to amplify our beliefs.   Sometimes we recognize this quickly, other times we may be a little slower. But just simple awareness of the potential to be manipulated, and the symptoms of manipulation, such as intense or disproportionate emotional responses, can help us mitigate and even correct some of the worst effects. 

Collectively, there are more opportunities.  We are better at seeing others being manipulated than ourselves.  We can use that as a mirror, and/or call it out to others when we see it.  And many of us will find ourselves somewhere in the deployment chain, especially as AI is still in it’s early stages.  For those of us that this applies to, we have the opportunity to collectively nudge this emerging technology in the right direction. I still recall a conversation with Dan Ariely when I first started exploring behavioral science, perhaps 15-20 years ago.  It’s so long ago I have to paraphrase, but the essence of the conversation was to never manipulate people to do something that was not in there best interest.  

There is a pretty obvious and compelling moral framework behind this. But there is also an element of enlightened self interest. As a marketer working for a consumer goods company at the time, even if I could have nudged somebody into buying something they really didn’t want, it might have offered initial success, but would likely come back to bite me in the long-term.  They certainly wouldn’t become repeat customers, and a mixture of buyers remorse, loss aversion and revenge could turn them into active opponents.  This potential for critical thinking in hindsight exists for virtually every situation where outcomes damage the individual.   

The bottom line is that even today, we already ave to continually ask ourselves if what we see is real, if our beliefs are truly our own, or have they been manipulated? Media and social media memes already play the manipulation game.   AI may already be better, and if not, it’s only a matter of time before it is. If you think we are politically polarized now, hang onto your hat!!!  But awareness is key.  We all need to stay aware, be conscious of manipulation in ourselves and others, and counter it when we see it occurring for the wrong reasons.

Image credits: Google Gemini

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