Jonathan Aberman explores how technology, policy, and organizational behavior intersect, with a particular focus on the public sector’s adoption of new tools like artificial intelligence. His writing highlights the human, cultural, and structural challenges that arise when institutions try to modernize, and what happens when the story leaders tell themselves about “innovation” doesn’t match how change actually works.

Through his stories, readers gain a clearer view of why technological rollouts often disappoint and how overreliance on automation can weaken judgment, accountability, and public trust. Aberman’s work invites readers to think more critically about how decisions are made inside large organizations, the narrative traps that leaders fall into, and what it would take to deploy AI and other tools in ways that genuinely support, rather than replace, human expertise.