What's going on up there?

AI can write an article, solve a problem, or plan our holiday in seconds. But as we rely on it more, are we becoming lazy thinkers? In this week’s episode, Grace is joined by Chartered Psychologist Dr Jo Kandola to explore what the research tells us about AI and cognition. Together, they unpack the psychology of cognitive offloading, why our brains love shortcuts, and what happens when AI boosts our performance without improving our capability. They also discuss what AI could mean for creativity, judgement and critical thinking, and how we can use it to support our thinking rather than replace it. References:Fiske, S. T., & Taylor, S. E. (1991). Social Cognition (2nd ed.). McGraw-Hill.Georgiou, G. P. (2025). ChatGPT produces more “lazy” thinkers: Evidence of cognitive engagement decline.Ghasemi, H. (2025). The dual impact of artificial intelligence on human cognition: Balancing benefits and risks.Hailegebriel Girma, A. (2025). The role of artificial intelligence in shaping human interaction and cognitive function. KUE Journal of Education, 3(1), 69–88.Rao, Sohail. (2025). The Impact of Artificial Intelligence Tools on Human Cognitive Abilities: A Comprehensive Review. Shanmugasundaram, M., & Tamilarasu, A. (2023). The impact of digital technology, social media, and artificial intelligence on cognitive functions: A review. Frontiers in Cognition, 2, 1203077.

Shame is one of our most powerful emotions yet one of the least talked about, particularly at work.In this episode, Grace is joined by Chartered Psychologist Louise Weston to explore the psychology of shame, including why feedback can sometimes feel like a judgment of who we are, rather than something we have done. They unpack the difference between guilt and shame, how shame can trigger defensiveness or withdrawal, and why it can get in the way of learning.They also share practical ways to spot shame, separate behaviour from identity, and respond to difficult feedback with greater self-compassion.References:Leach, C. W., & Cidam, A. (2015). When is shame linked to constructive approach orientation? A meta-analysis. Journal of Personality and Social Psychology, 109(6), 983–1002. https://doi.org/10.1037/pspa0000037Mróz, Justyna & Sornat, Wojciech. (2022). Shame- and guilt-proneness and self-compassion as predictors of self-forgiveness. Journal of Beliefs & Values. 44. 188-202. 10.1080/13617672.2022.2076455.Tangney JP, Stuewig J, Mashek DJ. Moral emotions and moral behavior. Annu Rev Psychol. 2007;58:345-72. doi: 10.1146/annurev.psych.56.091103.070145. PMID: 16953797; PMCID: PMC3083636.

In a world where unexpected events can dominate the news cycle and disrupt our working lives, how does unpredictability affect us? This week, Grace is joined by Chartered Psychologist Stuart Duff to explore why sudden change can leave us anxious, stressed and struggling to switch off. From unsettling global headlines to unexpected decisions at work, they unpack why unpredictability can heighten anxiety, reduce our sense of control and leave us worrying long after the working day ends. Stuart also shares practical, psychology-informed strategies for managing uncertainty, coping with workplace change and regaining control when life feels unsettled.References:Schoellbauer, J., Sonnentag, S. Prem, R. and Korunka, C (2022) I'd rather know what to expect: Work unpredictability as contemporary work stressor with detrimental implications for employees’ daily wellbeing. International Journal of Work & Stress, Volume 36, 2022

Swearing: bad habit, emotional release, or performance booster? This week, Grace and Professor Binna Kandola OBE unpack the surprising psychology of swearing. From tolerating pain to pushing through a physical challenge, research suggests that a well-timed swear word can do more than let off steam: it may reduce self-doubt, increase confidence, and help us get out of our own way. But it is not a free pass to swear whenever we like. Context, audience, and intention all matter, and the same words that create connection in one setting can cause offence or damage credibility in another. So, can swearing help you perform closer to your potential? And when is it better to hold your tongue?

Why are we so quick to assume that someone’s actions reflect who they are, rather than what might be happening around them?In this episode, Grace is joined by Chartered Psychologist James Meachin to explore the fundamental attribution error – our tendency to explain other people’s actions through their personality, intentions, or character, while overlooking situational pressures and context.From missed deadlines and unanswered messages to first impressions and public stereotypes, James unpacks why this bias is so common, even when we have clear information about the circumstances. They also discuss what the research tells us, why we are more forgiving of our own behaviour than others’, and how a simple “situational check” can prevent us jumping to conclusions. References:Jones, E. E., & Harris, V. A. (1967). The attribution of attitudes. Journal of experimental social psychology, 3(1), 1-24.Ross, L. (1977). The intuitive psychologist and his shortcomings: Distortions in the attribution process. In L. Berkowitz (Ed.), Advances in experimental social psychology (Vol. 10, pp. 173–220). Academic Press. 

Conspiracy theories are everywhere. They come up in everyday conversation, online, and increasingly in mainstream debate. We have seen claims that COVID vaccines were being used to implant tracking devices, that climate change is a hoax created by hidden interests, or that major events like 9/11 were secretly planned from the inside. But what makes them so compelling? In this episode, Grace is joined by Professor Binna Kandola OBE to explore why these ideas are so appealing right now. Not by asking whether they are true or false, but by looking at what psychology tells us about how people think under uncertainty, threat, and distrust. They talk about how conspiracy theories form, how they change over time, and, most importantly, what the research suggests helps reduce their pull.References:Bad News Game: https://www.getbadnews.com/en van der Linden, S., Thompson, B.-S., & Roozenbeek, J. (2023). Editorial—The truth is out there: The psychology of conspiracy theories and how to counter them. Applied Cognitive Psychology, 37(2), 252–255. https://doi.org/10.1002/acp.4054

Why do we dream — and do our dreams really mean anything?From flying through the air to your teeth falling out, dreams can feel intensely real, even when they make no logical sense.In this episode, Grace is joined by Chartered Psychologist Dr Jo Kandola to explore the psychology behind our dreams. They examine what happens in the brain during sleep and why dreams can be so strange.Drawing on Freud’s influential ideas alongside contemporary dream research, they explore the role of REM sleep, where dreams come from, and whether these strange nighttime stories reveal anything about our waking lives.Are dreams meaningless brain noise, hidden messages from the unconscious, or something in between?References:Freud, S. (1900). The Interpretation of Dreams.Hobson, J. A., & McCarley, R. W. (1977). The Brain as a Dream State Generator: An Activation-Synthesis Hypothesis of the Dream Process. American Journal of Psychiatry, 134(12), 1335–1348.Horikawa, T., Tamaki, M., Miyawaki, Y. and Kamitani, Y. (2013) ‘Neural decoding of visual imagery during sleep’, Science, 340(6132), pp. 639–642.Leckie, L., Bershad, A.K., Heppler, J., McClay, M., Rappe, S. and Foster, J.G. (2024) The content and structure of dreams are coupled to affect.

When performance slips, replacing the person at the top can feel like the obvious answer. From Prime Ministers and CEOs to football managers, leadership turnover is often seen as the fastest route to change.But does changing a leader actually improve performance, or does it simply create the feeling that something is being done?In this episode, Grace is joined by Chartered Psychologist Stuart Duff to unpack why we are so quick to replace leaders. Together, they explore the psychological forces behind leadership change — from the illusory truth effect and fundamental attribution error to the romance of leadership.Drawing on research from politics, business and sport, they ask why we so readily blame individual leaders while overlooking systems, culture and circumstances, and examine what really happens after leaders are replaced.