Trump’s latest plans for a White House annex could subtly reshape the path around the South Lawn, and its resulting irregularity says a lot about the Administration’s capacity for design nuance.
The latest renderings for a new proposed building on the site of the demolished East Wing were briefly posted to the National Capital Planning Commission website on February 13, and then deleted. The plans call for a ballroom much bigger than the rest of the White House. So big, in fact, that it ruins the shape of the South Lawn driveway.
[Image: NCPC]
Under the proposal, a new garden would cover the site of the Jacqueline Kennedy Garden, which was demolished alongside the East Wing last year, while a roughly 22,000-square-foot ballroom would jut out ever so slightly into the path of the looping driveway that encircles the most famous backyard in the U.S.
[Image: NCPC]
The elongated oval drive would then have to be pushed in on one side to accommodate the footprint of the enlarged ballroom, like the side view of an spherical exercise ball under pressure. Rather than maintain the intentional harmony of the current drive, the proposed path turns the South Lawn into a deferential design afterthought that makes way for Trump’s dream ballroom.
In the grand scheme of Trump’s presidencyand the White House’s overall facadea rerouted driveway is a minor thing. But the effect on this subtle element reflects the lengths his team will go to shoehorn his design ideas into reality, even if it means upsetting core design principles like balance elsewhere.
Gold-obsessed, unless it’s the golden ratio
Of course, nothing about Trump’s proposed ballroom has ever been symmetrical, nor have any of his other White House design projects been particularly subtle. He started by tearing out the Rose Garden and putting a car lot-sized flag poll on the North Lawn and then got to work tearing down portions of the White House before anyone could okay it or say no.
Trump replaced the original architect for the ballroom in December after clashes over its size. A National Park Service report last year found the plans would “disrupt the historical continuity of the White House grounds and alter the architectural integrity of the east side of the property.”
[Image: NCPC]
The latest proposed elevations for the ballroom, which were designed by Shalom Baranes Associates, a Washington, D.C., architectural firm, are more than twice the size of the since-demolished East Wing. The drafted design gives the White House complex the look of a male fiddler crab, which has one claw that’s bigger than the other. The planned ballroom dwarfs the West Wing in sheer footprint, which would make the overall visual balance of the White House grossly asymmetrical upon its completion.
Heightwise, however, the building appears in the renderings to rise about as tall as the Executive Mansion itself, and the proposal takes great pains to show that it won’t be visible from various vantage points in Washington, D.C., like from the Jefferson Memorial or from the U.S. Capitol steps facing northwest. The building is designed with a neoclassical facade, Corinthian columns, and a wide staircase entrance, matching the call for classical architecture Trump asked for in an executive order.
[Image: NCPC]
Fine arts fueled by cash, but not the arts
Construction of the ballroom will be paid for by corporate donors, raising thorny ethical questions for a president who once claimed to “drain the swamp.”
Two-thirds of known corporate donors to the ballroom have received $279 billion in government contracts over the past five years. Some donors, including Amazon, Apple, Meta, Microsoft, Nvidia, and T-Mobile are facing federal enforcement actions, according to a review from Public Citizen, a nonprofit consumer advocacy group.
[Image: NCPC]
Earlier this month, the watchdog group Citizens for Responsibility and Ethics in Washington (CREW) found that many donors failed to disclose their contributions in lobbying disclosure filings.
Trump has taken steps to remove friction or opposition to his plans to build the new building. Last October, he fired every member of the U.S. Commission of Fine Arts board, the agency that would have reviewed his construction plans. Now, his 26-year-old executive assistant Chamberlain Harris, who has no background in the arts, is set to be named to commission Thursday, according to The Washington Post.
The pressure to adopt AI is relentless. Boards, investors, and the market tell us that if we dont, well be left behind. The result is a frantic gold rush to implement AI for AIs sake, leading to expensive pilots, frustrated teams, and disappointing ROI.
The problem is that were treating AI like a magic wanda one-size-fits-all solution for any problem. But true transformation comes from strategically applying it where it can make the most impact.
This is the AI sweet spot, where the real competitive advantage lies. Its not about having the most advanced AI, but about having the right AI, applied to the right problems, with the right people. Here are five ways to find it.
1. Start with Your Biggest Bottleneck, Not Your Biggest Budget
Many organizations fall into the trap of allocating their AI budget to the department that shouts the loudest. Its a recipe for wasted resources.
Instead of asking, Where can we spend our AI budget? ask, Where is our biggest organizational bottleneck?
Identify the most time-consuming, repetitive processes in your company. Is it the hours your marketing team spends on pre-meeting research? The manual data entry bogging down your finance department? These pain points are your starting line.
For example, one company I worked with found their sales team was spending over five hours preparing for a single client meeting. By implementing an AI agent to handle the research and data compilation, they reduced that prep time by 87%, saving nearly $300,000 a year in productivity costs. The AI wasnt flashy, but it solved a real, costly problem. Thats a sweet spot.
2. Ask ‘Will This Enhance or Replace?’
The quickest way to kill an AI initiative is to make your employees feel threatened by it. When people hear AI, they often think job replacement. This fear breeds resistance and undermines adoption. As a leader, your job is to reframe the conversation from replacement to augmentation.
Before implementing any AI tool, ask a simple question: Will this technology enhance our teams capabilities, or simply replace a human function? The sweet spot is almost always in enhancement.
Think of AI not as a new employee, but as a tireless intern or a brilliant colleague for every member of your team. It can handle the grunt work, analyze massive datasets, and surface key insights, freeing up your people to do what they do best: think critically and make strategic decisions. When your team sees AI as a partner that makes their jobs better, they will champion its adoption.
3. Build Trust Before You Build the Tech
We dont use tools we dont trust. If your team doesnt understand how an AI system works or why it makes certain recommendations, they will find workarounds to avoid using it. Trust isnt a feature you can add later; it has to be the foundation of your implementation strategy.
This starts with creating a culture of psychological safety, where employees feel safe to ask questions and even challenge the AI.
Be transparent. Explain what the AI does, what data it uses, and where its limitations are. Appoint human oversights for critical processes, ensuring that a person is always in the loop for high-stakes decisions.
In my work, I use the framework 13 Behaviors of Trust, and it applies as much to AI as it does to people. An AI system earns trust when it is competent (delivers results) and has character (operates with integrity). Without that trust, even the most powerful AI is just expensive code.
4. Tie Every AI Initiative to a Business Goal
Exploring AI capabilities is not a business strategy. Too many AI projects exist in a vacuum, disconnected from the companys core objectives. If you cant draw a straight line from your AI initiative to a specific goallike increasing customer retention or reducing operational costsyou shouldnt be doing it.
