As artificial intelligence is accelerating faster than traditional public sector planning cycles, clarity of thinking has become as critical as technical capability.
Dominique Barker, Chief Information Officer at the Australian Institute of Family Studies, sits at the intersection of data, technology, and human judgement. In this article, Dominique explores quantum thinking—a mindset that embraces complexity, uncertainty and multiple perspectives at once—and explains how it is shaping AIFS’s approach to AI adoption and decision-making in an increasingly disrupted environment.
1. Quantum thinking is a term that not everyone encounters in the public sector. How do you define it, and how has it shaped the way the Australian Institute of Family Studies approaches AI adoption and innovation?
Quantum thinking is about holding multiple states or lines of thought simultaneously. It embraces complexity, uncertainty and interconnectedness, rather than seeking linear, single cause explanations or fixed outcomes.
Metaphorically, it draws from the principles of quantum physics (e.g. superposition, uncertainty). This helps us to reason with pragmatism within environments where change is constant, and outcomes cannot be easily predicted.
2. How did AIFS start applying quantum thinking, and what drew you to this approach?
It came about to draw a distinction between the capabilities that AI has, and the durable skills we can develop, that make us uniquely human. As part of our AI socialisation and uplift program, it was a way to teach our workforce how to double down on their human skills, with the overall goal of reducing AI hesitancy.
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3. Can you share an example where this quantum thinking approach led to a breakthrough in decision-making or research insight?
I had to pitch a new technical solution recently to a long-standing problem that was critical to the Institute to get right. Before presenting the solution to a range of stakeholders from all different parts of the organisation, I ran through a cognitive scenario where I interrogated the role of each stakeholder, and assessed where they might see risks, or holes in the proposal; from there, I came up with a counter for each or made improvements based on the potential queries.
This meant, before going into the pitch, I was much better prepared to respond to any feedback that came up as part of the natural cross-examination of the solution.
As technologists we do this by default, but it was a deliberate choice to engage in this thinking strategy as a method. Humans can be transcendent in this way; this is not something that AI can do. If we draw a line between human and AI capability, AI can help us be more considered and more curious about how we use our brains to push us beyond linear solutions.
4. How do you balance the practical demands of your agency with this more exploratory mindset?
I would challenge that this isn’t about balance and perhaps offer a re-frame: Instead, I would say, an exploratory mindset is essential to meet the practical demands of the agency.
In 2026 practical demands in the data sense look like, instantaneous information, unprecedented AI growth and the democratisation of emerging technologies. CIO planning horizons are inhibited; we can’t plan much longer than six months into the future because of the constant disruption to the technology and cyberthreat landscape. Technology problems no longer have one, or two, or three solutions off a shelf that you are assessing.
Instead, many of these problems have become inverted. As an example, I often hear that “AI is a solution looking for a problem, “I have to say to this, great! We have too many solutions and not enough problems? While I don’t think this is necessarily true, the exploratory mindset can really be the hero here. If you are exploratory, the way you consider problem solving and critical thinking on the ground is far more robust and will allow you to think about problems from multiple perspectives.
5. What are the key takeaways attendees can expect to gain from your session during the event?
I will be part of a panel discussion, and attendees can expect to hear ways to build the strategic foundations within their organisation in which productivity can thrive, enabled by best-in-class technology and data management. In addition, I will offer some new ways to think about AI which will open the door for different perspectives – underpinned by quantum thinking of course!
Dominique’s message is clear: linear thinking is just no longer sufficient in such complex landscapes. Quantum thinking offers a human-centered way forward—one that strengthens judgement, increases AI literacy, and enables better decision-making.
At the 12th Annual Aus Gov Data Summit 2026, taking place from 21-23 April at the National Convention Centre Canberra, Dominique will explore these ideas further as she joins other experts in an experience-led discussion on Australia’s innovation gap.
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