Humility Is The New Smart

Humility Is The New Smart Plot Summary

Introduction

The world stands at the threshold of an unprecedented technological revolution. As artificial intelligence, robotics, and automation advance at breakneck speed, we face a fundamental question: How will humans remain relevant in an age where machines can outthink, outperform, and potentially outwork us? This question transcends mere job security—it challenges our very understanding of human value and excellence. The concept of "NewSmart" presented in this work offers a revolutionary framework for redefining intelligence in the AI era. Rather than competing with machines on computational power or memorization, the authors suggest that true human excellence lies in qualities machines cannot replicate: higher-order critical thinking, creativity, emotional intelligence, and collaborative innovation. These skills require us to embrace humility—not as weakness, but as the foundation for genuine learning and growth. By developing self-awareness, embracing our limitations, quieting our egos, and focusing outward rather than inward, we can cultivate the mindset and behaviors needed to thrive alongside smart machines, both as individuals and organizations.

Chapter 1: The Smart Machine Age: Challenges and Opportunities

The Smart Machine Age (SMA) represents a technological transformation as disruptive as the Industrial Revolution. Unlike previous technological shifts, today's advancements in artificial intelligence, robotics, deep learning, and automation are increasingly capable of performing not just routine physical tasks but complex cognitive functions once thought to be exclusively human domains. This isn't science fiction—it's already happening as algorithms diagnose diseases, draft legal documents, analyze financial data, and even create art with remarkable proficiency. Research from Oxford University and the Bank of England suggests that within the next 10-20 years, technology could displace approximately 47% of the US workforce—roughly 80 million workers. This doesn't mean these jobs will simply disappear; rather, the nature of work will fundamentally change. Humans will need to focus on skills that complement technology or represent areas where machines still struggle: critical thinking, innovative problem-solving, creativity, and high emotional engagement with others. These "SMA Skills" will become the currency of the future job market. The challenge lies in our human nature. Evolutionary biology has equipped us with cognitive systems that prioritize fast, automatic thinking (what psychologist Daniel Kahneman calls "System 1") over slower, more deliberate reasoning ("System 2"). We instinctively defend our beliefs, seek confirmation rather than contradiction, and react emotionally to challenges. Our minds naturally resist uncertainty and complexity—precisely the conditions that define the SMA. Furthermore, our educational systems and organizational cultures have historically rewarded knowledge accumulation and error avoidance rather than adaptability and experimental learning. This cognitive mismatch creates a paradox: the very skills that will differentiate humans from machines are those we find most difficult to cultivate. We are inherently social creatures who need each other to overcome our individual limitations, yet our competitive, individualistic culture often positions us as rivals rather than collaborators. To excel at SMA Skills requires us to become more open, reflective, and outwardly focused—more like a system open to new information than closed within our preconceived notions. The transformation ahead demands not just new skills but new ways of thinking about intelligence itself.

Chapter 2: NewSmart: Redefining Intelligence in the AI Era

NewSmart represents a fundamental shift in how we define human intelligence in the age of smart machines. Traditionally, intelligence has been understood quantitatively—the person who knows more than others or makes fewer mistakes is considered smarter. This "Old Smart" paradigm was suitable for an industrial economy that valued standardization and error reduction, but it becomes increasingly irrelevant as machines master content knowledge and pattern recognition at superhuman levels. Instead, NewSmart measures intelligence not by what or how much you know, but by the quality of your thinking, learning, and emotional engagement. It emphasizes metacognitive abilities—how you arrive at your beliefs, not the beliefs themselves. This distinction is crucial because it liberates us from identifying too strongly with our ideas, reducing the ego defensiveness that blocks genuine learning. A NewSmart individual understands that "I am not my ideas" and "my mental models are not reality," concepts championed by successful organizations like Pixar Animation Studios. The foundation of NewSmart consists of five core principles. First, accepting that mental models are merely our subjective interpretations of reality, not reality itself. Second, decoupling our ego from our beliefs, allowing us to receive critique without feeling personally attacked. Third, embracing intellectual humility and the magnitude of our ignorance—what Ray Dalio of Bridgewater Associates calls "being good at not knowing." Fourth, treating all beliefs (not values) as hypotheses to be constantly tested and refined with better data. Finally, viewing mistakes and failures not as evidence of inadequacy but as essential components of learning and innovation. These principles mirror the scientific method, where progress comes through hypothesis testing, experimentation, and revision based on evidence. Scientists advance knowledge not by claiming certainty but by acknowledging the provisional nature of understanding. Similarly, innovative companies like Google, Pixar, and Bridgewater have created cultures where challenging assumptions, embracing uncertainty, and learning from failure drive success. They recognize that in rapidly changing environments, rigid expertise can become a liability while adaptive learning becomes an asset. The shift to NewSmart requires us to abandon perfectionism—the fear-driven need to appear flawless. Psychologist Carol Dweck's research on mindsets demonstrates that a "growth mindset" (believing abilities can be developed through effort) leads to greater achievement than a "fixed mindset" (believing abilities are innate and unchangeable). When we define ourselves by the quality of our learning process rather than the apparent correctness of our answers, we create space for the experimentation, risk-taking, and collaboration essential to human excellence in the SMA.

