Why AI can’t beat primal intelligence

In an era increasingly defined by artificial intelligence, a compelling argument emerges for the enduring superiority of human intellect, particularly in the face of volatility and uncertainty. Angus Fletcher, a professor of story science at Ohio State’s Project Narrative, whose research has garnered support from institutions like the National Science Foundation and commendation from the U.S. Army, posits that our brains possess a “primal intelligence” capable of outperforming even advanced AI in dynamic, information-scarce environments. His insights, drawn from studying visionary thinkers and U.S. Army Special Operators, reveal a unique human capacity for adaptive thought.

One cornerstone of this primal intelligence is intuition, which Fletcher argues is not merely pattern matching, as some cognitive scientists have suggested. Instead, true intuition stems from the ability to spot “exceptional information”—details that break established rules or patterns. Unlike adults, whose brains often seek familiarity, young children demonstrate higher intuitive scores because they are naturally attuned to the unusual. This capacity for discerning exceptions is a skill that can be cultivated. Immersion in new environments, such as through travel, forces the brain to confront the exceptional, thereby sharpening intuitive faculties. Similarly, engaging with literature, particularly works by authors like Shakespeare, introduces characters and narratives that defy conventional archetypes, training the mind to welcome the different. This openness to the exceptional has historically fueled groundbreaking discoveries, from Nikola Tesla’s AC motor to Marie Curie’s work on radioactivity and Vincent van Gogh’s innovative color palette.

Another critical aspect of human intelligence, often misunderstood, is optimism. While psychologists frequently advocate for its benefits, Fletcher contends that our approach to fostering optimism is flawed. Many popular self-help philosophies promote “visualizing success,” implying that merely believing “this will succeed” is sufficient. However, this “magical thinking” crumbles in the face of reality. Genuine optimism, Fletcher argues, is the belief that “this can succeed.” The distinction is profound: if one believes success will happen and it doesn’t, confidence is shattered. But the conviction that success can happen, fueled by the memory of a single past triumph, allows resilience to persist through multiple failures. This “antifragile” form of optimism, rooted in concrete past experiences rather than future fantasies, is a powerful motivator that even elite Special Operators leverage to navigate adversity.

The human brain also possesses a distinct advantage over AI in volatile and uncertain situations, specifically through what Fletcher terms “narrative cognition,” or thinking in story. While computers excel at processing vast amounts of existing data and applying symbolic logic, their performance falters when reliable information is scarce or non-existent. Our capacity for narrative thought, which evolved during the Cambrian Explosion approximately 500 million years ago, imbues the brain with imagination and wisdom. This allows humans to act intelligently in rapidly changing, ambiguous environments where new challenges constantly emerge—precisely the conditions under which AI, reliant on historical data, struggles. Special Operators, who consistently perform well in such unpredictable scenarios, demonstrate an exceptional aptitude for narrative thinking.

Furthermore, engaging with the arts, particularly theater and literature, can significantly enhance our real-life intelligence by strengthening our imaginative capacity. While modern education often emphasizes technology, Fletcher suggests that the increasing anxiety and anger among students might stem from a lack of opportunities to develop internal coping mechanisms. Instead of merely creating “safe spaces” or removing external threats, true resilience comes from the brain’s ability to imagine and devise plans for confronting dangers. Special Operators, for instance, are trained through role-playing exercises to rapidly conceive solutions to threats, thereby mitigating anxiety. Replacing these imagination-building activities with digital screens, which automate the mental effort of visualizing scenarios, diminishes the brain’s crucial “imagination muscles.” Therefore, providing students with rich literary and theatrical experiences is vital for developing the imaginative prowess needed to navigate life’s complexities.

Finally, effective leadership hinges not on thinking in probabilities, but in possibilities. Traditional leadership training often focuses on quantitative approaches, encouraging executives to calculate probabilities based on past events. However, true innovation and leadership emerge from the ability to conceive of something that has never happened before but does not violate fundamental rules—a possibility. Lord Kelvin, a brilliant mathematician, famously declared in 1902 that airplanes would never exist because their probability was zero. Yet, the Wright Brothers, by focusing on the possibility of flight within the laws of physics, achieved it a year later. Leaders, much like entrepreneurs, cultivate this “practical imagination” by immersing themselves in stories that stimulate the brain’s premotor cortex, expanding their sense of what could be. This means moving beyond rigid, data-driven frameworks and embracing the imaginative, narrative-driven thinking that defines true human ingenuity.