Oct 3, 2026 · 1 hr · 9 segments
As AI becomes increasingly powerful, concerns are growing about how best to prepare students to think for themselves in an AI-mediated world. How do we help them become thinking, feeling, flourishing…
Lacey HilliardGuest
Shelly LondonGuestScot OsterweilGuest
Chris DedeHost
Yong ZhaoHost
Punya MishraHost
Lydia KaoHost
Curt BonkHost
And I'll ask the three of you to speak to a question that illuminates that, but I think also frames it in a larger genre.

So Wondery is a relatively unusual game, in my opinion, because it draws on something that is prevalent at Harvard called case-based reasoning.

So the business school the medical school, the law school, the education school, the Kennedy School of Public Policy, all use a lot of case-based reasoning in their teaching.

But basically, you're put in a situation that's complicated And you're asked what you would do and why.

And the why often leads into deep and interesting waters that involve a lot of learning.

And the person who is responsible for coordinating decision making about the case is in fact the player of the game, the leader of a Starship community.

So tell us why we developed a game that had these kind of unusual characteristics and this sort of case-based background.

And I'm sure, Shelley, some of that was from you because, of course, Business professional development is often case based as well.

And the core of quandary is based in its, as you said, in dilemmas where there's no one right answer.

And what we did with this comes from research that I learned from professors.

Who told me the thinking behind why this works, why it's the right thing to have dilemmas that you work with that have no one right answer.

It's all about you're rewarded not for your answer because there is no one right answer, but you're rewarded for the depth of your thinking.

But then one of the cores of the game is we're not about telling players what to think or do.

And from my corporate life, from what I've learned through research and what I've learned through teaching ethics-related courses at NYU Stern School of Business for now 19 years, people want to be ethical.

And I'll ask the three of you to speak to a question that illuminates that, but I think also frames it in a larger genre.

So Wondery is a relatively unusual game, in my opinion, because it draws on something that is prevalent at Harvard called case-based reasoning.

So the business school the medical school, the law school, the education school, the Kennedy School of Public Policy, all use a lot of case-based reasoning in their teaching.

But basically, you're put in a situation that's complicated And you're asked what you would do and why.

And the why often leads into deep and interesting waters that involve a lot of learning.

And the person who is responsible for coordinating decision making about the case is in fact the player of the game, the leader of a Starship community.

So tell us why we developed a game that had these kind of unusual characteristics and this sort of case-based background.

And I'm sure, Shelley, some of that was from you because, of course, Business professional development is often case based as well.

And the core of quandary is based in its, as you said, in dilemmas where there's no one right answer.

And what we did with this comes from research that I learned from professors.

Who told me the thinking behind why this works, why it's the right thing to have dilemmas that you work with that have no one right answer.

It's all about you're rewarded not for your answer because there is no one right answer, but you're rewarded for the depth of your thinking.

But then one of the cores of the game is we're not about telling players what to think or do.

And from my corporate life, from what I've learned through research and what I've learned through teaching ethics-related courses at NYU Stern School of Business for now 19 years, people want to be ethical.
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