September 10, 2025 | Big Think
This article explains that while AI can deliver fast answers and polished outputs, it cannot create true wisdom. Wisdom develops through experience, reflection, and wrestling with uncertainty, not convenience. The piece argues that overreliance on AI risks shallow thinking and oversimplified conclusions. It encourages people to question easy answers, slow down, and engage deeply with complex problems instead of outsourcing judgment to technology.
October 27, 2025 | Big Think
This article argues that today’s most effective leaders operate more like jazz musicians than traditional commanders, blending structure with improvisation to navigate complex, contradictory environments. Drawing on military experience with U.S. and allied forces, Jeff DeGraff shows that leadership now demands adaptive thinkers who can synthesize across domains, hold opposing forces in creative tension, and shift mindsets as conditions change. Rather than choosing between extremes like control and creativity, leaders must engage paradox and use constraints as catalysts for innovation. The piece concludes that the future belongs to leaders who can integrate diverse perspectives and fluidly orchestrate change instead of those who rely on rigid expertise or simple solutions.
January 13, 2026 | Big Think
This article argues that the true transformation of our age isn’t artificial intelligence itself, but the return of meaning as the central driver of work and leadership. While AI may rewrite how work gets done by automating management, coordination, and even strategy, it cannot answer why work matters or provide direction and purpose the way humans can. Meaning becomes the organizing principle as machines take over routine coordination, leaving humans to navigate uncertainty, paradox, and coherence. The article highlights that future collaboration will form around “federations of meaning”: shared purpose where individuals align around why work matters rather than who is in charge.
May 27, 2025 | Big Think
This article argues that a high tolerance of ambiguity is essential for creativity and innovation because uncertain and unclear situations are where new ideas most often emerge. Creative thinkers lean into ambiguity instead of avoiding it, using discomfort with uncertainty to explore possibilities and generate breakthroughs rather than settling for easy answers. It explains that thriving in complex environments requires flexibility, openness to diverse perspectives, and comfort with conflicting information rather than rigid certainty. The piece concludes that embracing ambiguity fuels adaptability and original thinking, making it a foundational skill for creative problem-solving in both personal and professional contexts.