centered text

Because it's hard to be human in a complex world


"Cadsby expertly outlines why humans possess instinctive responses to stimuli and provides actionable tips and exercises for overcoming them ... creative and informative ... A useful and highly readable book."
Kirkus Reviews

Presenting Hard to Be Human
by Ted Cadsby

BNN Bloomberg's Amanda Lang interviewed Ted at the launch of Hard To Be Human on October 12, 2021. They discussed how we can overcome our design flaws to be smarter, happier, and better adapted to the complexities of life in the twenty-first century.

previous arrowprevious arrow
previous arrowprevious arrow
next arrownext arrow
next arrownext arrow
It's hard to be human because ...

We are odd creatures who long to be happy while creating our own suffering.

Our thinking and feeling are often poorly matched to human life today.

We haven’t yet mastered our neuron-packed brains.

But there are fixes that make it easier
A complex world demands ...
A complex world demands
complex thinking and
complex leadership.

Ted helps organizations and individual leaders navigate the complexities of modern challenges. A speaker on the contemporary human struggle, leadership in complex times, and harnessing the power of group decision-making, he provides powerful insights and practical solutions for addressing complex problems, including the complexity of managing ourselves.

Slide 1
Complex Thinking

It starts by understanding the gap between our default ways of thinking about the world (including other people and ourselves) and how it (they and we) actually works. Then it closes the gap with more sophisticated mental strategies.

Complex Leadership

The need for high quality conversation is more pressing than ever; unfortunately, deep, productive discussion is not self-generating. Today’s leader has to be a strong facilitator of dialogue: a Chief Conversation Facilitator.

Don Tapscott endorsement
“Ted Cadsby has done us all a favour with this lucid tour of thinking through complexity.”
Roger Martin, former Dean of the Rotman School of Management, University of Toronto
“Your keynote was identified in evaluations as one of the top 3 highlights of our conference, with comments such as ‘very inspiring’ and ‘perfect opener’.”
Robert P. Taylor, PhD, CEO of the Institute of Public Administration of Canada
“Brimming with insight, professionals in all fields will find Cadsby’s book highly valuable.”
Phil Rosenzweig, PhD, Professor of strategy and international management, IMD
“Cadsby’s ideas are vital … Read them and prosper.”
Don Tapscott, Executive Chairman of the Blockchain Research Institute
“Loved Cadsby’s Closing the Mind Gap…must-read for anyone wanting to tackle complexity!”
Amanda Lang, Anchor of BNN Bloomberg
“Ted brought together insights in a compelling presentation that provided practical steps leaders can take.”
John Brewer, Director, The Conference Board of Canada
“A courageous synthesis of psychology, complexity and systems theory. Cadsby provides practical implications for improving decision-making.”
Gary Klein, PhD, Senior Scientist MacroCognition LLC
“William James said we are only half awake. Ted Cadsby shows there is a lot of scientific truth wrapped inside that metaphorical truth.”
Philip Tetlock, PhD, Professor of Psychology, Wharton School of Business

“Ted’s speech provided very illuminating insight into cutting-edge research, as evidenced by the extended Q&A.”
Chris MacDonald, PhD, Director of Ted Rogers Leadership Centre at Ryerson University
“Cadsby draws masterfully on a wide range of scientific findings. His book is a remarkable wake-up call. We owe him thanks.”
Robin Hogarth, PhD, Emeritus Professor of Economics, Universitat Pompeu Fabra