Before you approve any AI project, map it directly to your companys OKRs or strategic pillars. How will this tool help us achieve our vision? How does it support our mission? This forces a level of discipline that prevents you from chasing shiny objects. It ensures that your AI strategy is not an isolated IT function, but an integral part of your overall business strategy.
AI that doesnt align with your core purpose will always be a cost center. AI that does becomes a powerful engine for value creation.
5. Create Space for Learning, Not Just Execution
Leaders often expect an immediate, seamless return on their AI investment. But there is no magic switch. Successful adoption requires moving your team from a zone of comfort, through the uncertainty of fear, and into zones of learning and growth. This takes time and patience.
Dont just budget for the technology; budget for the learning curve. Create sandboxes where teams can experiment with new AI tools without fear of failure. Celebrate the small wins and the lessons learned from missteps.
The organizations that are truly winning with AI arent the ones that got it perfect on day one. They are the ones that fostered a culture of continuous learning, empowering their employees to adapt and grow. The long-term ROI from an empowered, AI-fluent workforce will far exceed any short-term gains from a rushed implementation.
Finding your AI sweet spot is less about technology and more about psychology, strategy, and culture. Its about shifting your focus from what AI can do to what it should do for your organization and your people. Stop chasing the AI hype and start solving your real-world business problems. Thats where youll find the lasting advantage.
The 2026 Milan-Cortino Winter Olympics is set to debut a new sport: ski mountaineering, also known as skimo. Over the course of two days at the Stelvio Ski Centre located in Bormio, Italy, 36 athletes will compete in three main events: mens sprints, womens sprints, and mixed relay.
The race is part endurance and speed, as typical skimo competitions feature athletes racing against each other as they ascend uphill with support of climbing skins before skiing downhill. The Winter Olympics version, however, differs in format. This version compresses the competition into a roughly three-minute race.
Each leg of a skimo race requires its own specialized equipment. And that equipment matters. Who wins and loses in skimo is often a matter of milliseconds, determined during the transitions between the three distinct moments of the race: ascent, boot-packing (mountaineering), and descent.
Thats where a 76 year-old German company comes in. Dynafit created the DNA Sprint Collection, a six-product line engineered specifically for the Olympic stage that 11 out of 36 athletes will use during the competition. The remaining athletes will use similar equipment provided by different brands in line with the International Ski Mountaineering Federations (ISMF) requirements.
[Photo: Owen Crandall/courtesy Dynafit]
Dynafits Design Philosophy
A typical skimo competition features rough, high alpine terrain and harsh, snowy conditions that are physically demanding on athletes. To maneuver this challenging terrain, athletes rely on gear such as skis, boots, poles, gloves, backpacks (to hold equipment while transitioning from one part of the race to the other), crampons (a spike attachment for athletes boots to grip onto ice while on foot), and avalanche gear. All of this gear is specifically designed to be lightweight to assist athletes in navigating the challenging, mountainous terrain.
Historically, Dynafit is known for pioneering the boots and tech binding (a mechanism that lets athletes lift their heel while climbing uphill and lock into place to descend downhill) critical for performing the sport. Now, as the dominant brand in the $1.24 billion skimo equipment market, the company produces a range of products, including helmets, race suits, boots, skis, and skins, for the casual and elite skier.
[Photo: Dynafit]
The biggest challenge in our development [is] to find the balance between weight and safety, says Manuel Aumann, Dynafits Operations and R&D Director Bindings. Aumann explains that the company has an abundance of testing experience to ensure their products durability and safety.
We have to save every gram . . . but also [deliver] high safety products, explains Aumann. [For] every 100 grams you save on your boot or the ski, or on the binding, you could carry seven times more weight on the backpack. For our customers and for the athletes, [that] pushes them to the next level.
[Photo: Owen Crandall/courtesy Dynafit]
Re-Thinking Skimo Designs
This will not be the first time that skimo qualifies as a Winter Olympic sport. Between 1924 and 1936, the International Olympic Committee (IOC) included skimo in the Winter Games but later discontinued it in part due to its dangerous nature. Then in July 2021, the IOC unanimously approved skimos inclusion in the 2026 Winter Olympics.
For the occasion, Dynafit developed a unique line specific for the Olympics, including skis, bindings, poles, gloves, and backpacks. Creating a line of products to help elevate athletes performance involved a two-step process.
First, in 2022, Dynafit hosted an international summit with 25 of its sponsored athletes to curate their feedback on equipment constraints. That input served as the foundation for the company’s four-year process from the redesign to market availability of its specialty product line.
[Photo: Dynafit]
Aumann and his team dissected the Olympic format to inform their design process. The Olympic race focuses on sprint races. Athletes will be required to complete an uphill ascent on skis, transition into a short bootpacking section, then transition again for a downhill descent. This race format requires fast transitions between each phase.
The two minutes 30, you can split [in] time slots, says Aumann. The rough estimation [is] two minutes for the uphill and 30 seconds for the downhill. We got into the analysis of where we an have the most benefit if we change something.
The team determined that the first half of the race, involving the ascent with skis and the transition where athletes remove their skis and place them into their backpacks just before continuing onto bootpacking (a foot race on skis with the assistance of poles), would yield the most benefit.
The Dynafit team learned that while most of the new product line required minimal adjustments, their skis and bindings would require significant design alterations.
[Photo: Dynafit]
The handling operations, they’re quite important on this high level, explains Aumann. It’s really about the second[s] they can save during [these] transitions.
The rough alpine terrain of a standard skimo competition requires skis to have increased skiability, meaning they are carved and built for those conditions in order for athletes to make safe turns. Since the Olympics course will have smoother slopes with fewer steep curves and banked turns to help athletes, it allows skis to have less skiability. In other words, the skis do not need to be optimized for tough terrains, allowing Aumann and his team to focus on narrowing the ski-waist from 64 mm to 61 mm.
With this [slimmer] ski, we could save weight, says Aumann. While a traditional race touring ski weighs 690 grams, the altered ski weighs only 650 grams.
Another benefit of this slimmer version of the ski, particularly its narrower tail, is that it allows athletes to better handle transitions. For instance, when athletes move from skiing uphill to bootpacking, they must quickly loop their skis onto their backpack for the foot race and then later unhook them for the descent downhill. Ultimately, this design change is intended to help athletes shave off incremental seconds, which is critical in a sprint where every tenth of a second counts.
