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The aftermath of the assassination of Charlie Kirk in Orem, Utah, has been a maelstrom of misinformation and hatred, revealing how polarized social media and the past decade of digital conflict have left us. One of the most unsettling signs that something fundamental has broken in our sense of reality comes from a seemingly trivial detail: Donald Trumps pinky finger. In a White House statement mourning Kirks death, many viewers focused less on the presidents words than on the video itself. The high-contrast footage was scrutinized for evidence that it had been manipulated by artificial intelligence, and some viewers claimed they found undeniable proof. At one point in the clip, Trumps left pinky finger appears to merge with the others as he clasps his hands on the desk. Conspiracy theorists have seized on this, arguing it showed the president as proof that Trump didnt make the statement at all, or that it was highly doctored. The reality is far more prosaic. A mix of the Trump White Houses preferred color tinting, combined with the low resolution and compression of digital video on social media, can cause frames to collapse or distort. Compression adds digital artifacts. Put it all together and you end up with something that makes a metaphorical mountain out of a molehill. Before rushing to dismiss those who are crying foul, it helps to consider the broader context. Such conspiratorial thinking is easier to understand in a world awash with generative AI. When AI image and video generation tools that are capable of producing something not dissimilar to the Trump video are just a Google search away, it becomes easy to question everything. Seeing is no longer believing. Early signs of this shift have already disrupted public discourse. When Catherine, the Princess of Wales, revealed her cancer diagnosis in a video shared on social media in March 2024, it was done so as a way to quell rumors that she had died. Even with video proof, many people insisted it was AI-generated. At that time, the technology was not advanced enough to make such a fabrication plausible. Since then, though, tools have improved dramatically. The release of Googles Gemini AI image generator (nicknamed Nano Banana during its development) made it possible to create images nearly indistinguishable from reality. Paired with new video-generation systems, it is now entirely feasible to replicate the look of Trumps official White House video. In fact, it could be done quickly and cheaply. These powerful tools have been a gift in many respects. Yet they are also unraveling our shared sense of reality. Add them to the toxicity of our modern discourse, and the cracks in public trust deepen into fractures. What counts as real is no longer obvious even to the most attentive observer. And that should alarm us all.
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Dr. Natalie Nixon is the CEO of Figure 8 Thinking, a creativity and foresight strategy firm. As an advisor, she helps leaders connect the dots between creativity and business results. She was listed on the Top 50 Keynote Speakers In The World list for 2022 by Real Leaders. Whats the big idea? What if our most productive selves arent when were on Zoom calls or churning through emails, but when we give ourselves the space and the time to move, think, and rest? Move. Think. Rest. outlines a compelling new framework for work in the 21st century. One that replaces slowly dying of burnout at your desk with a productivity routine that makes downtime a must-have. Below, Natalie shares five key insights from her new book, Move. Think. Rest.: Redefining Productivity & Our Relationship with Time. Listen to the audio versionread by Natalie herselfbelow, or in the Next Big Idea App. 1. The MTR framework gets you to your new human operating system The MTR frameworkpronounced motoris an acronym for move, think, and rest. It isnt just another productivity hack; its a research-backed philosophy that serves as a powerful antidote to hustle culture and unprecedented burnout. The MTR framework fundamentally challenges the outdated belief that movement, reflection, and rest are counterproductive to getting work done. Instead, it positions the incorporation of all three as essential ingredients for strategic creativity and sustainable success. When you move, think, and rest, you activate the two most fundamental elements of creativity: wonder and rigor. I interviewed over 60 people for this book, including Ivy Ross, Chief Design Officer at Google. Ivy told me about a practice that perfectly embodies MTR in the thinking dimension. During the COVID-19 pandemic, when her team was overwhelmed by uncertainty, she facilitated an exercise where team members created fairy tales about the future. This helped them suspend judgment about how heavy and burdensome the pandemic felt. This is MTR in action: using creative thinking (curiosity, imagination, dreaming, discipline, and technique) to move beyond traditional problem-solving. Ivy also organizes off-site trips where her team leaves their job titles back at the corporate office and, for example, visits a farm where they become beekeepers or flower pickers for the day. Time seems to stand still, and when they return to the office, they bring fresh perspective and renewed energy back to their work. The MTR framework emphasizes that true productivity comes from allowing space to reset and nurture the workplaces most vital assets of mental health, imagination, and capacity to grow. This integrated approach enables flourishing in our modern world. 