Human knowledge governance, conversely, is more about enablement: roles, competencies, training, incentives, culture, and the like. Start seriously digging into the risks associated with AI, and you'll likely find a human at or near the point of origin. Numerous instances of human experts finding things AI missed and vice versa exist. If we start viewing governance as bidirectional, humans teaching computers and computers teaching humans, the upside becomes substantial.
Art Murray, D.Sc. //
11 Nov 2026
As more ancient texts become digitized and translated, let's go all-in by using human-augmented AI, combining ancient knowledge artifacts with our modern body of research. And let's not just be confined to one or two disciplines. Infinitely large numbers of breakthrough innovations even more impactful than the examples shared are possible.
Art Murray, D.Sc. //
06 Jul 2026
The real error of the expert system era was not determinism itself—it was incomplete rules. Today's risk is the opposite: We have agents that are too flexible, running on too little accountability, deployed into environments where variation is not a feature but a liability.
Alan Pelz-Sharpe //
06 Jul 2026
By embracing a quantum approach, we can create an organization that is genuinely adaptive and intelligent. Agents, freed from the shackles of classical KM, can roam our knowledge graphs, identifying emergent patterns and unexpected connections that no human ever could. They can see that the support ticket trend and the new feature request in the sales call are actually the same particle, just observed in different contexts.
Alan Pelz-Sharpe //
11 May 2026