Browse Comments — Clean (de-noised)

H. T í t í l ọ lá Ọ l ọ́ j ẹ́ dé , PhD Thank you. I hope you will enjoy diving into this text. From what I have picked up thus far, it resonates strongly with the work you do. Can’t wait to hear your take.

Thank you Clara, both for your thoughtful initial analysis, and for pointing out the issue regarding the volume of almost immediate responses. This is an important issue in itself which I've been reflecting on a lot recently.

Thanks Clara Hawking - agree, it's a document that requires reflection, and not an LLM generated summary, as I have seen in many newsletters. What is most outstanding from my perspective is rather the clear position against transhumanism and posthumanism (point 115 and 116). The following passage (The limit, the heart and the grandeur of the human person) - is a clear call to "Jerusalem" (i.e. re-building from scratch based in the guidance by God (or humanitiy in the most divine loving sense) vs. "Babel" (technomoloch highlander princple OBEY to the MASTER TECH). And I think this is the main tension, as a guard rail, and I am quite certain that not only the 1.4 billion Christinas will agree to it.

This is so so true but it also misses a huge part of the problem. What about the side effects of AI?

Emotional intelligence tends to get described as a personality trait when it is closer to a set of behaviours that either show up consistently or don't, particularly under pressure. Most managers who struggle with difficult conversations or keeping their reactions in check know what good looks like. The difficulty is doing it when the pressure is on and the instinct to react is stronger than the intention to pause. That is where most development programmes never quite get to.

Spot on. This highlights the exact inflection point in career progression that many organizations overlook. In HR, we often see technical high performers stumble when stepping into leadership roles because they try to solve human complexities with technical logic. High performance might get you noticed, but high EQ is what makes your leadership scalable. If we want to build resilient succession pipelines, evaluating and coaching for emotional maturity must become just as non-negotiable as tracking delivery metrics.

on my to-do list

Stephen, Timnit, Otti: A take you might like.

Clara I am with you on slow digesting this document. It should take weeks if not months, of being around different tables with different serious people who have dedicated their life force to thinking seriously about such things, and then formulate a clear understanding of what the Pope meant.

In the presentation a comparison was made with nuclear power, which has brought energy and tragedy. AI likewise has the two sides. Managing the two sides will probably be likewise a long term concerted struggle.

Aman indeed, and as with all the encyclicals, people often seem to overlook that they are rooted in trinitarian metaphysics rather than liberal epistemology. ;-)

Self-awareness is one of the highest ROI skills in business and relationships.

Admitting a mistake early sets the baseline for the whole team's culture. If the person in charge hides their missteps, everyone else starts hiding theirs, and that's how hidden bottlenecks compound.

Elodie Flenniau love this reflection. I do think that this is the kickoff document for Catholic schools to overhaul their curriculum and practice. He speaks almost directly to school leaders and educators in several chapters (including 3 and 4). It makes me think, that it is a call to action. I will be watching that space closely. What you wrote here also landed with me: “This is the official start of more AI literacy within the church which is something missing within every workforce.” It reminds me of an article I read out of Denmark, where the church leadership came out and told pastors to stop using AI generated sermons. They had spotted a massive problem across their churches. AI literacy is impotent in all fields, and it includes knowing when not to use AI.

Thank you Joanne Ely. That means a lot to me.

Strong perspective. A lot of AI discussions still focus primarily on capability, while the harder questions are increasingly about governance, incentives, and how the value created by these systems gets distributed across society and organizations. Technology alone does not determine outcomes. The surrounding structures, ownership models, and decisions around deployment matter just as much.

Very thoughtful post. 🙌 Justin

Willy De Backer Yes to this. There is a lot to really sit with and reflect on. I quickly skimmed the chapter on political warnings against technocratic system but I am definitely returning to that. The economic ecosystem is enormously powerful. And, whether we like it or lot, politics matter. Thank you for tagging Dr. Rikap. I will read that work.

AI is not cheap labor. It is leverage. But leverage only works if the workflow is designed well. If every engineer runs agents on every task without cost control, context, review, and clear ownership, the bill will explode. So I think it is not “AI vs humans”. I think the key q-n we should ask is: where does AI improve output per dollar?

This specific vision for AI integration speaks to fundamental operating model shifts. For advisory firms in the UAE, scaling revenue compounds not from broad service menus, but from the quality and density of our professional network, driving repeat mandates and referral velocity. This is quite distinct from AI-driven governmental scale.