[Photo: Dynafit]
Further, during the uphill transition from skis to bootpacking (the foot race), athletes will need to release themselves from their ski bindings, where steel pins meet the boot inserts to secure the boots within the binding. Then on the descent portion of the course, athletes need to step back into their ski bindings. The act of stepping in and out of skis presented additional time-saving opportunities and speed optimization. Aumann and his team made three key design changes to their fully aluminum, binding product.
[Photo: Dynafit]
What we did is to really make [the grip zone], where the athlete can grab, wider,” explains Aumann. [The athletes] don’t have to look down, but can grab it in a very easy way without looking. The team widened the grip zone for the heel piece as well as the locking lever of the binding. Providing athletes with a larger grip zone surface allows athletes to use one hand to release their boots from the binding, saving at least a few tenths of a second.
Lastly, the team redesigned its ski race stoppers, a safety feature required by the ISMF. Generally, standard ski touring stoppers deploy a small metal arm, or wire, into the snow to slow the ski if an athlete loses it or releases from the binding. According to Aumann, each stopper includes a plastic cap at the end to help it grip and fix into the snow. While a traditional alpine ski touring stopper features sharp contours and edges that can easily snag on a loop in an athletes backpack, Dynafits re-designed stopper lacks these features.
[Photo: Dynafit]
Rather, the team modified the transition point where the plastic cap meets a metal wire by creating a smooth, rounded curve surface. By rounding out the curve, the updated design reduces the risk of catching onto other surfaces while improving overall reliability, all without adding weight. The modified race stopper alone weighs just 30 grams, compared to the 70 to 100 grams typical of standard touring models.
Another important aspect of the redesign is that the stopper automatically retracts when athletes switch to the descend/downhill model, eliminating an additional step for manual adjustment.
Aumann acknowledges that this design process helped accelerate a trend already happening across the industry. As the sport has grown in the past couple of years, manufacturers have increasingly considered tradeoffs rather than focusing solely on making lighter products.
Within the last two years that [has] changed, says Aumann. Perfect handling of the products [is] a very high priority. So, it is [acceptable] to have a product with a few [more] grams if the handling is better and can save time. Dynafit has already begun incorporating these design tweaks into its commercial products.
Most leaders understand their message needs to define exactly who their work is for. Fewer realize that it should also define who it’s not for. Fewer still realize that their message is unintentionally excluding some of the very people they want to attract.
Effective messaging repels on purpose. Careless messaging excludes by accident. And for leaders, knowing the difference can make or break your organizations credibility.
REPEL TO ATTRACT
The idea of intentionally turning away potential customers can make leaders uncomfortable. It seems counterintuitive, even reckless, to deliberately shrink your total addressable market when youre trying to grow. But trying to message to everyone can come at a high cost, resulting in:
Misaligned employees. People who dont share your organizations values may become unhappy and disengaged, ultimately eroding your culture and reputation.
Wrong-fit customers. Theyll never be satisfied with what wasnt designed for them, leading to negative reviews, returns, and reputation damage.
Wasted resources. Messaging too broadly can result in additional expenses, from advertising to (and trying to convert) a larger pool of prospects, all the way through to customer service.
The costs of attracting the wrong audience compound over time, while organizations with the deepest loyalty are often the ones explicitly saying this wasnt created for you. Two particularly effective ways to do this are through values-based declarations and explicit audience definition.
Values-based repelling involves taking a strong public stance on the ideas that matter most to your brand, effectively filtering out those who dont share those values. When Patagonia launched their edgy Dont Buy This Jacket campaign with a full-page ad in the New York Times on Black Friday, they werent just making a statement about overconsumption; they were signaling to impulse buyers and fast-fashion hunters that Patagonia isnt for them. It was a bold expression of this is what we stand for, and this is what we dont.
Meanwhile, explicit audience definition expresses who an organization stands for. Basecamp takes this approach by saying: We are for this group. We are not for that group. This builds community and loyalty by creating a small business Us (We stand with the underdogs. Freelancer? Underfunded non-profit? Small team feeling stuck in a large enterprise? Start-up battling established competitors? Youre our people.) versus a big business Them (Theyre slow. Theyre conservative. They talk too much. Theyve stopped taking risks. Theyre resting on their laurels, gliding on their reputation.) dynamic that makes their ideal customers feel seen and understood.
So when does repelling cross over from good to badand is it possible to repel too much?
In many cases, it’s not a matter of degree (turning the repelling dial up or down), but of intentionality. Often, the smallest details create unexpected barriers. Seemingly minor messaging decisions, invisible to internal teams who know what they meant to say, can alienate the very people youd like to attract.
BARRIERS YOU DIDNT MEAN TO BUILD
Every message draws a line: inviting some in, leaving others out. The risk is when that line is invisible to you but glaringly obvious to your audience.
Strategic narrowing is, by definition, intentional. You decide whoand only whoyoure speaking to and why, shaping your message around what will resonate most. Careless narrowing happens when you filter people out by default through assumptions, jargon, stereotypes, unconscious bias, or unclear values.
This type of exclusion isnt deliberate. Its built into the words we use, the assumptions we make, and the systems we design. It often feels harmless in the moment; after all, you didnt mean to exclude anyone. But messaging missteps stack up, often in ways we dont see until its too late.And when a message ends up alienating the very people youre trying to reach, it can undermine everything youre building: your team, your customers, and your reputation.
Unintentional exclusion carries real costs:
1. Talent loss
Talented candidates self-select out because they dont see themselves reflected in your language, imagery, or values, leaving roles harder to fill. Current employees who feel overlooked or alienated disengage, and that disengagement can wreak havoc on your culture.
This shows up in a number of quiet ways, for example: A company says it values a diverse workforce but schedules events on days that are major holidays for some employees. A strong candidate doesnt apply because the job description uses jargon or must-haves that dont actually matter. Company headquarters are accessible by public transport but the company offsite is not. Leadership talks a big game when it comes to its global perspective, but every quarter the big all-hands meeting is only live in US time zones.
2. Missed growth
Customers who dont see themselves in your story wont buy in. People who could have been strong advocates never consider your product because the way you described it suggested it wasnt for them. This shows up in many ways:
Product positioning that assumes sameness. Parenting apps marketed for busy moms can unintentionally exclude dads, grandparents, or other caregivers who share the same challenges.
Language that creates barriers. A landing page filled with jargon can leave first-time buyers feeling shut out rather than invited in.
Product design with hidden friction. An app that assumes constant high-speed internet excludes rural users. Low-contrast color palettes exclude those with low vision.
