Why Smart Leaders Make Bad Decisions Under Pressure (Part 2)

My last article opened with AI — how technology compresses progress and decision-making. The discussion that followed pushed toward a harder paradox — the most consequential failures happen when a system produces a decision that no individual truly believes is optimal — yet everyone accepts as necessary.
The forces that narrow decisions run deeper than speed — through institutions, power, trust, and the stories organisations tell themselves under pressure.
This piece is about how that happens — and what it takes to push back.