Michael Bresler

AI in Jewish Schools: Starting with Purpose

Most Jewish schools don’t need a full AI strategy.

They need a thoughtful place to begin.

Over the past few weeks, I’ve heard from many school leaders continuing the conversation:

“We’re experimenting.”
“We’re having internal discussions.”
“We know we need to move forward.”

And all of that is real progress.

But there’s also a hesitation underneath it.

Not resistance just uncertainty about what the first real step should look like.

Because once you move past curiosity and clarity, something changes.

The question is no longer:

“What is AI?”
or even
“Where could it help?”

The question becomes:

“How do we actually begin without getting it wrong?”

That question matters.

Especially in Jewish education, where decisions aren’t just operational, they’re communal.

They affect trust.
They affect expectations.
They affect how parents, teachers, and students experience the institution.

So it makes sense that leaders want to get it right.

But here’s the shift:

Starting on purpose doesn’t mean getting everything right.

It means starting in a way that reflects your values, your priorities, and your people.

In the schools I’ve been speaking with, the ones making the most meaningful progress aren’t doing the most.

They’re doing something simpler.

They’re choosing a place to begin.

Not everywhere.

Not all at once.

Just one area where AI can make a real, visible difference.

That might be:

Reducing the time teachers spend on repetitive tasks
Improving how parent communication is drafted and shared
Supporting early-stage curriculum planning
Or streamlining internal administrative workflows

What matters isn’t which one you choose.

What matters is that you choose.

Because once a school starts in a defined place, something important happens:

People begin to align.

Teachers understand where this fits into their work
Administrators can support it more intentionally
Leaders can observe what’s working and what isn’t

And most importantly, the conversation shifts from abstract to real.

This is also where trust begins to build.

Not from policy documents.

Not from broad statements.

But from thoughtful, visible use.

When people can see how AI is being used and why it becomes easier to engage with it, rather than question it.

None of this requires a full rollout.

It doesn’t require a committee or a long-term roadmap.

Those things can come later.

But starting well is much more about focus than scale.

So for schools thinking about what comes next, the step forward is simple:

Choose one place to begin.
Name it clearly.
Support it thoughtfully.
And pay attention to what you learn.

Because the goal right now isn’t to implement AI everywhere.

It’s to build the confidence, alignment, and trust that will make broader adoption possible over time.

The schools that move best through this moment won’t be the fastest.

They’ll be the most intentional.

They’ll understand that how they begin matters just as much as where they end up.

And in Jewish education, that’s always been true.

About the Author
Michael Bresler writes about the future of work, leadership, and organizations and how creating capacity can unlock greater human potential, possibility, and value. He is the founder of Broadheights, where they help organizations rethink how work gets done by improving processes, redesigning systems, and thoughtfully applying AI and emerging technology. His work spans Jewish day schools, Federations, foundations, nonprofits, and private-sector organizations. Michael’s perspective has been shaped by a career across financial services, health and welfare, publishing, and direct marketing, as well as decades of leadership within the Jewish community. He previously served as Board Chair of Beth Tfiloh Congregation and is currently on the board of the JCC Greater Baltimore. His work is grounded in a simple belief: technology should create more space for people to do what humans do best not simply help them do more. He writes and speaks about creating capacity, human-centered leadership, responsible AI, and how organizations and communities can navigate a rapidly changing world without losing the relationships, purpose, and humanity that make their work matter. Michael holds a master’s degree in Negotiation and Conflict Management.
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