Why parenting requires radical responsibility I tend to think things through carefully, often through the lenses of psychology, systems thinking, and neurobiology. Since becoming a mother, people frequently ask me about parenting. And although developmental psychology and child neurobiology are areas I immersed myself in long before I had a child, I often struggle to answer those questions without being misunderstood. Parenting is one of those topics that is simultaneously ov

The case for a system that is both profitable and human Every few months, another institution announces it has been “reimagined". Reimagined strategy. Reimagined leadership. Reimagined work. Reimagined status quo. We keep reimagining everything inside the system. So I started to wonder: If we’re willing to rethink tactics, structures, and behaviors endlessly, why is the system itself treated as untouchable? Here is my cornerstone belief, stated again: If something was human-m

How Organizations Stop Thinking and Start Self-Sabotaging Mass layoffs are everywhere. Every week a new company announces that 10%, 20%, sometimes 30% of its people have become “excess capacity.” And every time, the narrative is the same:  “market shifts”  “disruptive technologies”  “macroeconomic headwinds”  “strategic realignment” External forces. Unpredictable weather. Nothing to do with us. But here’s the truth no one says aloud: If you suddenly need to lay off a quarter

And the wounds it leaves on us keep bleeding I grew up believing a simple story: Systems exist for us. To protect us, support us and uphold our dignity. It’s what schools taught, what adults repeated, what every “About us” implied. But almost every system I ever touched taught me the opposite. Not in theory. In practice that I have felt on my own skin, often cutting me to the bone. And not just once or twice. But over and over, across decades, across contexts. This is the sto

Forget the feminine and the masculine and for the love of God, remember the Human Today, the whole “Women ruined the workplace” debate presented itself to me. I nearly ran to grab my “fu * k patriarchy” T-shirt and went marching, but then I stopped. I decided to actually look into this debate. What I found was disappointing. In the age of outrage, everything from liberal feminism to wokeness got dragged into the picture, while everyone completely missed the point. And the po

7 imperatives still f *** ing us without our consent I’ve read dozens of books. On psychology, systems, neurobiology, anthropology, philosophy, and even some damn good fantasy. I’ve spent all my years observing and experiencing our systems on my own skin. I’ve been watching this weird human circus unfold, scribbling in the margins of history books and therapy journals like a maniac with a soft spot for redemption arcs. It all boiled down to this: we’re all running the same an

The Next Fork of Evolution Our systems, and therefore our organizations, are dysfunctional. Not in the sense that they “don’t work.” They do. But they work at the cost of human dignity so consistently, so casually, that we treat it as the price of admission to the most widespread religion since Catholicism. Of course, I’m talking about Capitalism. Which is really just profit, dressed in ideology. And in this system, profit is no longer a means to an end. It is both the means

Why we should stop giving special treatment to the individual and focus on the collective instead In Organizational Change Management (OCM), there’s this sacred acronym: WIIFM :“What’s in it for me?” It’s treated like it was sent from God, carved in stone: Thou shalt bribe thy people with promises of convenience.   When planning a change, we’re told that people won’t budge unless they’re shown personal gain. So we tailor messages to highlight individual benefits: convenience,

“Change resistance” is the most overused excuse in leadership bingo. The truth? Humans don’t resist change, they just prefer certainty. What they resist is being manipulated, confused, used, rushed, and treated like pawns in some game they don't fully understand. You say they’re not “on board”? I say they are insulted. Maybe because nobody is telling the full truth and nothing makes sense. Here’s how “change” often starts: The CEO gets heat → pressure flows downward → panic k

Why Organizational Change Management still isn’t taken seriously, and who’s really resisting it. In a piece about why humans cling to dumb beliefs, Mark Manson shares a story that deserves a wider audience. So here goes: In 1846, Dr. William Morton discovered a gas that could knock people out cold during surgery. No pain. No screaming. Pure magic. And best of all: no extra efforts required. He demonstrated it publicly, and within eight months, anesthetics were used across wes