Right Attitudes

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Thought Process

What the Rise of AI Demands: Teaching the Thinking That Thinks About Thinking

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The Rise of AI Demands Teaching the Thinking That Thinks About Thinking Spellcheck doesn’t create bad spellers; it lets spelling atrophy. Autocorrect and red squiggles do the work, and users stop internalizing rules. Just as GPS dulls a sense of direction, spellcheck erodes linguistic instinct. Remove the tool, and spelling falters—not from ignorance, but from disuse.

Now, AI poses a deeper threat. Its danger isn’t power; it’s passivity. Overreliance produces a generation unprepared for work that demands creativity and critical thought. Intellectual laziness already plagues classrooms, and AI only intensifies it.

To resist that drift, education must evolve. It isn’t enough to teach information—we must also teach metacognition. Students need to examine their own thinking: to ask why they believe something, how they reach conclusions, and where their reasoning fails. AI can assist, but only if used deliberately. It should provoke thought rather than replace it. By offering counterarguments and exposing blind spots, it sharpens cognition.

Idea for Impact: The real danger isn’t AI itself. It’s what we stop doing when it takes over. The spellcheck lesson still holds: unused skills don’t vanish; they decay.

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  5. Avoid Defining the Problem Based on a Proposed Solution

Van Gogh Didn’t Just Copy—He Reinvented

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Vincent van Gogh Transformed Influences Into a Bold, Unmistakable Artistic Vision Vincent van Gogh’s journey as a largely self-taught artist shows the true power of absorbing influences to create something original. He studied Impressionist light and brushwork from Monet, the structured still lifes of Cézanne, and the bold, vibrant colors of Gauguin. He even drew inspiration from the flat, graphic beauty of Japanese printmakers. But Van Gogh didn’t simply copy. He blended, adapted, and refined these influences until his style became unmistakably his own.

This echoes the sentiment of a line widely attributed to Picasso: “Good artists copy, great artists steal.” True innovation isn’t about duplication. It’s about deep study, bold experimentation, and personal transformation. Van Gogh internalized what he learned, reshaped it through his own vision, and evolved it into a raw, expressive language unique to him.

Idea for Impact: Study. Imitate. Adapt. Create. Learn from masters in any craft. Absorb their techniques through practice. Keep what resonates. Discard what doesn’t. Let influence fuel originality.

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Question the Now, Imagine the Next

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Critical and Creative Minds: Question the Now, Imagine the Next The critical mind questions the world as it is. The creative mind dares to envision what it could become.

The critical mind measures the real against the ideal. The creative mind brings the ideal to life, defying the limits of the possible.

The critical mind uncovers flaws and probes deeper. The creative mind hunts for solutions, testing uncharted paths.

The critical mind sees the parts as transient and malleable. The creative mind sees the whole as boundless, full of untapped potential.

The critical mind confronts authority and conformity. The creative mind builds new worlds that liberate and expand.

The critical mind shatters the old and the stagnant. The creative mind breathes life into what was once rigid, shaping it into new forms.

The critical mind questions the very limits of human capacity. The creative mind shatters them, reaching for what seems unreachable.

The critical mind tears down what is worn and dull. The creative mind forges what is vibrant and alive.

Together, they can drive you forward—each unfinished without the other.

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The Abilene Paradox: Just ‘Cause Everyone Agrees Doesn’t Mean They Do

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The Abilene Paradox: Just Because Everyone Agrees Doesn't Mean They Do

Imagine this: your boss invites you to her housewarming party. She intentionally seeks an intimate gathering and isn’t particularly thrilled about your presence, yet she invites you because she thinks you might want to join the fun. So, you attend, even though you’d rather take a scenic hike with your kids, convinced that your boss is genuinely excited to have you there.

This scenario illustrates a curious phenomenon where individuals in a team make choices that contradict their true desires. Each person assumes that the others are on board, so they stifle their honest feelings to fit what they believe is the group consensus. There’s a sociological term for this phenomenon: The Abilene Paradox.