Chapter 3: Humility: The Gateway to Human Excellence in the AI Era

Humility, often misunderstood in contemporary Western society, emerges as the critical mindset for human excellence in the Smart Machine Age. This isn't the humility of self-deprecation or meekness; rather, it represents a profound psychological orientation defined as "a mindset about oneself that is open-minded, self-accurate, and not all about me, that enables one to embrace the world as it is in the pursuit of human excellence." This conception draws from both Eastern and Western philosophical traditions as well as contemporary psychological research. At its core, this form of humility acknowledges the mediocrity principle—the scientific understanding that humans are not the center of the universe and possess significant cognitive limitations. It encourages an accurate self-assessment of strengths and weaknesses, rather than the common self-enhancement bias where we take credit for successes while blaming failures on external factors. This accuracy allows us to recognize our knowledge gaps and seek improvement without the distorting effects of ego protection. Psychologists have identified several attributes of humility that directly enable SMA Skills. These include having an accurate view of one's abilities (neither inflated nor deflated), acknowledging mistakes and knowledge gaps, remaining open to contradictory information, keeping achievements in perspective, demonstrating "low self-focus" (the ability to "forget the self"), and appreciating others' contributions. Research shows these qualities correlate with better learning, stronger relationships, and improved leadership outcomes. The humility advantage manifests in organizational settings through multiple pathways. Researcher Adam Grant has demonstrated that "giving" behaviors—helping others without expectation of return—predict higher unit profitability, productivity, and customer satisfaction. Companies like Google explicitly seek humility when hiring, considering it essential for collaboration and learning from failure. Pixar's Ed Catmull attributes the studio's creative success to leaders who "acknowledge and make room for what they do not know." Even elite military units like Navy SEALs emphasize that "extreme ownership" leadership requires "checking your ego and operating with a high degree of humility." This humility-based approach stands in stark contrast to the self-promotion and ego-driven "big me" culture prevalent in many workplaces. While individualism and competitiveness have their place, the most complex challenges of the SMA require collaborative problem-solving and the ability to learn continuously from others. Humility shifts our focus from "big me" (self-absorption) to "big us" (collective intelligence), enabling the perspective-taking, open-mindedness, and relationship-building essential for human excellence in an AI-dominated landscape.