Visuals that signal who belongs. When websites or ads feature only one demographic, they subtly suggest others arent welcome, even if they are part of the intended audience. Peloton learned this the hard way. An early campaign centered on ultra-fit people in luxury apartments projected an elite, upper-class image that excluded people who werent wealthy and who represented a wider range of body types. The campaign also came under fire for portraying a sexist dynamic. While the intent was to be inspirational and aspirational, it didnt take into account where many of its potential customers were starting out, and it wasnt aligned with Pelotons founding goal of democratizing fitness. The brand smartly course-corrected in 2023 with new messaging and ethos, emphasizing fitness offerings for all ages, levels, and walks of life.
3. Damaged credibility
Beyond costing you poential customers and engaged employees, accidental exclusion damages how the broader market perceives your brand. When your companys behavior contradicts your stated mission or core values, stakeholders notice the gap between what you claim to stand for and what your words and actions actually signal. The resulting erosion of trust can be imperceptible until it turns into a full-blown reputation crisis. Once trust is lost, its difficult to win it back.
The difference between strategic and careless narrowing is intention and awareness: one sharpens your message, the other shrinks your reach. The result is always the same: qualified candidates opt out, customers conclude “not for me,” and stakeholders lose trust.
You didnt choose a nicheyou just made yours significantly smaller.
HOW TO REPEL, NOT EXCLUDE
People are highly attuned to language. They notice whos acknowledged and whos overlooked, especially when its them. In a crowded market, intentional communication determines whether you expand opportunity or reinforce barriers.
Inclusive messaging doesnt mean trying to be everything to everyone. It means being deliberate about the language you use and the lines you draw so the right people feel welcomed in, not left out.
To avoid missteps, regularly pause to ask:
Who might this message unintentionally exclude?
Are we relying on assumptions that not everyone shares?
Does our language and imagery draw people in or push them away?
Build guardrails into your processes throughout your organization:
Choose words and imagery carefully. Intentionally repel those who are not ideal customers or employees, but incorporate safeguards and checks to make sure youre not using language or visuals that unintentionally exclude.
When creating a customer avatar, consider relying less on demographics and more on psychographics. What are their attitudes, values, and interests? Consider how your message might land differently based on someone’s lived experience, perspective, and motivations.
Run language and formatting through an inclusivity check, test job posts with employees from different backgrounds, and test brand copy with focus groups who have different points of view and lived experience.
When diverse perspectives are considered, accidental exclusion decreases. The business case is clear: employees are attracted and retained, brand messages land with the right audience, and teams better identify products and services for a broader customer base. According to a BCG study, companies with more diverse leadership boast 19% higher innovation revenue. And McKinsey finds that companies with diverse leadership teams are 39% more likely to outperform their peers financially.
Make checking for accidental exclusion and unintended barriers a regular practice. Invite perspectives from people who don’t look, think, or work like you. Brands that do this consistently don’t just avoid costly mistakesthey build stronger cultures, retain better talent, attract the right customers, and gain credibility that lasts.
Change often fails and that rarely has anything to do with whether the concept is a good one or not. As Howard Aiken famously put it, “Don’t worry about people stealing your ideas. If your ideas are any good, you’ll have to ram them down people’s throat.” As the creator of the Harvard Mark, one of the very first computers, he was speaking from experience.
The truth is that any time you set out to make an impact theres going to be some who wont like it. Theyll seek to undermine what you are trying to achieve and they will do it in ways that are dishonest, underhanded and deceptive. Its a hard truth, but one we all need to accept: resistance is inevitable when you try to drive change.
Once you internalize that, you can begin to move forward. When we work with organizations trying to adopt and scale new ideas, one of the first things we do is work to anticipate and build strategies to overcome resistance. We start by working to understand where resistance is most likely to come from and devise a plan to address the concerns opponents are likely to exploit.
Understanding Sources Of Rational Resistance
There are many good reasons to resist change. The status quo, for better or worse, is what people have become used to. They understand its benefits and how to work around its shortcomings. So the first barrier to change is the need to build trust in an alternative, more uncertain path.
A second source of resistance is change fatigue. We live in an era that glorifies change, where disruption has taken on an almost cult-like status. So we need to consider not only the merits and demerits of a single initiative, but also the broader contextwhat has come before and what else is happening at the time. Many organizations juggle too many initiatives and the ones that fail increase change fatigue, making it harder for those that follow.
A third source is competing incentives and commitments. Incentives, both explicit and implicit, are usually designed to reflect the status quo which is why many change leaders find themselves in the awkward position of asking people to act against their own interests, In other cases, the conflict is self-imposed, such as when a manager who wants to delegate more also sees herself as a hands-on manager.
Finally, every change faces switching costs. Change always requires some investment in time, resources, training and other areas. Opponents of change often make the case that these costs exceed the potential benefits, which puts the burden of proof on those who support doing things differently.
The key thing to overcome rational resistance is to anticipate it, which is why one of the first things that we do when we start working with an organization is to do a resistance inventory, laying out the categories of resistance and discussing what types of resistance can be expected, hope they will most likely manifest themselves and what strategies can mitigate them.
Anticipating Irrational Resistance
Many argue that resistance to change is merely an illusion. They claim that if youre facing pushback, its either because you havent effectively communicated the value proposition or havent put in the effort to understand the root causes behind the opposition. Surely, if your idea has value, people will embrace it.
Now, thats just silly.
Resistance doesnt need a rational basis and often doesnt have one. The truth is that humans form attachments to people, ideas, traditions and other things. When we feel that those attachments are being threatened, we will tend to act out in ways that dont reflect our best selves. Anybody who has ever been in a romantic relationship or part of a family knows that.
Transformation isnt a popularity contest. Its not consensus driven. Its also not some heroic journey to some alternative future state about which everyone agrees (they never will). Change is always a strategic conflict between that desired future state and the status quo, which always has inertia on its side and sources of power keeping it in place.
To overcome that resistance, you need to be clear-eyed and hard-nosed. Success or failure has surprisingly little to do with the quality or usefulness of your initial idea. Good ideas fail all the time. Thats why you need to be strategic. Slogans and gimmicks wont help you. Change isnt about persuasionits about power and collective dynamics.
Building Strategies To Overcome Resistance
The first principle of building strategies to overcome resistance is to address the causes of rational resistance youve uncovered in your resistance inventory. Another approach you can apply at the same time is to recruit a few skeptics to form an internal red team to let you know where youre going wrong. Theyre bound to identify blind spots and can often become genuine supporters over time.