Take another scenario: in a meeting, the HR manager suggests a wellness program designed to reduce stress, trusting it’ll be a crowd-pleaser, even though she thinks it’s a bit foolish. Each team member harbors doubts, seeing the program as a distraction, but nobody speaks up. Afraid of being seen as a downer, they all nod in agreement, despite thinking it’s a terrible idea. In this case, a group makes a collective decision that contradicts the individual preferences of its members, often due to poor communication and a desire to avoid conflict.

The Abilene Paradox is a groupthink mistake that highlights the pitfalls of collective decision-making, resulting in wasted resources and frustration within the team. George Washington University management professor Jerry B. Harvey coined the term in his 1974 article, “The Abilene Paradox: The Management of Agreement.” The name stems from an amusing anecdote about a family trip, which can be summarized as follows.

On a blistering summer afternoon in Texas, a husband and wife languished on their porch, feeling utterly bored. The husband suggested a road trip to Abilene, thinking it would provide a refreshing change of scenery. Little did he know, his wife had reservations but kept quiet, hoping to please him. Their daughter, eavesdropping on their conversation, also opted not to voice her disinterest, believing she should join them if her parents wanted to go.

They packed the car and hit the road, despite none of them truly wanting to embark on this adventure. The journey was filled with discomfort and dissatisfaction. Finally, as they settled down to eat in Abilene, the truth came to light: none of them had wanted to go in the first place. Each family member had gone along with the plan, driven by false assumptions and a desire to avoid conflict, leading to a decision that nobody genuinely supported.

The Abilene Paradox underscores key ideas:

  • People may wrongly assume everyone agrees, creating a false sense of consensus—False Consensus.
  • Individuals often stay silent to avoid conflict, leading to decisions no one truly supports—Desire to Avoid Conflict.
  • Poor communication keeps people from sharing their real thoughts, reinforcing the paradox—Communication Breakdown.

To combat the Abilene Paradox and avoid agreeing to decisions that no one truly supports just to evade conflict, foster a culture that encourages open disagreement—your team should feel safe voicing differing opinions. You’ll make decisions that genuinely reflect the group’s interests. You’ll avoid false consensus and ensure you gain authentic buy-in from everyone involved.

Consider a tense cricket match as an example. Two batsmen at the crease find themselves in a dilemma when one hits a powerful shot toward deep cover. Both instinctively start to run, assuming the other wants a run, but they’re well aware of the risk of a run-out. Yet, neither communicates their intentions. The fielder hits the stumps just as one batsman reaches the crease, resulting in a narrow run-out. This example illustrates that clear communication—such as calling “yes” to run or “no” to stay put—could’ve prevented the misunderstanding and reduced the risk of a run-out.

Idea for Impact: Just because everyone’s enthusiastically agreeing with you doesn’t mean they genuinely support your idea. Keep that in mind when everyone claims to love your latest and greatest suggestion.

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In Praise of Inner Voices: A Powerful Tool for Smarter Decisions

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In Praise of Inner Voices: A Powerful Tool for Smarter Decisions When you’re stuck or facing inner conflict, an unexpectedly helpful method is to imagine a conversation between different sides of yourself.

While it might sound unconventional, externalizing your thoughts in this way allows you to step back from the emotional haze. This distance offers fresh perspectives, helping you untangle mental complexities and approach your situation with greater clarity. By stepping outside your own head, you can analyze your reasoning from various angles.

To try this, assign each voice a distinct personality—perhaps one as the “logical realist,” another as the “emotional self,” and a third as the “optimistic risk-taker.” This setup creates a framework for evaluating your thoughts objectively, making it easier to overcome anxiety or indecision. Here’s an example:

Optimistic You: “This new job sounds exciting! You should go for it.”

Cautious You: “But what if it’s a mistake? What if it turns out worse than my current situation?”

Optimistic You: “Even if there are challenges, you’ll grow and learn new skills.”

Cautious You: “That’s true… but what if I fail?”

Optimistic You: “Failure is part of progress—it teaches valuable lessons. Life’s uncertain, and waiting for perfect conditions often means waiting forever. Taking risks is how you move forward.”

Cautious You: “Maybe you’re right. The potential reward might justify the risk.”

