I’m a Doctor. Here’s What A.I. Cannot Do.; The New York Times, May 5, 2026

 Danielle Ofri, The New York Times; I’m a Doctor. Here’s What A.I. Cannot Do.

"There’s an ocean of distance between the “patient” that A.I. is analyzing and the patient that the human doctor or nurse is assessing."

Vatican hosts seminar on AI and ethics; Vatican News, March 2, 2026

 Edoardo Giribaldi, Vatican News; Vatican hosts seminar on AI and ethics

"“An abundance of means and a confusion of ends.” This phrase, attributed to Albert Einstein, offers a snapshot of a world challenged and shaped by new technologies. The interests at stake are multiple and not “neutral.” In this context, the Holy See — which has no military or commercial objectives — can play a key role in promoting global governance capable of developing systems that are “ethical from their design stage.”

These were some of the themes highlighted during the seminar “Potential and Challenges of Artificial Intelligence,” organized today, Monday 2 March, in Rome, at the Salone San Pio X on Via della Conciliazione 5, by the Secretariat for the Economy and the Office of Labor of the Apostolic See (ULSA)...

To summarize the consequences of the widespread uptake in 2022 of ChatGPT, Bishop Tighe used the acronym VUCA: Volatility, Uncertainty, Complexity, and Ambiguity...

Father Benanti’s presentation focused on the ethical challenges of artificial intelligence, proposing a new “ethics of technology” that questions the “politics” embedded in such models. “Every technological artifact, when it impacts a social context, functions as a configuration of power and a form of order,” the Franciscan stated.

This is an urgent issue, he added, discussed at “various tables”, from the Holy See to the United Nations — Benanti is the only Italian member of the UN Committee on Artificial Intelligence — where these “configurations of power” are increasingly influenced by commercial agreements. This dynamic is also reflected in the field of information: the visibility of an article does not necessarily depend on its quality, but increasingly on the position an algorithm grants it on web pages. It is a “mediation of power,” Benanti concluded."

Our Favorite Management Tips of 2021; Harvard Business Review, December 30, 2021

HBR Editors, Harvard Business Review; Our Favorite Management Tips of 2021

"Another year, another set of challenges and responsibilities for managers to tackle. Hybrid work, the Great Resignation, mass burnout — on and on. Each weekday, in our Management Tip of the Day newsletter, HBR offers daily tips to help you better manage your teams — and yourselves — through this period of profound change and uncertainty. Here are 10 of our favorite tips from 2021...

How to Give Critical Feedback — Remotely

Giving critical feedback is one of your most challenging responsibilities as a manager — and if you’re working remotely, it’s even harder. How can you update your approach to giving feedback in a WFH world? Here are some key steps to keep in mind:

• Start by asking questions. You need to understand your employee’s perception of their performance before expressing yours.
• Show specific appreciation before laying out criticism. They’ll be more likely to be receptive to your feedback if they trust that you value them.
• State your positive intentions. Something as simple as “I’m in your corner” can go a long way.
• Clarify and contrast. “I’m saying X, I’m not saying Y.”
• Ask your employee to state their key takeaways from the conversation.

We’re all under intense stress from the pandemic. Taking care to deliver your feedback with clarity and sensitivity will help people focus on the reality of your message, even in a remote environment.

Adapted from “Giving Critical Feedback Is Even Harder Remotely,” by Therese Huston"