Irrational resistance, however, requires more specific strategies. The first is to start with a majority. You can always expand a majority out, but once youre in the minority, you will feel immediate pushback. You get to decide who you put in the room, so choose wisely. You have no obligation to invite the bomb throwers in.
A second strategy is simply to not engage with your most active resistors. Decades of research has found that you usually need only 10% to 20% participation to hit an inflection point, so you dont need to convince everyone at once. Go to where the energy is. Find people already enthusiastic about your idea, gain traction toward that 10%-20% threshold.
A final strategy is a dilemma action in which you identify a shared value and then design a constructive act rooted in that shared value. That reates a dilemma for your opponents because they need to either let the constructive act go forward, or to violate the shared value. Either way, your change moves forward.
Dilemma actions have been used for at least a centuryfamous examples include Gandhis Salt March, Kings Birmingham Campaign and Alice Pauls Silent Sentinels. One of my favorites was a Lego protest in Siberia. They are just as effective in an organizational context, using an opponents resistance against them.
Change Is A Strategic Conflict
Many assume that you bring about change through persuasion. They believe that once people understand the idea they will embrace it. So they work to build awareness, desire and knowledge about the idea and equip people with the skills to implement it in the hopes that the transformation will take hold on its own and become self-sustaining.
They are usually sorely disappointed. Decades of evidence show that shifts in knowledge and attitudes usually dont result in changes in practice. There is also a large body of research that suggests providing people with the right information is unlikely to meaningfully influence their behavior. People arent blank slatesthey bring prior beliefs and biases that shape how they respond to new ideas.
The truth is that change isnt some kind of heros journey to some alternative future state. It is a strategic conflict between that desired state and the status quo, which always has inertia on its side and never yields its power gracefully. It has sources of power keeping it in place and those sources of power have an institutional basis.
Thats why you need to begin to think about how you will overcome resistance from the start. You cant just wait until you encounter it and react, but must work to anticipate it and devise strategies in advance. Thats what makes the difference between successful changemakers and mere frustrated dreamers who once had an idea.
Fifty years is a long time for any company to stay in business. About 20% fail in their first year. By year five, roughly half are gone. By the end of a decade, nearly 70% dont make it. Reaching a golden anniversary raises a question about what allows some businesses to last.
The answers are often framed in terms of Herculean efforts, access to capital, and brilliant strategy. All those matter. But in my experience, the gift of longevity is the result of something less visible and harder to measure: the quality of the relationships built along the way.
This factor was apparent to me when I opened my first flower shop on April 1, 1976, and it only grew stronger as that little business blossomed into 1-800-Flowers.com. When we stayed focused on our relationships, we moved forward. When we lost sight of them, we stumbled.
Those relationships, of course, begin with customers who trust you with moments that matter in their lives. They extend to the florists, growers, makers, and partners who bring care and craftsmanship to the work every day. And they include the people inside the company, whose pride, judgment, and commitment ultimately shape what the business becomes.
Relationships, up close
Fifty years ago, I was working full-time as a social worker and part-time as a bartender. Both jobs showed me how our lives are shaped by relationships and how difficult it can be to express what we feel when the stakes are high.
When the opportunity arose to buy the small flower shop across the street from the bar where I worked, I took it. In both jobs, I had seen people searching for ways to connect. If words sometimes fell shortand alcohol helped loosen themwhy couldnt flowers do their own kind of work?
That tiny shop on Manhattans Upper East Side became a place where people brought moments they cared about: a birthday, a reconciliation, a loss, to name a few.
In those early days, orders rarely came without context. A customer might explain that her daughter had just moved into her first apartment and felt lonely. Someone else would describe a gathering they hoped would feel warm rather than formal. People shared intimate details of their livesit was the 1970s!and many stopped by simply to say hello, swap gossip, or ask for a restaurant recommendation.
Funeral work made that lesson unmistakable. Families came in for flowers, but what they really wanted was a way to express what words couldnt reach. Over time, we became known for deeply personal tributesarrangements shaped like garbage trucks for a sanitation worker, or gates left intentionally open because, as one family put it, you never lock the gates to heaven.
Those moments stayed with me. They made it clear, early on, that carelessness had consequencesand that trust, once given, had to be earned again every single day.
Scaling trust
Built on strong relationships, that single flower shop grew into a small chain. Business was good, but I could see opportunities to grow further. The challenge thenas it remains todaywas how to expand without losing the trust that had been built one customer at a time.
We learned early on that convenience plays a role in trust, and technology became a powerful way to deliver it. In 1984, while listening to the radio one morning as I shaved in the bathroom, I heard about the growing impact of toll-free phone numbers.
The company that owned the 1-800-Flowers number hadnt figured out how to turn it into a national floral business. I thought we could with the right investment in telemarketingthis has always been a relationship business, after all. It worked so well that the phone number eventually became the name of the company.
That was just the first of several technology waves weve navigated. We moved online when plenty of people doubted anyone would buy something so personal over the internet. We embraced mobile early. And today, were exploring how artificial intelligence can help people choose, personalize, and communicate more thoughtfully.
Each shift mattered only to the extent that it made human connection easier. Technology earned its place when it helped people act on intentions they already had. It succeeded when it reduced friction in relationshipsand failed whenever it distracted from them.
Stewardship is a choice
The trust required to build and sustain relationships is neither automatic nor permanent. It has to be earned again and again. I saw it up close as 1-800-Flowers.com expanded beyond flowers into gourmet food and gift baskets, and we began evaluating businesses to bring into the family.
I remember my first visit to Harry & David after we acquired the company in 2014. Years of ownership changes and aggressive cost-cutting had taken a toll. Trust between leadership and employees had been badly damaged, and customers had noticed.
When I arrived, the leadership team braced for a familiar conversation. They had grown used to owners focused on extracting value by cutting costs, narrowing ambition, and shrinking the future. People were understandably guarded, uncertain about what came next.
But the conversation took a different turn. Instead of talking about what could be stripped away, we talked about planting more fruit trees and protecting what made the brand distinctive for the long term. The focus was stewardship rather than short-term returns.
Previous owners had talked about harvesting value. We were talking about cultivating it. One longtime employee told me afterward that he had never heard an owner speak that way.
Staying connected in a crisis
The shift toward digital commerce brought challenges, especially when it came to maintaining relationships with customers who now encountered us through screens rather than storefronts. Technology created reach and convenience, but it couldnt replace the power of being together.
The pandemic brought that reality into sharp focus. In a moment of urgency, we closed all but one of our remaining Harry & David retail stores.