Chapter 4: Essential Behaviors for Smart Machine Age Success

Thriving in the Smart Machine Age requires developing four fundamental behaviors that directly counter our natural tendencies toward self-absorption, defensiveness, and cognitive blindness. These NewSmart Behaviors—Quieting Ego, Managing Self, Reflective Listening, and Otherness—form an interconnected system that enables the higher-order thinking and emotional engagement machines cannot replicate. Quieting Ego involves deliberately reducing reflexive emotional defensiveness and self-protective inner talk. Mindfulness practice serves as a powerful tool for developing this capability, allowing us to observe our thoughts and feelings without automatically identifying with them. As meditation researcher Jon Kabat-Zinn explains, we learn that "thoughts and feelings are transient" and that "ultimately, you have a choice about whether to act on them or not." Scientific research confirms that regular mindfulness practice reduces activity in the brain's emotional reactivity centers while enhancing cognitive function and attention. This creates mental space for clearer perception and more objective assessment. Managing Self encompasses both cognitive and emotional regulation. On the cognitive side, this means developing awareness of when to shift from automatic to deliberate thinking and applying appropriate thinking tools for different situations. Examples include using the "Five Whys" to find root causes, conducting PreMortems to anticipate failure modes, or applying design thinking methodologies for innovation. Emotionally, it involves recognizing physical cues of stress or defensiveness and employing techniques like psychological distancing, reframing, positive memory activation, and implementation intentions to maintain emotional equilibrium under pressure. Reflective Listening transcends ordinary hearing to become a form of active, engaged understanding. This "System 2 listening" requires slowing down to fully focus on the speaker with an open mind, asking clarifying questions, and mentally "trying on" others' perspectives before responding. It means shifting from the culturally dominant mode of "telling" to one of "asking," recognizing that genuine questions seek understanding rather than confirmation of existing beliefs. Research shows that we can cognitively process speech at up to 600 words per minute while most people speak at only 100-150 words per minute, creating a gap that requires deliberate attention to remain present. Otherness refers to emotionally connecting and relating to others in meaningful ways. This involves being genuinely present, authentic, affirming, supportive, and attentive to others' emotional states. High-quality connections depend on demonstrations of caring through small but significant behaviors—making eye contact, putting away digital devices, asking thoughtful questions, and expressing gratitude. Research on collective intelligence demonstrates that team performance correlates strongly with members' "social sensitivity" and equal conversational turn-taking, highlighting how emotional connection underpins effective collaboration. These behaviors require conscious choice and deliberate practice. The transition from knowing about them to consistently embodying them resembles athletic training—requiring motivation, focused effort, feedback, and persistence. By building these capabilities, we develop the human advantages that will remain valuable even as artificial intelligence advances.

Chapter 5: Creating a Psychologically Safe Work Environment

The organization of the future must create conditions where humans can perform at their cognitive and emotional best alongside increasingly intelligent technology. Research in psychology, organizational behavior, and leadership points to three foundational elements that enable such environments: Positivity, Self-Determination, and Psychological Safety. Together, these elements form the bedrock of what might be called a "NewSmart Organization." Positivity encompasses more than superficial happiness; it reflects an emotional climate where people experience more uplifting than negative emotions. Decades of research by Barbara Fredrickson and others demonstrates that positive emotions broaden attention, enhance cognitive flexibility, and improve decision-making. Conversely, negative emotions—particularly fear and anxiety about looking bad, speaking up, making mistakes, or losing status—narrow focus and inhibit the creative thinking and risk-taking essential for innovation. High-performing organizations like Pixar recognize that emotional states significantly impact cognitive performance and deliberately design environments that reduce fear while maintaining high standards. Self-Determination Theory, developed by psychologists Edward Deci and Richard Ryan, identifies three innate psychological needs that drive intrinsic motivation: autonomy (experiencing volition and initiative), relatedness (establishing mutual respect and connection with others), and competence (succeeding at optimally challenging tasks). When these needs are met, employees demonstrate higher engagement and performance. In practice, this means giving people meaningful input into decisions affecting their work, creating opportunities for genuine connection among team members, and providing the training, feedback, and growth opportunities that enable mastery. Psychological Safety, as defined by Harvard professor Amy Edmondson, creates an environment where people feel safe taking interpersonal risks without fear of punishment or humiliation. This doesn't mean lowering performance standards; rather, it establishes conditions where candid feedback, questioning assumptions, admitting mistakes, and proposing novel ideas become normalized behaviors. Google's internal research identified psychological safety as the single most important factor in team effectiveness, confirming that people perform best when they can be authentic and vulnerable without fear of negative consequences. These principles manifest differently across organizations but share common characteristics. At Google, psychological safety is supported by deemphasizing hierarchy, making data rather than authority drive decisions, and creating a culture where "keeping quiet is countercultural." At Pixar, the Braintrust process provides honest critique while explicitly separating feedback from authority—directors maintain creative control while benefiting from candid peer input. Both organizations recognize that disagreement and conflict, when handled constructively, enhance rather than undermine innovation. The emotional environment isn't ancillary to performance but central to it. Leaders who dismiss the importance of feelings often fail to recognize how emotions directly impact cognitive function. Research consistently shows that organizations combining high standards with positive, people-centric cultures achieve superior long-term results. As technological advancement continues to transform work, the organizations that thrive will be those that create the conditions for human excellence by addressing these fundamental psychological needs.

