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Humility Is the New Smart ─ Rethinking Human Excellence In the Smart Machine Age
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In nearly every industry, smart machines are replacing human labor. It's not just factory jobs—automated technologies are handling people's investments, diagnosing illnesses, and analyzing written documents. If we humans are going to endure, Edward Hess and Katherine Ludwig say we're going to need a dose of humility.
We need to be humble enough to let go of the idea that “smart” means knowing the most, using that information quickest, and making the fewest mistakes. Smart machines will always be better than we are at those things. Instead, we need to cultivate important abilities that smart machines don't have (yet): thinking critically, creatively, and innovatively, and building close relationships with others so we can collaborate effectively. Hess and Ludwig call this being NewSmart.
To develop these abilities we need to practice four specific behaviors: keeping our egos out of our way, managing our thoughts and emotions to curb any biases or defensiveness, listening to others with an open mind; and connecting with others socially and emotionally. What all these behaviors have in common is, again, humility—avoiding self-centeredness so we can learn from and work with other humans. Hess and Ludwig offer a guide to developing these NewSmart abilities, and to creating organizations where these qualities are encouraged and rewarded.
We need to be humble enough to let go of the idea that “smart” means knowing the most, using that information quickest, and making the fewest mistakes. Smart machines will always be better than we are at those things. Instead, we need to cultivate important abilities that smart machines don't have (yet): thinking critically, creatively, and innovatively, and building close relationships with others so we can collaborate effectively. Hess and Ludwig call this being NewSmart.
To develop these abilities we need to practice four specific behaviors: keeping our egos out of our way, managing our thoughts and emotions to curb any biases or defensiveness, listening to others with an open mind; and connecting with others socially and emotionally. What all these behaviors have in common is, again, humility—avoiding self-centeredness so we can learn from and work with other humans. Hess and Ludwig offer a guide to developing these NewSmart abilities, and to creating organizations where these qualities are encouraged and rewarded.
作者簡介
Edward D. Hess is a professor of business administration and Batten Executive-in-Residence at the University of Virginia Darden School of Business. His professional experience includes twenty years as a business executive and fifteen years in academia. His research and twelve books have a common theme: how organizations and individuals can be consistent high performers. His work has been featured in over 350 global media outlets.
Katherine Ludwig is a research, editing, and publishing associate at the University of Virginia Darden School of Business. Previously she was a corporate finance and securities lawyer and associate general counsel for a public technology company.
Katherine Ludwig is a research, editing, and publishing associate at the University of Virginia Darden School of Business. Previously she was a corporate finance and securities lawyer and associate general counsel for a public technology company.
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