As the crisis unfolded, I asked a simple question of my executive team: How do we stay close to our customers now? How do we check in, not as a business, but as people? A young woman in my office suggested writing a newsletter. That idea became the Celebrations Pulse.
The first subject line captured the intent: Just checking in. In those early weeks, I shared thoughts on staying connected and maintaining perspective during a period of isolation and uncertainty.
The response surprised me. Readers were struck that a brand wasnt trying to sell them anything. As weeks turned into months, the focus naturally widened from COVID to loneliness, from crisis to connection, from coping to the deeper reasons we celebrate in the first place. We eventually invited readers to share their own stories, many of which became the foundation for future letters.
What began as a simple outreach grew into an ongoing weekly conversation. Circulation steadily expanded, from six million to 10 million readers. Today, its approaching 20 millionproof that even in a digital world, people still value being seen, heard, and remembered.
Another turning point
Technology continues to evolve, and customer expectations evolve with it. The tools change, the pace increases, and leadership requires a willingness to keep learnng. What matters most is staying attentive to the people you serve and the promises youve made to them.
Its easy to rely on approaches that worked well in earlier chapters. Over time, though, the work asks for new skills and fresh perspective. Relationships dont stay strong by standing still; they grow when you meet people where they are.
We were reminded of that in late 2024, when our food brands introduced a new order-management system ahead of the holiday season. The rollout didnt meet our expectations, and some customers were left waiting during moments that mattered to them. It was a difficult experience, and a revealing one.
As the company approached its 50th anniversary, that moment prompted reflection. Longevity brings responsibilitynot only to honor what has worked, but to make thoughtful decisions that support the relationships the business depends on today and in the future.
In the spring of 2025, I stepped aside as CEO of 1-800-Flowers.com and continued as chairman. Im now partnering with our new CEO, Adolfo Villagomez. His experience at Home Depot and strength in operations and team culture balance my own perspective. Hes the yin to my yang as we move into the next chapter.
After fifty years, the lesson is a simple one. As title and tools change, what endures is the work of earning trustby listening closely, acting responsibly, and making decisions that keep relationships at the center.
50 years of gratitude
Rather than protecting a legacy, the work ahead is about continuing to earn trust one decision, one interaction, and one relationship at a time. Gratitude keeps that responsibility front and center.
Businesses dont last because they declare success. They last because enough people decide, again and again, that theyre worth believing in. For that beliefand for the people who continue to extend itI remain deeply grateful.
At the Winter Olympics, skiers, bobsledders, speedskaters, and many other athletes all have to master one critical moment: when to start. That split second is paramount during competition because when everyone is strong and skilled, a moment of hesitation can separate gold from silver. A competitor who hesitates too much will be left behindbut moving too early will get them disqualified.
Though the circumstances are less intense, this paradox of hesitation applies to daily life. Waiting for the right moment to cross the street, or pausing before deciding whether to answer a call from a number you dont recognize, are daily examples of hesitation. Importantly, some psychiatric conditions such as obsessive-compulsive disorder are characterized by impulsivity, or a lack of hesitation, while excessive hesitation is a crippling consequence of several anxiety disorders.
As a neuroscientist, I have been working to uncover how the brain decides when to act and when to wait. Recent research from my team and me helps explain why this split-second pause happens, offering insight not only into elite athletic performance, but also how people make everyday decisions when the potential outcome isnt clear.
We found that the key to hesitation is a response to uncertainty. This could be where a dropped hockey puck will land, when a race starts, or placing your order at a new restaurant.
Hesitation and the brain
To understand how the brain controls hesitation, my colleagues and I designed a simple decision-making task in mice.
The task required the mouses brain to interpret signals that were predictably good, predictably bad ormost importantlyuncertain, meaning somewhere in between. Different auditory tones indicated whether a drop of sugar water would soon be delivered, not delivered, or had a 50/50 chance of delivery.
How the mice behaved would not affect the outcome. Nevertheless, mice would still wait longer before licking to see whether a reward had been given in the uncertain scenario. Just like in people, unpredictable situations led to delays in response. This hesitation was not the result of vacillating between options in indecision, but an active and regulated brain process to pause before acting due to environmental uncertainty.
When we examined neural activity associated with the onset of licking, we identified a specific group of neurons that became active only when outcomes were unclear. Those neurons effectively controlled whether the brain should commit to an action or pause to gather more information. The degree to which these neurons were active could predict whether mice would hesitate before making a decision.
To confirm that these neurons played a role in controlling hesitation, we used a technique called optogenetics to briefly turn these brain cells on or off. When we activated the neurons, mice hesitated more. When we silenced them, that hesitation faded, and their responses were quicker by several hundred milliseconds, in line with their reactions to predictable situations.
Researchers can use optogenetics to turn brain cells on or off.
Daily life, disease, and downhill racing
Our findings suggest that, rather than a weakness to overcome, hesitation appears to be a fundamental brain feature that helps people and animals navigate an uncertain world and avoid costly mistakes.
Our study also provides insights into the balance of action and inaction in health and disease. The hesitation neurons are located in the basal ganglia, the same part of the brain affected in Parkinsons disease, OCD, and addiction. While researchers must still determine how much overlap or interaction there is between the cells involved in hesitation and those affected in psychiatric disorders, their overlap in circuitry points to possible targets for treatment.
Our next step is to understand how cells controlling hesitation interact with drugs treating ADHD and OCD, conditions where patients can respond impulsively during volatile or uncertain situations.
We also aim to identify which brain areas provide these cells with information about uncertaintythe environmental signal so critical to hesitation. While researchers have found that several parts of an area of the brain called the prefrontal cortex encode uncertainty, its unclear how the brain actually makes use of this information, where the rubber meets the road.
Hesitation is not a flawits a critical feature for navigating an unpredictable world. Whether youre a figure skater waiting for the perfect moment to launch your jump or just going about your day, the circuitry behind hesitation plays an important role in figuring out the timing to get the action right.
Eric Yttri is an associate professor of biological sciences at Carnegie Mellon University.
This article is republished from The Conversation under a Creative Commons license. Read the original article.
Before The Whale, I had everything to prove. And now, to be honest, not so much, Oscar winner Brendan Fraser, 57, told AARP The Magazine in an interview last month.
The 50-and-older segment is the fastest-growing demographic in the world, according to Myechia Minter-Jordan, AARPs CEO. And three years ago, Frasera Hollywood mainstay for 35 years whose career has been marked by challenges like depression and work droughtwas nominated for (and won) his first Academy Award for playing the lead in director Darren Aronofskys prestige drama The Whale. In his acceptance speech, Fraser thanked Aronofsky for throwing me a creative lifeline.