Optimistic You: “Exactly! Let’s take the leap.”

This technique can be surprisingly effective at resolving inner conflicts and turns decision-making into an active, empowering process. It shifts you from passive worry to engaging in an imaginative exploration of your inner perspectives. In fact, this method is widely used in therapies like Internal Family Systems (IFS) or Gestalt therapy, where people explore various “parts” of their personality to better understand themselves.

Idea for Impact: Contrary to stereotypes, self-talk isn’t a sign of something being wrong. On the contrary, engaging with yourself—whether through dialogue or journaling—sharpens problem-solving skills, enhances emotional regulation, supports better decision-making, and fosters creativity. It’s a sign of genuine self-awareness and emotional depth.

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Chances Fade, Regrets Linger

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Chase Your Dream: Effort Fades, Regret Lasts Forever Chasing a dream demands time, effort, money, and relationships. It requires stepping out of comfort zones, breaking old habits, and confronting setbacks. There’s no guarantee of success—only uncertainty and struggle along the way.

But trying beats regretting. Missed chances haunt more than failed attempts. The weight of “what if” lasts a lifetime. Life changes fast; today’s opportunities may vanish. Take the leap while you can. The pain of effort fades, but the pain of inaction lingers.

Idea for Impact: In the end, the highest price is paid by those who never tried, never lived, and never chased what truly mattered.

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Avoid Defining the Problem Based on a Proposed Solution

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Avoid Defining the Problem Based on a Proposed Solution Defining a problem with a specific solution already in mind can limit your perspective and obscure the real root causes. This narrow focus often results in quick, ineffective decisions that miss the mark.

When you prioritize a solution over a thorough understanding of the problem, you end up with a superficial analysis and inadequate responses. This approach stifles creativity—your team may hold back ideas, thinking their input won’t be valued. Additionally, framing the problem with a predetermined solution can alienate stakeholders who could provide valuable insights.

Focus on fully defining and understanding the problem first. Seek out diverse viewpoints and remain open to iteration; your initial understanding may evolve as new information comes to light. Being flexible and willing to revisit the problem definition will lead to a clearer picture and better, more effective solutions.

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The Fastest Stress Reliever: A Bit of Perspective & Clarity

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A Fast Stress Reliever: A Bit of Perspective & Clarity One of the best strategies my coaching clients use to manage stress is a simple shift in perspective. By stepping back from a stressful situation, you gain clarity, manage your emotions, prioritize effectively, and tackle problems with a more constructive mindset.

When life hits us with major challenges—like losing a job or the death of a loved one—we somehow find the strength to power through.

Tiny Annoyances, Big Impact: The Stress Paradox

But the little things? That’s where the real frustration lies. Everyday annoyances like getting cut off in traffic, being shoved by impatient passengers, slow walkers when we’re in a rush, terrible restaurant service, snarky coworkers, or passive-aggressive in-laws can feel like the end of the world.

However, these moments that seem catastrophic at the time are usually just blips on the radar. Stress has a way of turning molehills into mountains, but when you take a step back, you realize these “big” problems rarely matter in the long run. Suddenly, instead of drowning in chaos, you’re calmly navigating through it, realizing you have far more control than you thought.

Shift Your Perspective, Shift Your Stress

This is the core message of Richard Carlson’s Don’t Sweat the Small Stuff… And It’s All Small Stuff (1997; my summary.) Perspective works wonders—it pulls you out of the drama and reminds you that this is just a small chapter in the bigger story of your life. With that clarity, stress starts to fade, leaving room for calm, rational thinking.

Idea for Impact: I rely on my 5-5-5 Rule to keep things in perspective: when you’re about to lose it over something minor, ask yourself—Will this matter in 5 days? 5 months? 5 years? The answer is almost always no. The key is to shift to that “wise-you” mindset when it matters most. Once you do, life becomes far more peaceful—and a lot less stressful.

