Tag Archives: Generative AI

THE OUTSOURCING OF WONDER IN A GENAI WORLD

A high school student opens her laptop and types a question: What is Hamlet really about? Within seconds, a sleek block of text appears—elegant, articulate, and seemingly insightful. She pastes it into her assignment, hits submit, and moves on. But something vital is lost—not just effort, not merely time—but a deeper encounter with ambiguity, complexity, and meaning. What if the greatest threat to our intellect isn’t ignorance—but the ease of instant answers?

In a world increasingly saturated with generative AI (GenAI), our relationship to knowledge is undergoing a tectonic shift. These systems can summarize texts, mimic reasoning, and simulate creativity with uncanny fluency. But what happens to intellectual inquiry when answers arrive too easily? Are we growing more informed—or less thoughtful?

To navigate this evolving landscape, we turn to two illuminating frameworks: Daniel Kahneman’s Thinking, Fast and Slow and Chrysi Rapanta et al.’s essay Critical GenAI Literacy: Postdigital Configurations. Kahneman maps out how our brains process thought; Rapanta reframes how AI reshapes the very context in which that thinking unfolds. Together, they urge us not to reject the machine, but to think against it—deliberately, ethically, and curiously.

System 1 Meets the Algorithm

Kahneman’s landmark theory proposes that human thought operates through two systems. System 1 is fast, automatic, and emotional. It leaps to conclusions, draws on experience, and navigates the world with minimal friction. System 2 is slow, deliberate, and analytical. It demands effort—and pays in insight.

GenAI is tailor-made to flatter System 1. Ask it to analyze a poem, explain a philosophical idea, or write a business proposal, and it complies—instantly, smoothly, and often convincingly. This fluency is seductive. But beneath its polish lies a deeper concern: the atrophy of critical thinking. By bypassing the cognitive friction that activates System 2, GenAI risks reducing inquiry to passive consumption.

As Nicholas Carr warned in The Shallows, the internet already primes us for speed, scanning, and surface engagement. GenAI, he might say today, elevates that tendency to an art form. When the answer is coherent and immediate, why wrestle to understand? Yet intellectual effort isn’t wasted motion—it’s precisely where meaning is made.

The Postdigital Condition: Literacy Beyond Technical Skill

Rapanta and her co-authors offer a vital reframing: GenAI is not merely a tool but a cultural actor. It shapes epistemologies, values, and intellectual habits. Hence, the need for critical GenAI literacy—the ability not only to use GenAI but to interrogate its assumptions, biases, and effects.

Algorithms are not neutral. As Safiya Umoja Noble demonstrated in Algorithms of Oppression, search engines and AI models reflect the data they’re trained on—data steeped in historical inequality and structural bias. GenAI inherits these distortions, even while presenting answers with a sheen of objectivity.

Rapanta’s framework insists that genuine literacy means questioning more than content. What is the provenance of this output? What cultural filters shaped its formation? Whose voices are amplified—and whose are missing? Only through such questions do we begin to reclaim intellectual agency in an algorithmically curated world.

Curiosity as Critical Resistance

Kahneman reveals how prone we are to cognitive biases—anchoring, availability, overconfidence—all tendencies that lead System 1 astray. GenAI, far from correcting these habits, may reinforce them. Its outputs reflect dominant ideologies, rarely revealing assumptions or acknowledging blind spots.

Rapanta et al. propose a solution grounded in epistemic courage. Critical GenAI literacy is less a checklist than a posture: of reflective questioning, skepticism, and moral awareness. It invites us to slow down and dwell in complexity—not just asking “What does this mean?” but “Who decides what this means—and why?”

Douglas Rushkoff’s Program or Be Programmed calls for digital literacy that cultivates agency. In this light, curiosity becomes cultural resistance—a refusal to surrender interpretive power to the machine. It’s not just about knowing how to use GenAI; it’s about knowing how to think around it.

Literary Reading, Algorithmic Interpretation

Interpretation is inherently plural—shaped by lens, context, and resonance. Kahneman would argue that System 1 offers the quick reading: plot, tone, emotional impact. System 2—skeptical, slow—reveals irony, contradiction, and ambiguity.