In the interview with AARP, he delves further into his professional journey, sharing high points and personal setbacks, as well ambitious persistence in middle age.
From Encino Man and George of the Jungle to The Mummy and The Whale, Fraser has long been a leading man. But he flashes back to his first paid gig as a mascot for a storage unit company in Seattle, making $14 an hour: Ive never been flipped off more in my life, he said. Eventually, he got acting gigs and moved from roles like “Sailor Number One” to becoming a Hollywood megastar and blockbuster headliner.
Fraser also detailed struggling with depression after an incident in 2003, when he alleged that the president of the Foreign Press Association groped him at an event. He talked about the importance of safeguarding his mental health following the incident: Ive learned to check in with myself and constantly reevaluate whats important. And you also need to ask for help when you need it. Early on, I didnt know you could ask for help. I only saw the stigma of it. I was afraid to say, I need a hand.
Fraser said he again found himself in a dark place when, despite being a Hollywood A-lister, he ended up in a prolonged career lull for the entire 2010s (despite the fact that he never actually stopped working). The AARP The Magazine article called it a less star-studded period in which he wasnt connecting with audiences the way he once had.
The silence in a career can be deafening, Fraser told the magazine.
He expounded on his philosophy of perseverance: For a long time there, I felt like I disappointed people because I hadnt met their expectations, he said. But Im still here, you know? This is what I do.
This lesson in humility and gratitude can create confidence and better health. In fact, theres research that shows gratitude’s heath perks, such as greater emotional and social well-being, improved sleep, lower depression risk, and even better heart heath markers, according to Harvard Health.
In this job, you live in a constant state of panic, and you cant get too comfortable, Fraser revealed. Ive learned to check in with myself and constantly reevaluate whats important.
Staying true to your values and your core goals can keep you focused on your career path, too. The intersection of values, passion, and purpose can culminate across industries, whether thats working as an actor, a software designer, an account executive, an attorney, or a small-business owner.
In a Harvard Business Review article titled Values, Passion, or PurposeWhich Should Guide Your Career?, writer Irina Cozma summarizes the principle: We all know following this advice isnt as easy as it sounds, Cozma wrote. This commitment to self-reliance is a continual and evolving commitment. Incorporating these mantras can help you build a career that is a combination of feeling successful, but also deeply fulfilling, she said.
Finally, supporting each others mental health is crucial. Fraser touched on the importance of reaching out for helpand the same is true in professional contexts.
A 2024 study by the University of New Mexicos Anderson School of Management, published in The Journal of Social Psychology, showcases how receiving help at work can mitigate exhaustion levels for workers. This research points to the importance of us working together. Being able to find unique and creative ways to still foster those relationships, even virtually, is extremely important, said associate professor Andrea Hetrick, the studys lead author, in a press release.
Frasers most recent film, 2025s Rental Family, has him starring as an American actor doing stand-in work for strangers for a Japanese talent agency. Its the latest movie in his decades-long careerone marked by resilience in the face of prolonged dry spells and huge mental health roadblocks in a brutally competitive, age-conscious industry.
He said he relies on therapy, as well as reaching out to friends, getting the exercise you need, even having a bit of breakfast. Theyre small things, but when youre dealing with those feelings, they can make a monumental difference.”
Imposter syndrome happens when we have the feeling that we do not deserve what we have achieved, fearing that we’ll be discovered to be fakes or frauds. Our successes, we tell ourselves, were achieved not through our actual abilities and talents, but through some combination of luck, timing, and mistakes others made that allowed us to slip through the cracks. Nobody is immune to this feeling, and it affects all segments of the publicfrom leaders, artists, actors, and the people we see as high achievers.
Sheryl Sandberg, Harvard grad and former Facebook COO, wrote in her 2013 book Lean In: Every time I took a test, I was sure that it had gone badly. And every time I didnt embarrass myselfor even excelledI believed that I had fooled everyone yet again. One day soon, the jig would be up. Sandberg is joined by a long list of well-known people who have readily admitted feeling this way.
But emotional intelligence offers us help and direction in overcoming this pervasive yet very common problem.
Commonly understood as the ability to recognize, understand, and manage our emotions, emotional intelligence gives us the ability to understand ourselves and others in ways that increase our ability to work through our unpleasant thoughts and feelings.
As an author of two books on emotional intelligence, I have written extensively on the topic. When we experience imposter feelings, they provide us with guidelines and tools that will help us to release the negative impacts that come with them. Instead of experiencing self-doubt, we will move toward welcoming our success.
Self-awareness, the root of emotional intelligence, is a powerful aide in determining how we relate to self-doubt and our inner voice. When we are self-aware, we learn to create space between how we are feeling and what we know to be facts. We can choose to feel fear and self-doubt without accepting them as being based in reality. This allows us to choose thoughts that support that we have genuinely earned our achievements.
People with strong emotional intelligence have the ability to relate to and connect well with others. When sharing their doubts, they soon become acutely aware of how common this problem is, allowing them to normalize their feelings around the issue. This provides them with relief that what they are experiencing is nothing out of the ordinary that needs to be feared and overly stressed about. Knowing that there are many others who experience the same thing takes a lot of the sting out of our feelings that we are alone with this experience.
One of the characteristics of people who struggle with imposter syndrome is that they tend to be very hard on themselves. This was true for Suzanne Smith, a college professor and the CEO of the nonprofit management company Social Impact Architects, who describes herself as a recovering perfectionist.
As Smith tells her entrepreneurship students: Imposter syndrome isnt proof youre unqualified. Its often evidence that youre growing. She has spent the last decade becoming more emotionally aware of that tendency and intentionally practicing positive self-talk. And now she shares that journey with her students and clients and the readers of her weekly Substack newsletter, helping them differentiate between perception and reality in order to build healthier habits. Often, when we’re being hard on ourselves, it means that we are giving little attention to our strengths and instead are amplifying our weaknesses.
Empathy, a major aspect of emotional intelligence, helps us not only to see others strengths more clearly but also to acknowledge our own abilities and treat ourselves with compassion when we fail to reach our goals. It helps us to recognize that we are a work in progress, and to understand that setbacks and failures are a normal part of the learning process. It allows us to see our achievements, not with arrogance, but as a result of our determination and ongoing growth.
One of the skills of emotional intelligence is the ability to regulate our emotions. Imposter syndrome can bring up strong feelings of anxiety, causing us to overprepare or avoid so that we dont have to deal with strong feelings. People who know how to regulate are able to keep thoughts and feelings from overwhelming their ability to think rationally and logically. They have developed the ability to remember times that they successfully overcame stressful times and to think of situations that ended well.
