36. AI & INTELLECTUAL CONTRIBUTION

Artificial intelligence (AI) has changed the way we write, search, analyze, and work. Today, people use AI to improve language, summarize information, classify ideas, brainstorm alternatives, and even generate complete content. This raises an important question: When AI is used, who owns the work and, more importantly, who owns the idea? The answer depends not simply on whether AI was used, but on how it was used and where the intellectual contribution came from.

1) AI as a language tool: Suppose a researcher develops an idea, argument, model, or conclusion and uses AI to correct grammar, improve vocabulary, restructure sentences, rephrase them, or make the writing more professional. In this case, intellectual contribution remains primarily human. AI helps communicate the idea but does not originate it. 

2) AI as an organization, classification, and/or assistance tool: A person may already have several ideas but need assistance connecting, organizing, or classifying them. AI can arrange these ideas into categories, identify relationships, develop a logical sequence, or suggest a clearer structure. Here, AI is mainly handling existing ideas rather than creating them. The original intellectual content comes from the human, while AI supports its organization and presentation.

3) AI as an idea development tool: The distinction becomes less clear when AI suggests alternatives, identifies new relationships, proposes examples, or challenges an argument. This is better described as AI-assisted intellectual work. The human remains responsible for deciding what is relevant, correct, meaningful, and appropriate, while AI contributes to developing the original idea.

4) AI as an idea generation: At another level, a human may provide only a general topic and ask AI to generate the main idea, arguments, examples, framework, analysis, and conclusion. Here, AI is no longer simply handling existing ideas; it is substantially participating in their generation. It would therefore be difficult to describe the entire intellectual contribution as originating solely from humans.

We can view the previous paragraphs as a spectrum. As we move from 1 to 4, AI's intellectual contribution increases. Over time, AI is likely to become integrated into almost every job and field, just as we used our minds to perform calculations in the past and now use complex statistical software. Therefore, a more meaningful question is not: “Did you use AI?” because almost everyone will use it in their work to keep pace with rapid technological change. Simply, if we use AI as a tool and master it to express what is already in our minds, while knowing exactly what to take and what to leave, the intellectual contribution remains ours, as AI is still just a supporting tool — so far. Tomorrow may be different.

 

 

Article By Dr. Eng. Amr H. Abayazeed - August 22, 2026.

35. UNIVERSE HAS AN EQUATION

As an engineer, I always see life through an engineering lens. I have always believed that the universe works according to equations — but extraordinarily complex ones. As I discussed in one of my previous articles, relationships in the natural sciences can often be represented in a relatively structured form: A + B = C + D. Certain inputs, under defined conditions, lead to certain outputs. Social sciences also attempt to understand relationships between inputs and outputs. However, human systems — including attitudes, behaviors, organizations, societies, and more — are far more complex and involve multiple interconnected variables, feedback loops, uncertainties, and conditions that continuously influence one another. From my engineering perspective, I believe life follows the same principle. There may be an equation behind many outcomes, but it is an equation containing countless variables — some visible, some hidden, some controllable, and others completely beyond our control.

 

For example, when I was younger, I believed that success was a function of effort and discipline, i.e. Success = f (Effort, Discipline). Work hard, stay disciplined, and keep going, and success will inevitably follow. But with time and experience, I realized that the equation was incomplete. I have seen people work extraordinarily hard and remain deeply disciplined, yet never achieve the success they expected — and vice versa. Perhaps success still has a formula, but we are missing an important variable, “X,” i.e. Success = f (Effort, Discipline, X). For me, X is not the conventional X-factor associated with charisma or exceptional talent; rather, it represents the unknown variables of life. Some people may call X luck; others may call it opportunity, timing, surrounding environment, circumstances, connections, communication, and/or access to resources. In reality, X may not be one variable at all. It may represent hundreds of interacting variables that influence whether our effort is eventually translated into success. This does not reduce the importance of effort or discipline, as they are largely known and within our control; X often is not. So, I still strongly believe in effort and hard work. I still believe in discipline. But experience has taught me to respect the complexity of life: “The universe has an equation; we just do not know all its variables.”

 

Article By Dr. Eng. Amr H. Abayazeed - August 17, 2026.