2. Shift focus from productivity to cultivation MTR provokes a fundamental shift from traditional, quantitative productivity metrics that focus solely on outputs and speed to one of cultivation. This isnt just semantic wordplayits a complete reframing of how we approach work and success. Cultivation embraces a both/and paradigm: It values both the individual and the collective. It honors both quick growth spurts and slow, steady shifts. It acknowledges both the work output, which is dormant and percolating beneath the surface, and the work outputs we can visibly measure. Angela Val, CEO of Visit Philadelphia, told me, I would rather be a company that does a few things really well than 100 things kind of so-so. That means we have to make room for other new projects, new ideas. The only way to do that is to evaluate both the new ideas that people are suggesting and also evaluate the work that we currently do every so often. This cultivation approach values what is emerging beyond tangible products, encompassing financial, social, experiential, and cultural value. Its about bringing the entirety of human potential to work, where productivity becomes a byproduct of a more expansive state of well-being. Flourishing is a distinctive way to think about what comes from cultivating our work. It means blooming and blossoming in bold, colorful directions, and sometimes retreating into bud form when necessary. Think of it like a garden, where sometimes plants need to go dormant or be pruned in order to emerge stronger in the next season. Ive seen this play out in organizations that have implemented new KPIs for what I call the Imagination Era. Instead of just measuring inventory turnover or cost per lead, theyre also adding indicators like time allocated for strategic thinking, frequency of cross-departmental collaboration, and employee engagement in prototyping and creative problem-solving activities. 3. Embrace play and liminal spaces as catalysts for innovation Play is the original MTR activity, a powerful energy generator that fuels creativity, resilience, and connection. As part of my research, I visited Brendan Boyles class on play at Stanford Universitys d.school. Brendan is a toy designer and consults companies on the business advantages of integrating play. He defines play as engagement that is intrinsically motivated, purposeless, enjoyable, and involves a suspension of self-consciousness. Play is a vital tool for dealing with uncertainty and stimulating innovation. But heres whats fascinating: Play often happens in liminal spaces, meaning those ambiguous, in-between times and environments where creativity thrives. These are undefined, transitional periods, such as daydreaming, micro-retreats, or those moments when youre half-awake in the morning. Observations during my ‘procrastination’ moments often led to the most insightful passages in my book. 2023 research from MIT on Targeted Dream Incubation underscores the power of these liminal states. The study found that participants who received specific task prompts before napping produced more creative stories and performed better on divergent thinking tasks, compared to those who napped without receiving prompts or who stayed awake. I experienced this firsthand during my writing sabbatical in Miami Beach to write this very book. I was observing a young woman giving a Pilates class from her laptop while sitting cross-legged, outside under palm treesa perfect example of how the boundaries between work and life are blurring in creative ways. These observations during my procrastination moments often led to the most insightful passages in my book. Companies are beginning to recognize this. Take Flown, an online community that creates virtual coworking sessions designed to minimize distractions and maximize deep work. Theyve found that by intentionally creating liminal spacesquiet, focused environmentspeople achieve breakthrough thinking that wouldnt happen in traditional office settings. 4. Activate MTR in your life and organization The beauty of MTR is that its scalable. Whether youre an individual contributor, team leader, or running an organization, these principles can be integrated at every level. For individuals, it might be as simple as taking walking meetings, practicing what I call micro-dosing movement throughout your day, or protecting time for 90-second daydream breaks for what appears to be unproductive thinking but actually seeds an innovative idea. For teams, consider regularly implementing creative breaks where groups step away from their immediate tasks to engage in seemingly unrelated activities. Spotify does this through their squad model, where teams regularly rotate members and share learnings across different projects. And Publicis Le Truc, an internal creativity catalyst, has designed its physical space to enable teams to meet in diverse areas, with serendipity in mind, to spark new thinking. For organizations, its about creating systematic support for MTR activities. This might include offering sabbaticals. Tech companies like Meta provide these extended breaks after five years of service. Or implementing what I call apprenticeship models where knowledge flows both up and down the organizational hierarchy. AI can serve as a thinking partner, helping us frame more effective questions and explore ideas from new perspectives. Now heres something crucial: MTR is not anti-technology. Its about developing a more intentional relationship with the tech tools that surround us to enhance our thinking processes. AI can serve as a thinking partner, helping us frame more effective questions and explore ideas from new perspectives. Apps like Freedom or Forest can help minimize distractions during focused work periods. Digital mind-mapping tools can help us organize thoughts more effectively. The key is remembering that the I in AI stands for intelligencebut youre still in charge of your own imagination. We need not only big datathe birds eye viewbut also what I call deep data: the worms eye view insights that come from exploratory observations, interpersonal interactions, and story. 5. Lets look ahead Were at a perfect inflection point in history. We have an unprecedented opportunity to evolve the ways we view work and productivity. Were not just experiencing a technology revolution. Were in the midst of a human revolution. The organizations and individuals who will thrive in this Imagination Era are those who understand that creativity is a must-have for navigating uncertainty, driving innovation, and creating meaningful value. MTR gives us a framework for accessing our unique human capacity for innovation. It helps us build career resilience, prevent burnout, and create space for the strategic thinking that leads to breakthrough solutions. The goal is to unlock your full potential and cultivate a more meaningful work life. When you move, think, and rest, youre not procrastinating. Youre accessing the most human parts of yourself that cant be automated or replicated by technology. This article originally appeared in Next Big Idea Club magazine and is reprinted with permission.
