With AI technology rapidly advancing, ethics must evolve as well - opinion; The Jerusalem Post, November 2, 2025

AVI JORISCH, The Jerusalem Post; With AI technology rapidly advancing, ethics must evolve as well - opinion

"Wisdom over intelligence

Whether this century becomes our renaissance or our ruin will depend on a quality that can’t be coded or automated: wisdom.

For all our progress, we have not yet learned to match our technological power with moral imagination. We’ve achieved abundance without equilibrium, connection without community, knowledge without humility. The danger isn’t that machines will become more human – it’s that humans will become more machine-like, optimizing for speed and efficiency while forgetting the soul.

Humanity’s story has always been shaped by invention. The wheel, the compass, the printing press, the microchip – each expanded what we could do, but not necessarily who we could be. The Industrial Revolution lifted billions from poverty, yet it also gave us the mechanized wars of the twentieth century. Nuclear energy promised limitless power – and then birthed Hiroshima.

Today, as we stand on the edge of quantum computing, gene editing, and artificial general intelligence, the pattern repeats. The tools evolve. The ethics lag behind.

We need a new kind of moonshot – not just of science, but of spirit."

Interview: 'Trump doesn't measure up': Doris Kearns Goodwin on leadership; The Guardian, October 7, 2018

David Smith, The Guardian; Interview: 'Trump doesn't measure up': Doris Kearns Goodwin on leadership

"Now she has delivered a book called Leadership in Turbulent Times. It is not, as the title implies, an opportunistic entry into the ever-expanding Trump canon. She began work on it five years ago, perhaps because a historian’s sixth sense told her leadership, or the lack of it, would become the story behind the story.

The book constructs Goodwin’s own version of Mount Rushmore by examining four presidents: Abraham Lincoln, Theodore Roosevelt, Franklin Delano Roosevelt and Lyndon Johnson. She considers what lessons they offer for transformational crisis management, turnaround and visionary leadership, but sugars the pill with telling details and funny anecdotes...

Having made the study of presidents her life’s work, does she think leaders are born or made?

“I would say mostly made,” Goodwin says. “Does the man make the times or the times make the man? It’s a mixture. I think you are born with certain qualities, of intelligence probably, memory and maybe even empathy. Some people, like Lincoln, were born with empathy. It was just a natural part of his temperament, and temperament may be inborn too: the way you look at the world and whether you’re optimistic or you’re pessimistic."
 

Why Management Training Doesn’t Work; Chronicle of Higher Education, 10/15/13

David Evans, Chronicle of Higher Education; Why Management Training Doesn’t Work: "Let me note here that I am not anti-training—I think that there are many areas in which aspiring administrators both need and can make practical use of thoughtfully designed training that helps them learn to manage processes and people and to lead effectively in complex circumstances. I especially liked the suggestion offered by one reader of a yearlong seminar-type program which has as its “lab” the actual concurrent job duties of the participants, a model that could work especially well at a larger institution where there is a regular supply of new administrators being promoted from within and arriving from outside. I do, however, take exception to the idea, expressed by a couple of commenters, that the lack of such training is why many institutions of higher education are in serious trouble right now. I am quite certain that this claim cannot be empirically verified... The ultimate point is that yes, training is important. Administrators absolutely must understand the processes and legalities of their positions, how to manage crises and finances, and learning these by trial and error is the surest route to disaster—I would never argue otherwise. At the same time, as the examples above show, training is not the be-all and end-all of institutional success. People are people, by turns noble and venal, clever and stupid, honest and devious, competent and inept. Character matters, brains matter, empathy matters, work ethic matters. Training can sharpen these, but if an administrator doesn’t have them in the first place, no amount of training is going to fix the problem."