17. MOVE 37

In 2016, a major breakthrough in artificial intelligence (AI) happened during a game of Go — a board game that originated in China over 2,500 years ago, making it one of the oldest board games still played today. It is known for its simplicity but deep strategic complexity, often considered more challenging than chess — This pivotal moment came when AlphaGo, an AI developed by DeepMind, played a five-game match against Lee Sedol, one of the best Go players in the world. The match attracted global attention because it showed how AI could challenge human intelligence in new and unexpected ways.

In the second game, AlphaGo made a move that became famously known as "Move 37". At first, this move surprised game experts and top Go players, who were watching and observing the match LIVE, because it did not follow the usual strategies that professional players use. Many thought it was a mistake; they even suspected a bug or a glitch in the system. But as the game continued, it became clear that the move was extremely clever and gave AlphaGo a strong advantage.

This move showed that AI could make creative and effective decisions that go beyond human thinking, opening a new chapter in the evolution of AI. This moment became a powerful symbol of how machines can think differently — and sometimes better — than humans in highly complex tasks. It showed that AI is not limited to copying human strategies but is capable of discovering entirely new approaches that humans might never consider. Move 37 was not just a smart move in a board game; it became a historic turning point that changed how people see the potential and the future of AI.

Article By Amr H. Abayazeed - July 29, 2025.

16. YES MEN

In organizational settings, effective decision-making relies on open dialogue, diverse perspectives, and honest feedback. However, some teams develop a culture where employees hesitate to express disagreement or raise concerns. This can give rise to what is commonly known as the "Yes Men" phenomenon. The "Yes Men" refers to individuals — typically subordinates or team members — who consistently agree with their leaders or superiors without offering honest feedback, critique, or alternative viewpoints. These individuals tend to align with every decision or opinion expressed by leadership, regardless of its merit or potential risks. This behavior is often driven by personal interests such as a desire to gain favor, maintain job security, avoid conflict, or out of fear of possible negative consequences, such as being ignored, criticized, or seen as not supportive.

The "Yes Men" culture can severely harm organizations by creating an environment where innovation, accountability, and critical thinking are suppressed. When team members only agree with their boss and hide problems or concerns, leaders may make poor decisions based on unrealistic or inaccurate information driven by misleading data. Over time, this leads to poor performance, missed opportunities, lack of adaptability, and a toxic culture where loyalty is valued over competence. Ultimately, such organizations become inactive, exposed to crises, and disconnected from real-world conditions.

 

To avoid becoming part of a "Yes Men" culture, team members and subordinates should build the courage to speak up respectfully and in a helpful way. Sharing honest opinions, raising valid concerns, and offering alternative ideas are not acts of disloyalty but signs of true engagement and responsibility. It is important to approach disagreements with professionalism, support feedback with facts, and focus on solutions rather than criticism. Once all concerns and suggestions have been clearly presented, your responsibility is fulfilled — it is then the leader’s role to make the final decision. 

By the way, there is a rule of thumb in management called the “10th Man Rule”, which helps prevent the dangers of a "Yes Men" culture. According to this rule, if nine people in a group agree on a decision, it becomes the responsibility of the tenth person to challenge the idea and consider alternative viewpoints. This does not mean disagreeing just to cause trouble, but rather thinking critically, questioning assumptions, and exploring what others might have missed. It is a way to avoid blind agreement, uncover hidden risks, and make more balanced decisions.

Article By Amr H. Abayazeed - July 24, 2025.