Adrian Wolfberg is the founder of Organizational Insight Consulting LLC and an adjunct professor at Case Western Reserve University’s Weatherhead School of Management. He has four decades of combined experience as a naval officer, intelligence officer, change agent, boundary spanner, scholarly researcher, and educator. As a naval officer, he was trained as an airborne electronic intelligence officer collecting and analyzing electromagnetic signals from weapon-associated radars on adversary ground-, sea-, and air-based systems. He flew intelligence gathering missions from aircraft carrier-based reconnaissance aircraft and, then, assigned as an Indications & Warning officer assigned to the Joint Staff Intelligence Directorate. He was employed by Defense Intelligence Agency (DIA) as a civilian intelligence analyst where he was a counterdrug analyst. While at DIA, he created and led an internal organizational consulting capability called the DIA Knowledge Lab. Its purpose was to help intelligence officers in the organization—regardless of seniority or formal position—learn how to help themselves in order to solve or make progress solving intractable problems. While assigned to DIA, he graduated from the National War College, spent four years supporting the Office of National Drug Control Policy, four years teaching at the United States Army War College, and two years conducting research at the National Intelligence University. He earned a Ph.D. in organizational science from Case Western Reserve University. Adrian’s scholarly research has focused on psychological, organizational, and technological (including machine intelligence) factors that affect the intelligence analyst’s ability to create and communicate knowledge, and how decision-making consumers of intelligence receive and absorb knowledge. His experiences as an intelligence analyst, leading the DIA Knowledge Lab, and his scholarly research have addressed the challenges of confronting and navigating different knowledge boundaries.

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• Chapter 1: The Leader’s Dilemma.- Chapter 2: Who Leads in the Human-AI Dance: Decision Strategy.- Chaper 3: How Does the Dance Flow: Operational Dynamics.- Chapter 4: How to Adapt the Dance: The Reframing Cycle.- Chapter 5: Hybrid Problems: Framing the Challenge.- Chapter 6: Problem Decomposition: Tools for Reframing.- Chapter 7: Problem Characterization and Modes of Thought.- Chapter 8: Learning: Building Adaptive Capacity.- Chapter 9: Cognition: Sharpening Mental Lenses.- Chapter 10: Knowledge Bridging: Connecting Across Boundaries.- Chapter 11: The Leader’s Design.