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Increase Paranoia When Things Are Going Well

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Increase Paranoia When Things Are Going Well The makers and operators of the RMS Titanic were so confident in their shipbuilding that its Captain, Edward Smith, one of the world’s most experienced sea captains at the time, had famously declared a few years earlier about another company ship, the RMS Adriatic, “I cannot imagine any condition which would cause a ship to founder. I cannot conceive of any vital disaster happening to this vessel. Modern shipbuilding has gone beyond that.” Well, we all know how the Titanic’s maiden voyage turned out.

Success can sometimes blind us to potential disasters. The Titanic carried 2,207 people but had only enough lifeboats for 1,178. This oversight stemmed from outdated maritime safety regulations that based lifeboat requirements on ship tonnage rather than passenger numbers.

When you’re riding high—whether it’s launching hit products, enjoying a surge of clients, or watching your bank account swell—it’s easy to imagine nothing could go wrong. But disaster can strike faster than you can say “iceberg.” Markets can shift, demand can evaporate, and cash flow can dry up.

Wise people know that fortunes are fickle. They question success more than failure, asking more when things are going well than when they’re struggling. They anticipate problems by asking, “What do I want, and what could get in the way?”

Idea for Impact: Success should sharpen your awareness. See paranoia not as irrational fear but as vigilance. Even in prosperity, maintain a nagging sense of potential danger. Stay alert, anticipate challenges, and adapt swiftly. Never let complacency set in, even in the best of times.

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Situational Blindness, Fatal Consequences: Lessons from American Airlines 5342

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How Situational Blindness Caused the American Airlines-Black Hawk Fatal Collision Near Reagan National Airport Earlier this week, I mentioned how accidents rarely result from a single cause, but rather from a series of factors that align to trigger disaster. On their own, these ‘contributing factors’ may seem minor, but together, they can lead to significant incidents, as was the case on Wednesday night.

An American Airlines flight (5342,) operated by American Eagle/PSA, collided with an Army Black Hawk helicopter near Reagan National Airport (DCA) in Washington D.C., sending both aircraft into the Potomac River. Tragically, all 60 passengers and 4 crew members aboard the flight, along with the 3 soldiers in the helicopter, lost their lives. Investigations are underway, but while it’s too early for deductions, it appears that a combination of factors contributed to this devastating event.

The Black Hawk was flying under Visual Flight Rules (VFR,) relying heavily on visual references to navigate. This required the pilots to maintain visual separation from other aircraft and use landmarks for guidance. Although typically crewed by four, this Black Hawk had only three personnel aboard. It is unclear whether a single pilot was at the controls, but the absence of a second pilot may have removed a crucial safety layer. In a high-traffic airspace like this, having two pilots flying allows for cross-checking decisions, reducing the risk of errors. Disorientation is a real danger, especially at night with lights reflecting off the river. A second pilot would have provided an additional perspective for decision-making, an extra set of eyes for maintaining visual separation, and crucial support for monitoring instruments and communicating with air traffic control, all of which enhance situational awareness.

The Black Hawk pilot can be heard on the radio confirming visual contact with the incoming aircraft, stating, “PAT 25 [call sign of the Black Hawk] has the traffic in sight, request visual separation.” This indicated that the pilot had assumed responsibility for maintaining a safe distance. The air traffic controller approved the request, effectively transferring collision avoidance duties to the helicopter crew. However, the Black Hawk was supposed to be flying at 200 feet but was instead at an altitude of 350 to 400 feet when the collision occurred—just as Flight 5342 was descending. This altitude discrepancy was a critical error and a key factor in the crash. Notably, just over 24 hours before this fatal incident, another American Eagle jet had to abort its landing after coming dangerously close to a helicopter in the same congested airspace.

There may also have been confusion about which aircraft the Black Hawk needed to avoid. The pilot may have mistakenly identified a different aircraft—either one following Flight 5342 in the landing sequence or another departing from the airport. Although air traffic control communications followed standard procedures, clearer identification of aircraft could have helped prevent the tragedy.

Ultimately, the crash suggests that a series of mistakes—misidentification, altitude discrepancies, and the challenges of navigating busy airspace—may have contributed to the collision. While the Black Hawk was highly maneuverable and could have potentially adjusted its course, these errors seem to have compounded, making avoidance increasingly difficult.

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