Chapter 6: Building NewSmart Organizations for the Future

The organization of the future will likely look radically different than today's typical business structure. As technology transforms work—with smart machines handling operational excellence and commoditized functions—human value creation will increasingly center on innovation, adaptability, and complex problem-solving. This environment demands a fundamental redesign of organizational systems to enable the highest levels of human performance alongside increasingly intelligent technology. A NewSmart organization integrates three essential elements: the right people, the right environment, and the right processes. The right people demonstrate the Humility mindset and NewSmart behaviors that enable continuous learning and collaboration. The right environment cultivates Positivity, meets Self-Determination needs, and ensures Psychological Safety. The right processes systematically overcome human cognitive biases and emotional defensiveness through structured approaches to thinking, collaboration, and learning. Leading organizations already demonstrate these principles in action. Google's hiring process explicitly screens for humility and learning agility, while its culture deemphasizes hierarchy in favor of data-driven decision making. The company's research team identified psychological safety as the key determinant of team effectiveness, confirming that how people interact matters more than individual brilliance. Similarly, Pixar has created feedback mechanisms like the Braintrust that provide honest critique while preserving creative autonomy, recognizing that candor without personal attack drives excellence. Processes play a crucial role in NewSmart organizations by helping people overcome automatic cognitive and emotional tendencies. These include structured approaches to critical thinking, innovative ideation, rapid experimentation, reflective listening, and after-action reviews. Organizations like Bridgewater Associates use Radical Transparency to expose blind spots, while Intuit employs Rapid Experimentation to accelerate learning from small failures. US Special Forces units implement rigorous debriefing protocols that separate performance improvement from blame. Human development becomes a strategic imperative in these organizations, with every employee receiving personalized development plans focused on cognitive and emotional skills. Leaders model the behaviors they seek to cultivate, demonstrating vulnerability, open-mindedness, and willingness to be challenged. Measurement systems track not just financial outcomes but learning velocity, behavioral consistency, and psychological safety indicators. Reward systems recognize collaboration and contribution to others' development alongside individual achievement. The transition to a NewSmart organization challenges traditional leadership assumptions. Command-and-control approaches that worked in stable, predictable environments prove ineffective for cultivating the agility and innovation required in the SMA. Instead, leaders must create conditions where people feel valued enough to take risks, challenge assumptions, and continuously adapt their mental models. As management scholar Herbert Simon noted, "The principles of good management are simple, even trivial. They are not widely practiced for the same reason Christianity is not widely practiced... you must acquire deeply ingrained habits of carrying them out, in the face of all sorts of strong urges to stray onto more comfortable and pleasant paths." Organizations that master this transition gain competitive advantage through superior adaptive capacity. By aligning structure, culture, leadership behaviors, measurement systems, and processes around enabling human excellence, they create environments where people can reach their highest potential while contributing to organizational success. As automation increasingly handles routine operations, this human development capability becomes the ultimate differentiator in a rapidly changing marketplace.

Summary

The Smart Machine Age demands nothing less than a complete reimagining of human excellence. As artificial intelligence and automation increasingly handle knowledge work and routine tasks, our competitive advantage shifts from knowing more to learning better, from defending our ideas to improving them, from self-promotion to collaboration. The integration of NewSmart thinking and the Humility mindset creates a powerful framework for developing the higher-order cognitive abilities and emotional intelligence that machines cannot replicate. The journey toward human excellence in the AI era requires consistent practice of the NewSmart Behaviors—Quieting Ego, Managing Self, Reflective Listening, and Otherness. These capabilities enable individuals and organizations to transcend evolutionary and cultural limitations, creating environments where continuous learning and adaptation flourish. By embracing this approach, we transform technology from a threat to an opportunity, using artificial intelligence not to replace human thinking but to elevate it to unprecedented heights. The future belongs not to those who resist change but to those who reimagine what it means to be brilliantly, uniquely human in a world of increasingly intelligent machines.

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Edward D. Hess

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