Geographic Wisdom in the Age of AI — from linkedin.com by Jason VanHorn

Yet capability and wisdom are not the same thing.
…

As AI capabilities continue to expand at astonishing rates, I’ve found myself wrestling with a question: What happens when capability grows faster than wisdom?

AI can help us determine what is possible. It cannot tell us what is wise. It can help us answer questions. It cannot tell us which questions are worth asking. It can help us produce outputs. It cannot tell us which outcomes are beneficial for individuals, communities, organizations, or society.

Those responsibilities remain ours.

That is why I believe the next great challenge for GIS professionals is not simply developing Spatial AI Literacy. We must also cultivate geographic wisdom in the age of AI.

Wisdom is the distinguishing characteristic that GIS needs in this changing world.

 

With thanks to Thomas Fraher, the Co-founder & CTO of Novastart, I’d like to pass along some screenshots about one of Novastart’s products below.

Per Thomas:

It’s an infinite canvas whiteboard where your apps open as real windows. A whole team can share one canvas, each person with their own cursor, and everything stays where you left it. You can also work alongside AI agents on the canvas.

 

 

 

 

 

AI can improve performance, but did anyone learn? — from chieflearningofficer.com by Alexandre Rodrigues
Better AI-assisted performance does not always mean better learning. Here’s what L&D leaders can do about it.

A randomized field experiment involving thousands of knowledge workers found measurable productivity benefits from generative AI, including faster document completion. But productivity and learning are not the same outcome.

As organizations integrate AI more deeply into everyday work, L&D may need to confront an uncomfortable possibility: Employees can become better at producing results without becoming proportionally better at producing those results independently. Performance is visible. Learning is harder to see.

L&D researchers have long distinguished between performance during practice and learning that persists after practice. As Nicholas Soderstrom and Robert Bjork observed, what people do successfully while training is not always a reliable indicator of what they will retain or transfer later.

That distinction becomes particularly consequential in AI-enabled workplaces.

 
 
 

We’re Waiting Too Long to Talk to Kids About Their Futures (Julie Lammers, Britebound) — from thehumanist.xyz by Julie Lammers and Allison Dulin Salisbury
“By eighth grade, kids are already ruling out careers they’ve never had a chance to explore.”

Per Allison:

Julie Lammers, who leads Britebound, makes a compelling case for starting career exploration in middle school for precisely this reason. The goal isn’t to get a 12-year-old to choose a profession, but to help them discover possibilities they might otherwise never consider, while they’re still forming their sense of who they are and what they’re capable of.

I love the implication of this argument. If we care about preserving choice, we should start career exploration earlier, not later. Done well, it could be one of the most powerful ways to expand opportunity for young people whose circumstances might otherwise define the limits of their ambition.

Julie and I talked about what this looks like in practice, why career navigation should be a skill we develop rather than only a service we deliver, and what young people themselves are telling Britebound about the support they want. It’s a conversation that challenged some of my assumptions about when and how we should prepare kids for their futures.


Also from Allison, check out:


[Special Report] AI Could Radically Accelerate How We Learn About Learning — from thehumanist.xyz by Allison Dulin Salisbury and Mandy McLean
AI is making a virtual laboratory for human learning possible, opening the door to testing ideas we could never afford or safely attempt with actual students.

Recent advances in AI raise the possibility of building something education has never really had: a virtual laboratory for learning.

At the center of this possibility are synthetic students—AI models designed to simulate aspects of how real students behave and, eventually, how they learn. Researchers could test hundreds of ways to teach a concept, give feedback, or sequence a curriculum and identify the most promising approaches for different kinds of learners. Developers could try out a new assessment or AI tutor on thousands of simulated students before putting it in front of real ones. Districts could stress-test AI products for safety and begin to understand which tools might work for whom and under what circumstances.

True, this could make running education studies faster and cheaper. But change the cost of experimentation enough and you change what gets experimented on. The promise of synthetic students is that researchers could ask more questions, test more ambitious ideas, explore edge cases, and discard failures before spending years and millions of dollars studying them with actual students.

 

The Faculty Bargain Of 2040: What Should The University And Its Faculty Owe One Another? — from forbes.com by David Rosowsky

What if we stopped reforming the existing faculty career for a moment? What if we started over?

Suppose we were designing the faculty career today for the university of 2040, starting with a blank sheet of paper. There would be no rigid departmental affiliations, ranks, tenure systems, promotion policies, or inherited assumptions. We could keep anything that still made sense. But nothing would be presumed necessary simply because it has been around for decades.

What would we build?

When machines can increasingly perform parts of the work that once consumed enormous amounts of human time, the scarce attributes may shift toward judgment, curiosity, creativity, disciplinary depth, the ability to frame consequential questions, the capacity to connect ideas across fields, and the ability to know when a machine is wrong.

