The Unknown Knowns

How much freedom should we give people whose job is to think independently? And when does autonomy become abandonment?
In this episode of The Unknown Knowns, Dr Angela Lewis explores the relationship between autonomy, motivation and effective leadership, particularly in intelligence environments where independent judgment is essential. Drawing on Self-Determination Theory and her own leadership experience, she challenges the assumption that autonomy means independence, examining how meaningful ownership, competence and connection work together to foster better judgment, engagement and professional development.
She also considers what this means for leaders managing intelligence professionals: how do we encourage independent thinking without sacrificing collaboration and accountability? When does oversight become micromanagement, and when does empowerment leave people without the support they need? From the dangers of excessive control to the risks of autonomy without adequate support, Angela explores how leaders can adapt the freedom they give their teams as competence develops, creating space for independent judgment without losing sight of organisational objectives.
Because effective leadership isn't about getting people to think exactly like you. It's about helping them become increasingly capable of thinking well without you.
This is the first episode in a three-part series exploring Self-Determination Theory and its implications for leadership and professional judgment.
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What happens when we erase the parts of history that don't fit the stories we want to tell?
In this episode of The Unknown Knowns, Dr Angela Lewis explores how the preservation, distortion and deliberate erasure of history shape not only our understanding of the past, but also what we consider possible in the future. From the ancient Egyptian pharaoh Hatshepsut, whose legacy was deliberately obscured, to modern information environments, she examines how historical narratives influence perceptions of legitimacy, shape behaviour and determine which futures we consider possible.
She also considers what this means for intelligence professionals and the age of AI: how do we remain objective when evidence challenges the narratives we want to believe? And as AI increasingly relies on the information we choose to preserve, what happens when we lose not just facts, but the reasoning, context and dissent behind them? Because preserving history isn't simply about understanding the past. It's about protecting our ability to make informed decisions today and keeping possibilities open for tomorrow.
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What makes some people look at an unfamiliar problem and think, I can figure this out?

In Part II of Figure-It-Out-Ology, Dr Angela Lewis explores the psychology behind our ability to navigate challenges we don’t yet know how to solve, from self-efficacy and resilient self-talk to productive struggle, identity and the experiences that teach us to trust our own ability to adapt.
She also considers what this means in the age of AI: when answers are increasingly easy to obtain, could removing too much friction also remove valuable opportunities to learn? And what can parents, teachers and leaders do to help others develop the confidence and capability to find their own way forward? Because sometimes the most valuable thing we gain from solving a difficult problem isn’t the answer, it’s the evidence that we can solve difficult problems.

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What do you do when you don’t know the answer? We tend to think of expertise as having the answers. But what about knowing what to do when you don’t?

In this episode of The Unknown Knowns, Dr Angela Lewis explores what she calls “figure-it-out-ology”: the ability to recognise the limits of what you know and still find a way forward. From intelligence targeting to Hawaiian sea turtles, Angela examines how experts learn to see what others might miss, identify the gaps that actually matter, know where knowledge lives, and adapt when the usual playbook no longer fits. Because sometimes the most valuable skill isn’t knowing the answer – it’s knowing how to figure it out.

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What is your best alternative if the deal in front of you falls through?

In this episode of The Unknown Knowns, Dr Angela Lewis explores BATNA, or Best Alternative to a Negotiated Agreement. This negotiation concept offers a useful framework for decision-making far beyond the negotiating table.

Using stories ranging from a heavily discounted necklace in a Pakistani souq to job offers, university choices and organisational decisions, Angela examines how anchoring, sunk costs, loss aversion and status quo bias can distort our judgement.

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