GenAI can simulate literary analysis with finesse. Ask it to unpack Hamlet or Beloved, and it may return a plausible, polished interpretation. But it risks smoothing over the tensions that give literature its power. It defaults to mainstream readings, often omitting feminist, postcolonial, or psychoanalytic complexities.

Rapanta’s proposed pedagogy is dialogic. Let students compare their interpretations with GenAI’s: where do they diverge? What does the machine miss? How might different readers dissent? This meta-curiosity fosters humility and depth—not just with the text, but with the interpretive act itself.

Education in the Postdigital Age

This reimagining impacts education profoundly. Critical literacy in the GenAI era must include:

  • How algorithms generate and filter knowledge
  • What ethical assumptions underlie AI systems
  • Whose voices are missing from training data
  • How human judgment can resist automation

Educators become co-inquirers, modeling skepticism, creativity, and ethical interrogation. Classrooms become sites of dialogic resistance—not rejecting AI, but humanizing its use by re-centering inquiry.

A study from Microsoft and Carnegie Mellon highlights a concern: when users over-trust GenAI, they exert less cognitive effort. Engagement drops. Retention suffers. Trust, in excess, dulls curiosity.

Reclaiming the Joy of Wonder

Emerging neurocognitive research suggests overreliance on GenAI may dampen activation in brain regions associated with semantic depth. A speculative analysis from MIT Media Lab might show how effortless outputs reduce the intellectual stretch required to create meaning.

But friction isn’t failure—it’s where real insight begins. Miles Berry, in his work on computing education, reminds us that learning lives in the struggle, not the shortcut. GenAI may offer convenience, but it bypasses the missteps and epiphanies that nurture understanding.

Creativity, Berry insists, is not merely pattern assembly. It’s experimentation under uncertainty—refined through doubt and dialogue. Kahneman would agree: System 2 thinking, while difficult, is where human cognition finds its richest rewards.

Curiosity Beyond the Classroom

The implications reach beyond academia. Curiosity fuels critical citizenship, ethical awareness, and democratic resilience. GenAI may simulate insight—but wonder must remain human.

Ezra Lockhart, writing in the Journal of Cultural Cognitive Science, contends that true creativity depends on emotional resonance, relational depth, and moral imagination—qualities AI cannot emulate. Drawing on Rollo May and Judith Butler, Lockhart reframes creativity as a courageous way of engaging with the world.

In this light, curiosity becomes virtue. It refuses certainty, embraces ambiguity, and chooses wonder over efficiency. It is this moral posture—joyfully rebellious and endlessly inquisitive—that GenAI cannot provide, but may help provoke.

Toward a New Intellectual Culture

A flourishing postdigital intellectual culture would:

  • Treat GenAI as collaborator, not surrogate
  • Emphasize dialogue and iteration over absorption
  • Integrate ethical, technical, and interpretive literacy
  • Celebrate ambiguity, dissent, and slow thought

In this culture, Kahneman’s System 2 becomes more than cognition—it becomes character. Rapanta’s framework becomes intellectual activism. Curiosity—tenacious, humble, radiant—becomes our compass.

Conclusion: Thinking Beyond the Machine

The future of thought will not be defined by how well machines simulate reasoning, but by how deeply we choose to think with them—and, often, against them. Daniel Kahneman reminds us that genuine insight comes not from ease, but from effort—from the deliberate activation of System 2 when System 1 seeks comfort. Rapanta and colleagues push further, revealing GenAI as a cultural force worthy of interrogation.

GenAI offers astonishing capabilities: broader access to knowledge, imaginative collaboration, and new modes of creativity. But it also risks narrowing inquiry, dulling ambiguity, and replacing questions with answers. To embrace its potential without surrendering our agency, we must cultivate a new ethic—one that defends friction, reveres nuance, and protects the joy of wonder.

Thinking against the machine isn’t antagonism—it’s responsibility. It means reclaiming meaning from convenience, depth from fluency, and curiosity from automation. Machines may generate answers. But only we can decide which questions are still worth asking.

THIS ESSAY WAS WRITTEN BY AI AND EDITED BY INTELLICUREAN

Harvard Business Review – November/December 2024

November–December 2024

Harvard Business Review (October 22, 2024) – The latest issue features:

Why Employees Quit

New research points to some surprising answers. 