That is not an argument for fewer faculty. It may be an argument for different faculty – and for a faculty employment system capable of recognizing those important (even desirable) differences.

 

 
 

This used to be a cornerstone of every job application. Not anymore. — from washingtonpost.com by Julia Carpenter; this is a gifted article
Has AI finally killed the cover letter?

“It’s not just easier to write a cover letter, it’s easier to write a phenomenal cover letter,” Kessler said. “That’s become more of a prerequisite and less of a differentiator.”

At the same time, the use of AI has contributed to an explosion of applications. For every open role in 2026 there are twice as many applicants as there would have been for similar roles in 2022, according to a recent study from LinkedIn Research.

That makes hiring managers and recruiters less likely to give cover letters even a perfunctory glance. They have too much else to handle during a busy job search, said Johnny C. Taylor, president and chief executive officer of the Society for Human Resource Management.

“The cover letter is literally dead, never to be resuscitated,” he said. “There’s too much volume for this beautiful piece of prose.”

“It’s tough when no one can give you a right answer,” Ogunlana said. “You have some recruiters saying ‘It’s worth it’ and others saying ‘No.’”

If there is any consensus, it’s that cover letters with a “human element” still can help an applicant stand out.

They need to sound different from all the ones written with AI, said Jason Baker, vice president of talent acquisition at Arctic Wolf, a security operations firm.

Baker recalled one applicant who didn’t land the job they originally applied for, but because their cover letter made such an impression, Baker invited them back when the company was hiring again for a similar position.

 
 

Light Bulb Moments from 100 Episodes — from intentionalteaching.buzzsprout.com by Derek Bruff

Per Derek:

Welcome to the 100th episode of Intentional Teaching! I am very excited to reach this milestone, and I am deeply grateful to all my guests and all my listeners for making this possible. I learn so much from my guests, and I’m thrilled to know that folks out there appreciate the interviews and the show.

In this 100th episode, I take a look back at some of the light bulb moments I’ve had interviewing guests over the last four years. What quotes and ideas and examples have really stuck with me and informed my work? 

My hope is that you’ll find these moments interesting and perhaps useful to your work in higher education, and that this clip show might interest you in digging into the podcast archives and listening to some older episodes.

 

 

The Small Business Hub at National Disability Institute (NDI) is excited to welcome you to this year’s Disability Owned Convening, a fully virtual, national event taking place on October 21 and 22, 2026.

This accessible event offers a wide range of topics aiming to empower entrepreneurs to navigate an ever-changing business landscape, including leveraging AI, achieving financial health, marketing, accessing support and resources and panels highlighting how entrepreneurs with disabilities seize opportunities and overcome challenges to build thriving businesses.

Over the past four years, this dynamic event has connected thousands of entrepreneurs and small business owners with disabilities, entrepreneurial support organizations, state vocational rehabilitation counselors, policy makers, financial institutions and disability advocates from across the country.

Previous Disability Owned Convening Materials
Discover a trove of insights and inspiration by exploring our collection of archived trainings from previous Disability Owned Convenings! Over the past four years, this dynamic event has united entrepreneurs and advocates, offering invaluable resources and actionable advice tailored for individuals with disabilities. Whether you’re seeking guidance on access to capital, innovative marketing strategies, or tools to enhance your business organization, these archived collections offer a wealth of information.

 

5 Writing Tools to Get Unstuck — from wondertools.substack.com by Jeremy Caplan
Dictation, writing sprints, mind maps, AI interviews, and folded paper

The hardest part of writing is the first 10 minutes. Get past that, and momentum kicks in.

Having gotten stuck and unstuck a lot over the past 325 weeks of writing this newsletter, I’ve found a few tricks that help. Pick one to try, and leave a comment to share what you do to get unstuck.

As a little experiment, I’ve made an Unstuck Studio page to accompany this post and to help you get unstuck playfully.

As Daniel Pink explains, starting comes first.

“Action precedes motivation, not the other way around.”

 

Want to Close the Skills Gap? Bring Learning Closer to Work — from campustechnology.com by Elise Awwad

Key Takeaways

  • The skills gap is a workforce access problem as much as a talent problem: Employers broadly plan to upskill workers, yet many employees still lack sufficient time or access to AI training.
  • AI fluency compounds where workers already have access: Employees who use AI regularly build confidence and capability, while those whose jobs keep them farther from the technology risk falling further behind.
  • Upskilling works better when learning is integrated with work: Employers and higher education should create pathways that combine technical and durable skills with on-the-job application, rather than treating reskilling as an individual responsibility.

The skills employers say they cannot find are increasingly the skills they expect employees and candidates to arrive with, fully formed, at their own expense.
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Upskilling or reskilling is often framed as an individual responsibility: a matter of initiative, of staying current. But if employers need these skills, they have a stake in making sure workers have a realistic way to develop them.

 
© 2025 | Daniel Christian