Showing 25–36 of 110 articles
Trust begins when reporting a mistake is not frightening — a generation that talks with machines: Artificial intelligence and adolescence
When a teenager can say without fear that an artificial intelligence system was wrong, manipulated them, or received intimate data, genuine protection can begin: listening, checking, repairing, and learning without turning the mistake into blame.
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When measuring better requires looking beyond a single number — a generation that talks with machines: Artificial intelligence and adolescence
A single number may look objective while concealing learning, inequality, well-being, and artificial-intelligence errors. Better measurement requires combining evidence, listening to adolescents, and always preserving the possibility of reviewing a decision.
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Participating early changes decisions; participating later only decorates them — a quantum door that must also open opportunities: Quantum technologies without magic
Participation in quantum technologies matters when it arrives before the problem, budget, and success criteria are fixed. Opening a technological door also requires sharing the capacity to decide, learn, and benefit.
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Trust begins when reporting a failure is not frightening — a virtual molecule that still has to prove its value in the real world: Quantum technologies without magic
A quantum simulation of a molecule does not become valuable by producing an elegant number. Trust begins when the team records errors, compares with classical methods, and can report a negative result without fear.
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Inequality often hides inside the average — a network that carries fragile states, not magic: Quantum technologies without magic
A quantum network can show convincing average fidelity while leaving some routes, times, or places with persistently worse service. Measuring the full distribution turns a physical promise into a public responsibility.
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Participation changes the question and improves the answer — when deciding requires listening: Leadership and collective decisions
Participation is not approval for a prepared answer: it reveals which problem deserves attention, brings situated experience into view and builds decisions able to learn and account for themselves.
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Oversight requires the power to stop and correct — when deciding requires listening: Leadership and collective decisions
Oversight protects in practice only when those observing can interrupt, require corrections and verify compliance through transparent, proportionate decisions open to affected voices.
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After launch, the important work begins — when deciding requires listening: Leadership and collective decisions
Launching a project does not close the process: it opens a period of observation, care and shared decisions in which listening to real experience makes it possible to correct, sustain and improve what was built.
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Safety begins when reporting an error is possible — when deciding requires listening: Leadership and collective decisions
A safe organisation is not one that claims never to fail, but one where people can report an error without humiliation or retaliation, learn from it, and make decisions by hearing those who know the work.
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What works for the majority can drive someone out — when deciding requires listening: Leadership and collective decisions
A solution convenient for almost everyone can impose an exclusionary cost on one person; responsible decisions seek out that impact, hear it and correct it without abandoning the duty to govern.
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A rumour travels fast when it tries to care — when deciding requires listening: Leadership and collective decisions
Rumours born from a wish to protect can accelerate fear and narrow deliberation; responsible leadership turns that energy into listening, evidence and revisable decisions.
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Conflict is not resolved by adding another screen — when deciding requires listening: Leadership and collective decisions
When a collective decision stalls, another screen may organise information, but it cannot replace listening, judgement or responsibility for deciding.
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