Summary.   

The so-called war for talent is still raging. But in that fight, employers continue to rely on the same hiring and retention strategies they’ve been using for decades. Why? Because they’ve been so focused on challenges such as poaching by industry rivals, competing in tight labor markets, and responding to relentless cost-cutting pressures that they haven’t addressed a more fundamental problem: the widespread failure to provide sustainable work experiences. To stick around and give their best, people need meaningful work, managers and colleagues who value and trust them, and opportunities to advance in their careers, the authors say. By supporting employees in their individual quests for progress while also meeting the organization’s needs, managers can create employee experiences that are mutually beneficial and sustaining.

Personalization Done Right

The five dimensions to consider—and how AI can help

Summary.   

More than 80% of respondents in a BCG survey of 5,000 global consumers say they want and expect personalized experiences. But two-thirds have experienced personalization that is inappropriate, inaccurate, or invasive. That’s because most companies lack a clear guidepost for what great personalization should look like.

Authors Mark Abraham and David C. Edelman remedy that in this article, which is adapted from Personalized: Customer Strategy in the Age of AI (Harvard Business Review Press, 2024). Drawing on decades of work consulting on the personalization efforts of hundreds of large companies, they have built the defining metric to quantify personalization maturity: the Personalization Index. It is a single score from 0 to 100 that measures how well companies deliver on the five promises they implicitly make to customers when they personalize an interaction.

The authors argue that personalization will be the most exciting and most profitable outcome of the emerging AI boom. They describe how companies can use AI to create and continually refine personalized experiences at scale—empowering customers to get what they want faster, cheaper, or more easily. And they show readers how to assess their own business’s index score.

Design Products That Won’t Become Obsolete

Generative AI: Speeding Up Amazon Package Delivery

CNBC (September 17, 2024): For decades, Amazon has set the standard for fast package delivery. When Prime launched in 2005, two-day shipping was virtually unheard of. By March 2024, 60% of Prime items were delivered same or next day. Now Amazon wants to push that number even higher, using generative AI, despite concerns about energy and cost.

Chapters: 2:14 Two-day to same-day 5:51 Robot revolution 9:18 Predicting orders 12:11 Routes and personalization

CNBC got an exclusive look at Amazon’s use of generative AI to optimize delivery routes, make more intelligent warehouse robots, and better predict where to stock new items.

Harvard Business Review – September/October 2024

September–October 2024

Harvard Business Review (August 12, 2024) – The latest issue features Embracing Gen AI at Work: How to get what you need from this new technology…

Tom Brady on the Art of Leading Teammates

In this article, NFL great Tom Brady and Nitin Nohria, of Harvard Business School, present a set of principles that people in any realm can apply to help teams successfully work together toward common goals.close

When our society talks about success, we tend to focus on individual success. We obsess about who is the “greatest of all time,” who is most responsible for a win, or what players or coaches a team might add next season to become even better.

Where Data-Driven Decision-Making Can Go Wrong

Let’s say you’re leading a meeting about the hourly pay of your company’s warehouse employees. For several years it has automatically been increased by small amounts to keep up with inflation. Citing a study of a large company that found that higher pay improved productivity so much that it boosted profits, someone on your team advocates for a different approach: a substantial raise of $2 an hour for all workers in the warehouse. What would you do?

AI Won’t Give You a New Sustainable Advantage

History has shown that technological innovation can profoundly change how business is conducted. The steam engine in the 1700s, the electric motor in the 1800s, the personal computer in the 1970s—each transformed many sectors of the economy, unlocking enormous value in the process. But relatively few of these and other technologies went on to become direct sources of sustained competitive advantage for the companies that deployed them, precisely because their effects were so profound and so widespread that virtually every enterprise was compelled to adopt them. Moreover, in many cases they eliminated the advantages that incumbents had enjoyed, allowing new competitors to enter previously stable markets.

Harvard Business Review – July/August 2024 Issue

July–August 2024

Harvard Business Review (June 15, 2024) –

Why Entrepreneurs Should Think Like Scientists

Founders of start-ups who question and test their theories are more successful than their overly confident peers.

How to Assess True Macroeconomic Risk

Models and forecasts can be seductive, but it’s time for executives to reclaim their economic judgment.

