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Tech companies have long viewed copyright as a barrier. A few years ago, the Intellectual Property Office suggested an exception for data mining, claiming it would draw tech investment. Though the proposal was not adopted, the idea stays. The current government's consultation on Al and copyright is too favorable to big tech.

Existing law clearly safeguards the rights of original works, from art to journalism, against unauthorized copying. The principle that original material cannot be ripped off and that creative people have rights over their work is widely understood and accepted. However, big tech often bypasses these rules, much like how US social media giants built their empires on content created by others. Creative individuals and smaller businesses are struggling to keep pace, most in danger of being left behind.

While the promise of technological advancement is hard to resist, the UK must weigh its options carefully. Artists such as Elton McCartney and Paul Clemence have been vocal in their defense of human creativity, and the House of Lords has taken steps to ensure that licenses for copyrighted material are actively sought. Ministers, dazzled (眩晕) by the prospect of new data centers and a seat at the AI table, should pause to reconsider their priorities. After all, big tech should not be given more rights over others' work than the rest of society.

The idea for this research emerged from a conversation Jamil Eberhardt had with a producer of the documentary film Just Mercy. The producer posted a question: could watching the film change the way neurons (神经元) fired in people's brains? Then Eberhardt connected her co-worker, Jennifer Kray to explore it.

The researchers asked participants before and after they watched the film to also watch a set of short videos of men imprisoned in real life. Participants were asked to rate what they thought these men were feeling as they shared their life stories. These ratings were then measured against what the men actually told the researchers they felt when recalling their experiences.

The results show that participants were more empathetic toward those who were formerly imprisoned than those in the control condition. Also, they were 7.66% more likely to sign a proposal supporting a law to restore voting rights to people with a criminal record.

The study highlights the power of storytelling, Eberhardt said. "Narratives move people in ways that numbers don't." In an early study, Eberhardt found that citing statistics on racial inequalities is not enough to encourage a closer examination of systems. Actually, presenting numbers alone can possibly backfire, making people more likely to support punishment policies.

As Eberhardt and Kray's study has shown, what does change people's minds are stories — a finding consistent with a previous study Kray conducted that found how watching a live theater performance can impact how people perceive social and cultural issues. "When people experience detailed personal narratives it opens their mind and heart to the people telling those narratives and to the groups from which those people come from," Kray said.

Take, for example, lots of firms use abstract terms like "change," "innovate," and "connect" in their mission statements. In the book, Mr. Galinsky refers to an experiment that showed the effect of more concrete language. In it, teams were asked to design toys and given a vision statement to guide their behaviour. Teams who were handed a statement with more visual language — to create toys that "…make wide-eyed kids laugh and proud parents smile" — produced more engaging toys than teams who were given something more general.

Galinsky also highlights the power of counterfactual thinking to inspire a sense of meaning. In a study he conducted with Laura Zaki of the University of California, Berkeley, participants reflected on important life events, like choosing a college. Some were also asked to think about how things would have turned out if this event had not taken place. This group attached greater meaning to the event in question. This technique can also strengthen employees' ties to firms by having them imagine a world without their firm.

Perhaps the most striking idea in the book is that, instead of bosses motivating people from above, individuals can do it for themselves. In a study he conducted with other co-authors, some newly-registered Swiss citizens were asked to undertake a 10-to-15-minute exercise in which they reflected on values that mattered to them. They were three times more likely to find a job than those who did not.

Managers play a huge role in motivating their people. But inspiration can be bottom-up as well as top-down. Don't just tell your team what Jobs said. Ask why their jobs matter to them.

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