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Companies large and small are scrambling to implement AI in hopes of boosting productivity, while many are also stripping out the very leadership backbone needed to guide that change: managers. Thats a dangerous contradiction. AI adoption wont fail because of the platform a company chooses. It will fail if the people employees trust most, their managers, arent equipped to understand artificial intelligence, or if those roles disappear altogether. In todays climate of employee disengagement, burnout, and change fatigue, employees are resistant to yet another transformation. Thirty-one percent admit theyre actively working against their companys AI initiatives. No platform, no matter how powerful, can overcome that level of pushback without leaders stepping in to bridge the gap. Enter the middle manager. Whether you call them people leaders or frontline supervisors, they are the best (and often only) individuals to help employees understand the why and the whats in it for me. Yet only 34% of managers feel prepared to support AI adoption. Its clear that managers have the promise and power to help employees navigate changebut context is key. Our research at Zeno Group, Middle Managers at Risk: Companies Overlook the Communications Imperative, shows nearly three-quarters of middle managers (73%) believe its important to be able to explain the “why” behind company decisions in order to be a successful manager. However, when it comes to AI, nearly three-quarters of executives claim their AI approach is strategicyet fewer than half of employees agree. That disconnect underscores the need for trusted messengers. Managers, valued for their communication and empathy, are best positioned to close the gap. With the right support, they can help employees move from resistance to resilience. Here are five ways managers can turn anxious employees into AI champions. 1. Communicate the companys AI Vision Managers cant communicate what they dont understand. Only 22% of employees say their company has communicated a clear AI plan. That leaves many managers guessing or giving up. When theyre given the trust and tools to lead, managers can be powerful catalysts for change. Sitting at the intersection of strategy and execution, theyre the ones who turn lofty vision into daily action, earn credibility with employees, and translate ambitious AI transformations into something real and usable on the ground. Give them training, FAQs, and talking points that tie AI implementation back to company goals. Create forums where managers can ask questions. When theyre included early, they become credible messengers. Left in the dark, they add to the skepticism. 2. Acknowledge Change Fatigue and Keep Dialogue Open While more change is coming, the workforce is exhausted. Even back in 2022, the average employee experienced 10 planned enterprise changes, compared with just two in 2016. Their ability to cope has fallen sharply, from 74% to 43%. Add shifting RTO rules and fears of job loss, and resistance is natural. Managers can ease resistance by acknowledging the environment were in, sharing their own experiences, and inviting honest dialogue. Use team meetings to bust myths, answer questions, and show where AI supports (not replaces) human contributions. Concerns voiced arent threats; theyre opportunities to build trust. 3. Answer the Whats in it for Me? If employees cant see the personal benefit, AI feels like a mandate. Show how AI can save time, automate repetitive tasks, and free up space for creativity and growth. Managers are closest to the employees and the work, so they are best positioned to share examples of how AI can genuinely improve day-to-day tasks and experiences. 4. Walk the Talk Employees wont embrace tools their managers dont understand or use. The old show and tell approach can spark curiosity and normalize AI use in the workplace. Encourage managers to experiment with AI in their workflows and share results, including how it enhanced or sped up a project. Then invite employees to do the same. Consider adding an AI spotlight segment at team meetings and recognizing team members who are using AI. 5. Measure Readiness and Seek Feedback Research shows 75% of employees report low confidence in using AI, and 40% struggle to understand how it applies to their roles. Managers can help by finding out where their teams feel uncertain. They can gather insights through quick pulse surveys, one-on-ones, or informal conversations, and then advocate for the right training, mentoring, and reskilling programs. Confidence grows when people feel capable, heard, and backed by their leaders. The Bottom Line AI isnt the future of work. Its here now. And its success will hinge less on code and more on conversationsongoing conversations that managers have with their teams. Dont sideline managers. Equip them to be the heroes of your organizations AI adoption journey, turning anxiety into confidence and momentum.
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