The Middle Path to Innovation

Forget disruption and incrementalism. Here’s how to develop high-growth products in slow-growth companies.

Technology: How AI Is Changing Entertainment

The Economist (January 4, 2024) – A new wave of artificial intelligence is starting to transform the way the entertainment industry operates. Who will be the winners and losers?

Video timeline: 01:07 AI is changing the music business 04:09 How big data revolutionised entertainment industries 05:20 Can AI predict a film’s success? 09:26 How generative AI is creating new opportunities 12:36 What are the risks of generative AI?

Harvard Business Review – January / February 2024

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Harvard Business Review (January / February 2024)

The Right Way to Build Your Brand

The best ad campaigns make a memorable, valuable, and deliverable promise to customers. 

More than a century ago the merchant John Wanamaker wryly complained, “Half the money I spend on advertising is wasted. The trouble is, I don’t know which half.” Because the proponents of advertising have always struggled to prove that the money is well spent, that indictment has long helped financial executives justify cutting ad budgets. As no less an authority than Jim Stengel, a former chief marketing officer at Procter & Gamble, has noted, the struggle continues, although huge resources go toward testing advertising copy and measuring effectiveness.

Leading in a World Where AI Wields Power of Its Own

New systems can learn autonomously and make complex judgments. Leaders need to understand these “autosapient” agents and how to work with them. 

The wheel, the steam engine, the personal computer: Throughout history, technologies have been our tools. Whether used to create or destroy, they have always been under human control, behaving in predictable and rule-based ways. As we write, this assumption is unraveling. A new generation of AI systems are no longer merely our tools—they are becoming actors in and of themselves, participants in our lives, behaving autonomously, making consequential decisions, and shaping social and economic outcomes.

Harvard Business Review – November/December 2023

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Harvard Business Review (November/December 2023) –

The Resale Revolution

Increasingly, companies are reselling their own products. Should you get into the game? 

by Thomas S. Robertson 

Summary: The average U.S. household contains a trove of potentially reusable goods worth roughly $4,500. That’s a lot of trapped value, and companies are at last getting serious about accessing it—by developing new resale capabilities. Resale has been with us for a very long time, of course—at yard sales, on used-car lots, in classified ads. 

A Step-by-Step Guide to Real-Time Pricing

An advanced AI model considers much more than what competitors are charging. 

Summary: In today’s fast-paced world of digital retailing, the ability to revise prices swiftly and on a large scale has emerged as a decisive differentiator for companies. Many retailers now track competitors’ prices via systems that scrape rivals’ websites and use this information as an input to set their own prices manually or automatically. A common strategy is to charge X dollars or X percent less than a target competitor. However, retailers that use such simple heuristics miss significant opportunities to fine-tune pricing.

Harvard Business Review – September/October 2023

September–October 2023

Harvard Business Review (September/October 2023) –

Reskilling in the Age of AI

Five new paradigms for leaders—and employees 

In the coming decades, as the pace of technological change continues to increase, millions of workers may need to be not just upskilled but reskilled—a profoundly complex societal challenge that will sometimes require workers to both acquire new skills and change occupations entirely.

People May Be More Trusting of AI When They Can’t See How It Works

by Juan Martinez

 New research looked at the extent to which the employees of a fashion retailer followed the stocking recommendations of two algorithms: one whose workings were easy to understand and one that was indecipherable. Surprisingly, they accepted the guidance of the uninterpretable algorithm more often.

ChatGPT: Is Society Really At Risk With Generative AI?

euronews (June 15, 2023) – What does it mean to be human? An age-old philosophical question, thrown into the spotlight by the rise of #AI, which has managed to pass the sentience test created by Alan Turing.

In this first episode of Euronews Tech Talks, an Italian programmer delegates code-writing, a French artist reinvents her practice, a Cypriot student brainstorms, and a German teacher ignites minds.

Released a mere six months ago in November, ChatGPT has already become the fastest-growing consumer application. With this rapid growth, how is AI affecting life across Europe?

The education system is scrambling to catch up with #AI, but it’s not all doom and gloom for teachers. Dr. @sabinehauert and Dr. Matthew Glanville tell us about the benefits of this technology in the classroom, and how it can help diverse learners achieve their goals

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