34. INTERDISCIPLINARY MANAGEMENT

Management is not a fixed set of rules or formulas. It is a dynamic field that continuously evolves as the world changes. Many managers search for simple formulas or quick management tips. However, true management cannot be reduced to slogans, checklists, or generic fixed templates. While these may provide useful guidance, they cannot replace deep understanding and critical thinking. One of the most important principles in management is Contingency Theory, introduced by Burns and Stalker (1961), which states that "There is no one best way to organize or manage; every situation is unique." A decision that works well in one situation may not work in another, and a decision that works today may not work tomorrow because people, technology, and business environments differ across situations and continuously evolve over time. Successful leaders therefore avoid rigid rules and instead develop flexibility to select the most appropriate approach for each situation. They build broad knowledge from different management theories and disciplines and apply sound judgment when facing different managerial challenges.

Management, as a science, does not exist in isolation, it is an interdisciplinary field that integrates knowledge from many other disciplines. For example, Psychology helps to understand human behavior, motivation, personality, emotions, and perception. Sociology explains how people interact within groups and organizations, including culture, teamwork, leadership, and social structures. History provides valuable lessons from past successes and failures, as historical patterns often repeat themselves. Political Science contributes insights into power, authority, negotiation, governance, and conflicts of interest within organizations. Statistics and Mathematics offer quantitative methods for data analysis, performance measurement, forecasting, resource optimization, and data-driven decision-making. Biology inspired the idea that organizations are like living organisms that must continuously adapt to survive in changing environments. More recently, Complexity Science and Climate Science have helped explain how organizations operate in unpredictable environments. Together, these and other disciplines have significantly enriched modern management thought.

Today, organizations operate in an ecosystem characterized by rapid technological change, uncertainty, complexity, intense competition, and continuous disruption. To successfully manage all these challenges, leaders need to have broad knowledge across different disciplines, remain curious and open-minded, think critically, be adaptable, and continuously develop their knowledge and skills. This broad understanding helps leaders connect different variables, see the big picture, interpret complex situations, and make better decisions with wisdom.

 

Article By Dr. Eng. Amr H. Abayazeed - August 13, 2026.

33. EI & EMPATHY SPECTRUM

Emotional Intelligence (EI) is one of the most important qualities of effective leadership. While technical skills and experience help leaders achieve results, emotional intelligence enables them to inspire, influence, and build strong relationships. EI is the ability to recognize, understand, manage, and influence emotions — both our own and those of others. It consists of four main domains: Self-Awareness, Self-Management, Social Awareness, and Relationship Management. Within Social Awareness, empathy is a core competency and key building block that helps in understanding how other people think and feel. However, empathy is not simply a single skill; it can be understood through different levels of emotional understanding, connection, and caring.

The Spectrum of Empathy explains these levels through four stages: 1) Pity "I am sorry for you" recognizes that someone is suffering but keeps an emotional distance. For example, a colleague loses an important project, and you simply say, "That's unfortunate," before moving on. 2) Sympathy "I feel for you" shows care and concern but does not fully share the person's experience. For example, you tell your colleague, "I'm really sorry this happened. I hope things get better soon." 3) Empathy "I feel with you" seeks to understand another person's emotions from their perspective through active listening and emotional connection. For example, you sit down with your colleague, listen carefully, and say, "I understand why you're disappointed. Tell me what happened." The highest level is 4) Compassion "I am moved by you," where understanding leads to action. For example, after listening, you offer to help review the project, share your experience, or assist with preparing for the next opportunity. Compassion means not only caring about someone's situation but also taking meaningful action to help improve it. 

The Spectrum of Empathy shows that emotional intelligence is not only about understanding people's feelings but also about acting on that understanding. While pity notices suffering and sympathy shows concern, empathy creates real connection, and compassion turns that connection into positive action. Whether in leadership, business, or everyday life, people who move from feeling sorry to taking action build stronger relationships, earn trust, improve communication, and make a real difference in the lives of others.

 

Article By Dr. Eng. Amr H. Abayazeed - August 08, 2026.

32. MANAGEMENT EVOLUTION

Management is not a static concept but a dynamic process that evolves in response to technological (production tools), economic, social, and political factors. As these factors evolve across different industrial ages, management approaches must also adapt to effectively address the new challenges and opportunities associated with each industrial age. 

