Growth mindset expert Diane Flynn shares insights and advice for a more experienced generation of workers who might feel somewhat hesitant to embrace the collaborative superpowers of GenAI.

Right now, in boardrooms and Slack channels across the globe, leaders are inadvertently creating a culture of AI shame. They're reinforcing the very hesitation they should be helping their teams overcome. It's time for an intervention.

The quality of our thinking is deeply influenced by the diversity of the inputs we collect. Implementing practices like Brian Grazer’s “Curiosity Conversations” ensures innovators are well-equipped with a variety of high-quality raw material for problem-solving.

The first question an innovator must answer is not “can I make it?” but rather, “should I?” This has become something of a mantra among CEOs I work with, as a needful protection against the gravitational pull of the organizational bureaucracy.

One of the defining contributions the d.school is helping teams ask themselves, “What kind of thinking is appropriate, when?” We call such clarity being “Mindful of Process.” And it can seem like semantics until you realize we need to show up in different ways.

You’re probably getting fat on AI content: bingeing podcasts, hoarding newsletter tips, saving Twitter threads... While it feels productive, all that consumption is just giving you a knowledge sugar high. And like any sugar high, it’ll crash—leaving you with exactly zero new capabilities.

The most inventive folks I’ve studied are disciplined about seeking inspiration. If you don’t make time to get out of the box, you will not be able to think out of the box, either. It’s not that complicated, but it requires you obliterate clean compartmentalization in favor of messy meandering.

While the winding road to innovation often only makes sense in retrospect, that doesn’t mean you can’t bend the odds. One of my favorite prospective strategies an organization can employ is the classic science fair... but you must approach it correctly.

NYU Chief AI Architect Conor Grennan makes a strong case for why GenAI shouldn't be an IT capability, but rather, championed by HR. He argues that the folks responsible for human behavior change need to be leading the charge.

In this special guest post, Mo Bunnell, Author of Give to Get, makes a compelling case for a counterintuitive strategy: giving gifts of your expertise as a way to build relationship and give clients a taste for your unique value proposition.