Emotionally intelligent people use setbacks and failures as learning opportunities rather than taking them personally as indicators that there is something lacking in them. They understand that oftentimes, very successful people have failed multiple times. This way of thinking becomes useful once imposter syndrome takes hold.
But when it does, we can look back and see that our progress indicates a persistence, determination, and ability that, over time, end up showing resultsrather than internal doubts about our success.
In 2013, when Meredith OConnor was 16, the music video for her debut single “Celebrity” went viral. Afterward, she channeled her own stardom into championing childhood mental health: As a hyperactive kid, OConnor says she was often the subject of bullying, and when her music career gave her a platform, she was eager to use it to advocate on behalf of other victims.
I knew my fan base was younger, but I didn’t know how many people would resonate with mental health challenges, she says. I realized there were millions of gifted people that are being marginalized, and that’s when I really wanted to start the mental health study.
Since blowing up YouTube over a decade ago, OConnor earned a masters degree in mental health counseling and cofounded the Mental Health Counseling Services of Manhattan in 2024. In working closely with public schools, OConnor says she was struck by the many ways in which standardized tests disadvantage neurodivergent students. That observation led me to speak directly with leaders across law, advisory firms, and business about how hiring and evaluation systems might evolve in an AI economy.
OConnor explains that the more she spoke with AmLaw 20 firms and Fortune 500 executives, the more she realized that the kinds of skills they desired from graduates were not the skills that were measured and rewarded on standardized tests. Thats especially true for those like herself with attention-deficit/hyperactivity disorder (ADHD), who have many natural advantages, but often struggle with memorization and sustaining focus.
Before age 23, the ADHD brain is gifted in many things. But one of the areas of slower development is executive function, she says, explaining that the limitation affects short-term memory, concentration, and impulse control. By the time [those with ADHD] are 18, you’ll have taken all these aptitude tests that are studying parts of the brain that have not developed yet.
Those with ADHD, however, often excel in areas like abstract thinking, creative problem-solving, resilience, and empathyall of which are seeing heightened value by employers in the age of artificial intelligence.
Its better than humans at many of the tasks that people who are neurodivergent struggle with, OConnor says. Skills that are aligned with being an entrepreneur, skills that align with communication, skills that align with problem-solvingthose are the things that AI can’t do better than humans yet.
People with ADHD often demonstrate certain natural strengths and challenges. By sheer coincidence, many of the challenges can now be mitigated using AI tools. And at the same time, many of the ADHD advantageslike creative problem-solving, abstract thinking, and intuitionare seen as increasingly valuable in an AI-enabled world.
AI Excels Where ADHD-ers Often Fall Short
Those with ADHD often struggle with routine processes, time management, and processing large volumes of information. But AI tools are proving effective in helping them overcome those gaps.
Rather than sitting still and paying attention for long periods in an academic lecture or a meeting, for example, AI software can now record that information, transcribe it, and highlight key points in a more condensed format.
Traditional environments are not designed for them; they are designed for the neurotypical person. And I think AI can help level the playing field, says Rebecca Koniahgari, the founder of Bryge AI, a tool that helps neurotypical people better communicate with ADHD-ers (or “bridge the gap,” the inspiration for the product’s name).
The New York-based engineer says she developed the product to better communicate with colleagues and friends who have been diagnosed with the condition. Instead of asking people with ADHD to adapt their communication style, Bryge AI is intended to be used by those who love, live, or work with someone who has ADHD.
Im neurotypical, and the burden of communication has always been on the other person [with ADHD], so lets meet them halfway, Koniahgari says.
The online app allows users to input a message and then translates it into a more ADHD-friendly structure that emphasizes clarity, brevity, and emotional intelligenceflagging potential issues, such as language, that might trigger anxiety, lack clarity, or use negative framing. After launching the prototype she developed at a hackathon event hosted by AI coding platform Bolt, Koniahgari was awarded a silver medal for Bryge AI at the 2025 Stevie Awards for Women in Business.
Now, Koniahgari says shes looking to integrate the technology into other AI tools like ChatGPT or Claude AI, and eventually into workplace communication platforms like Slack, to make it even more accessible and widely available.
ADHD-ers Often Excel Where AI Falls Short
Just as the technology can help fill the gaps where ADHD-ers struggle the most, ADHD-ers seem well positioned to fill the gaps where the technology often struggles, like with creative problem-solving, out-of-the-box thinking, and adaptability.
According to a recent study conducted by researchers at Drexel University, those with ADHD tend to solve problems using insight rather than analytical skills. Instead of working out problems in steps, their brains often make subconscious connections that result in an aha moment of insight.
We hypothesized that people who have stronger ADHD symptoms would solve more of these puzzles with an a-ha moment, with insight, and that turned out to be true, explains John Kounios, a professor of psychological and brain sciences at Drexel University, and one of the papers coauthors.
The thing that was surprisingalthough, in retrospect, it makes perfect senseis that the people who solved the most puzzles were the ones who were lowest in ADHD symptoms and [who were] highest in ADHD symptoms.
The study asked participants a series of questions that are commonly used to screen for ADHD symptoms, and only included participants who had not been diagnosed with, or weren’t taking medication for, a cognitive disorder. Kounios explains that those who demonstrate more ADHD symptoms excel at solving problems using insight, those with the fewest symptoms also tend to excel by using analytical reasoning, while those in the middle arent particularly good at either.
The chatbots do not do this kind of spontaneous cognition that humans do, so human creativity sets the agenda, Kounios says. What people who have ADHD are good at is coming up with solutions to problems that no one knew they had.
A Team Effort Between the Neurotypical, Neurodivergent, and AI
Kounios warns, however, that like other technology tools, there is a fine line between assistance and distractionand AI could pose challenges to those who are already struggling to maintain focus.
It would require the person with ADHD to have the discipline to use chatbots n [a productive] way, he says. Certainly, it can be a rabbit hole that people can fall into.
That is why Kounios believes that people can best leverage their unique strengths and limit their natural challenges when they solve problems using the latest AI tools alongside teammates who think differently.
There’s research literature on the benefits of having sort of diverse teams,” he says. “You want to have some people who are older and some people who are younger . . . male and female . . . all kinds of different people. Kounios adds that similar research is proving the same for neurodiversity.
I think it’s also good to have a mixture of cognitive profilessome people who are going to be more scattered, less focused, maybe more creative, along with people who are much more analytical, focused, and systematic.