During Industry 1.0 (steam engine), Adam Smith, in his book "The Wealth of Nations," introduced the concept of the division of labor, demonstrating that specialization could significantly improve productivity and efficiency. With Industry 2.0 (electricity and mass production), organizations were increasingly viewed as machines designed for efficiency. This period marked the beginning of the Classical Management School. Frederick Taylor introduced Scientific Management through time and motion studies and job specialization, Henri Fayol established Administrative Management by introducing 14 management principles, and Max Weber developed Bureaucratic Management based on hierarchy, formal rules, and clear authority. Together, these pioneers transformed management into a systematic discipline focused on productivity, standardization, and efficiency.

However, history soon revealed that organizations are not only machines — they are also communities of people. Following the great depression of 1929 and the rise of communism, management shifted its focus to the human side of organizations, giving rise to the Behavioral Management School. The Hawthorne Studies demonstrated the importance of social relationships in the workplace, Abraham Maslow explained human motivation, and Douglas McGregor introduced Theory X and Theory Y.

The Modern Management School expanded management even further. Influenced by World War II, Industry 3.0 (automation and computers), Japan's success, and the fall of Berlin wall and the Soviet union, organizations began adopting Quantitative Analysis, which uses mathematical and statistical techniques to analyze data; Contingency Theory, which recognizes that there is no one-size-fits-all approach to management and that every situation is unique; Total Quality Management by Deming and Juran; Project Management; Supply Chain Management; and Knowledge Management. Other concepts also evolved, such as Management by Objectives by Peter Drucker; Strategy and Competitive Advantage by Michael Porter; Re-engineering by Michael Hammer and James Champy; and Learning Organization by Peter Senge. 

Today, with Industry 4.0 (internet), a new chapter in management is being written. Sustainability, Complexity Science, Adaptive Management, and, more recently, Artificial Intelligence are redefining how organizations compete and create value. Managers are expected not only to lead people and processes but also to navigate uncertainty, make data-driven decisions, and adapt to rapid change.

Article By Dr. Eng. Amr H. Abayazeed - August 06, 2026.

31. IMAGES OF ORGANIZATION

"Images of Organization" is one of the most influential books on organizational theory, written by Gareth Morgan. Rather than explaining organizations through a single perspective, Morgan introduces eight metaphors, each offering a different way to understand how organizations are managed and adapt.

1) "Organizations as Machines" describe organizations as machine in which different parts work together to achieve common goals. This perspective focuses on hierarchy, standardized procedures, and operational efficiency. i.e. Bureaucratic organizations. 2) "Organizations as Organisms" compare organizations to living beings that must adapt and evolve to survive in a changing environment. The focus is on flexibility, growth, and responsiveness to change. i.e. Adapting. 3) "Organizations as Brains" present organizations as intelligent systems capable of learning, processing information, solving problems, and making decisions. The main focus is on knowledge, learning, and continuous improvement. i.e. Knowledge and learning. 4) "Organizations as Cultures" view organizations as mini-societies shaped by shared values, beliefs, and ways of working. Success depends on a strong culture, teamwork, and a shared sense of identity. i.e. Organizations as mini-societies. 

5) "Organizations as Political Systems" explain organizations as places where individuals and groups pursue different interests, compete for resources, and use influence to achieve their goals. This perspective highlights conflict, negotiation, and power. i.e. Interest, conflict, negotiation, and power. 6) "Organizations as Psychic Prisons" illustrate how organizations can become trapped by old beliefs, habits, and fixed ways of thinking. Such mindsets restrict creativity, discourage change, and limit future progress. i.e. A trapped way of thinking. 7) "Organizations as Flux and Transformation" treat organizations as constantly changing and evolving systems. This perspective recognizes that continuous adaptation, innovation, and transformation are essential for long-term success. i.e. Constantly changing and evolving entities (by studying chaos, complexity theory, and weather patterns). 8) "Organizations as Instruments of Domination" consider organizations as mechanisms that can be used to control people and exploit employees or resources for the benefit of those in power. It highlights the negative consequences of excessive authority and control. i.e. Organizations exploit resources and employees for their own benefit (the ugly face of organizations). 

No single metaphor can fully explain an organization. Each one highlights different strengths, challenges, and behaviors, helping managers and leaders analyze organizations from multiple perspectives and choose more effective approaches to leadership, decision-making, and organizational improvement.

 

Article By Dr. Eng. Amr H. Abayazeed - August 02, 2026.