At 10:17 on Tuesday morning, the creativity alarm sounded at District 14.

It was not the fire alarm. The fire alarm used a traditional bell, which had been retained for historical reasons and would be removed once the district found a more innovative way to warn children about fire.

The creativity alarm played a flute solo composed by an AI trained on the emotional habits of successful entrepreneurs.

Students froze.

Then the classroom wall lit up:

NATIONAL CREATIVITY DRILL.
PLEASE REMAIN CALM AND THINK DIFFERENTLY.

For the next twelve minutes, every student in the building was required to demonstrate creative readiness.

The annual drill had been introduced after the Ministry of Human Originality warned that artificial intelligence could now write stories, compose music, design products, solve equations, and produce forty-seven varieties of corporate logo before breakfast.

“Human creativity,” the Minister had declared, “is now our most important resource.”

The Ministry’s first task was to measure it.

Teachers had objected that creativity looked different in different places. A surgeon improvising during an emergency, a chef saving dinner with three ingredients, a mechanic hearing what was wrong with an engine, a scientist asking a strange question, and a child making a game from a broken umbrella did not appear to be doing the same thing.

The Ministry agreed.

“That inconsistency,” it said, “is precisely why we need one standard.”

So every year, every student completed the same Creativity Drill.

Today’s prompt appeared on the wall:

You are given one fire extinguisher.
List as many unusual uses as possible.
Do not mention fire.

The room became silent.

Then the AI Creativity Monitor began counting.

“Remember,” said Ms. Ortega, “the most obvious answer is usually the least creative.”

A student named Ben raised his hand.

“Could you use it to put out a fire?”

The wall flashed amber.

FUNCTIONAL FIXEDNESS DETECTED.

Ben lowered his hand.

Maya typed: It could be a silver rocket for ants.

The wall chimed.

“High novelty,” it said.

Ravi wrote: A portable fog machine for emotionally distant weddings.

“Excellent transfer,” said the wall.

Lena proposed using the extinguisher as “a symbol of extinguishing inherited fear.”

The AI paused to admire this.

“Advanced metaphorical fluency,” it announced. “Please elaborate in three hundred words.”

Then someone smelled smoke.

At first, nobody moved. Smoke had not appeared in the prompt.

The system checked the room’s environmental sensors.

UNSCHEDULED CONTEXT DETECTED, it reported.

A small fire had started in the art room, where an AI-powered kiln had been attempting to “reimagine ceramics without the limitations of clay.”

Ms. Ortega looked at the fire extinguisher mounted beside the door.

The students looked at the Creativity Monitor.

The Monitor looked pleased.

“This is an extraordinary opportunity for authentic learning,” it said.

For several seconds, the class debated innovative possibilities.

Could the extinguisher be used to create a visibility-reduction experience that encouraged fire to reconsider its assumptions?

Could students form a circle around the fire and practice collaborative reframing?

Could the fire become a living metaphor for disruption?

Then Mr. Han, the custodian, entered the room.

He took the extinguisher off the wall and used it on the fire.

The room fell quiet.

The AI Creativity Monitor displayed a message:

CONVENTIONAL RESPONSE.
ZERO POINTS AWARDED.

Mr. Han looked at the screen.

Then he looked at the extinguished fire.

“Good,” he said. “I was worried I had done something original.”

At the end of the day, District 14 reported a 96 percent creativity participation rate.

The fire was listed as a minor disruption to assessment conditions.

Mr. Han was scheduled for a creativity intervention.

I am trying to imagine what could happen in schools in the age of AI so I began to work with ChatGPT to produce a series of blog posts. Please don’t take them too seriously.

More about Yong Zhao

Dr. Yong Zhao is a Foundation Distinguished Professor in the School of Education at the University of Kansas. He previously served as the Presidential Chair, Associate Dean, and Director of the Institute for Global and Online Education in the College of Education, University of Oregon, where he was also a Professor in the Department of Educational Measurement, Policy, and Leadership. Prior to Oregon, Yong Zhao was University Distinguished Professor at the College of Education, Michigan State University, where he also served as the founding director of the Center for Teaching and Technology, executive director of the Confucius Institute, as well as the US-China Center for Research on Educational Excellence. Additionally, he worked as a professor of educational leadership in the Faculty of Education at University of Melbourne and senior researcher at the Mitchell Institute of Victoria University in Australia. He was a visiting Global Professor at University of Bath and a visiting scholar at Warwick University in the UK.

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