Category: EN
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So what are humans really like? Good or evil?
When we look at religion, psychology, or organizational theory, the same fundamental question keeps coming up:Is human nature inherently problematic and in need of control—or is it fundamentally cooperative and capable of flourishing on its own under the right conditions? These two assumptions represent two very different worldviews. They shape the way we think about…
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The 10 Superpowers for Connections Without Losing Yourself (Stray Cat Model 3)
A Practical Guide (Part 3 of the series, following Caution: Cat – Do Not Feed (Stray Cat Model 1) and How to tell if you’re feeding them (Stray Cat Model 2))Reading time: approx. 3–4 minutes When we deal with people who come and go like stray cats, we often face a dilemma: closeness can be…
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How to tell if you’re feeding them (Stray Cat Model 2)
The subtle signs before you get entangled. (Part 2 of the series following Caution: Cat – Do Not Feed (Stray Cat Model 1))Reading time: approx. 3–4 minutes Once we understand that repeated assistance can hinder development, the question becomes uncomfortably specific: Where exactly does this actually happen? After all, no one consciously decides to prop…
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Caution: Cat – Do Not Feed (Stray Cat Model 1)
Why Repeated Assistance Hinders DevelopmentReading time: approx. 3–4 minutes The image of the stray cat is not meant to be romantic, nor is it intended to evoke pity—even though it usually does. It is functional. A stray cat comes when it’s hungry. It takes in warmth, food, and shelter. And when it’s full or the…
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Leadership Myths (2): Control, Answers, and Other Comfort Stories
Once you start looking at leadership myths as coping stories, a pattern becomes hard to ignore. Most of them don’t actually describe leadership. They describe how systems deal with fear. Fear of uncertainty. Fear of losing control. Fear of becoming irrelevant. Fear of not being needed anymore. And like all good coping stories, these myths…
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Body vs. Soul
“As long as we pay more attention to bellies than to souls, we will continue to see humans primarily as machines.” — Dan, OrgIQ.org For a long time, I’ve been carrying a very simple thought. Uncomfortably simple. As long as our systems focus first on bellies — pay, efficiency, utilization, output — we will inevitably…
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Relationship Quality As a Hard Economic Factor
(And How OrgIQ Makes It Measurable) Most organizations still talk about relationships as if they were a cultural side topic. Important, yes — but somehow separate from “real” business metrics like cost, speed, risk, or profit. Nice to have, but not relevant. That separation is the blind spot. What the OrgIQ work — and especially…
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Leadership Myths (1): The Loneliness at the Top
There is one leadership story almost everyone knows. It shows up in books, interviews, LinkedIn posts, late-night conversations at conferences. “It’s lonely at the top.” Sometimes it’s framed as a warning. Sometimes as a badge of honor. Sometimes as the unavoidable price of responsibility. And many people in leadership roles recognize the feeling immediately. The…
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Basics of Trust (3): Forgiveness Is Not a Reset (Repair Is the Work)
When trust breaks, the first word that usually shows up is forgiveness. It sounds right. Warm. Mature. Almost noble. We forgive so we can move on, so things can be normal again, so the tension finally stops. And that’s already the first misunderstanding. Because forgiveness is not what fixes trust. What forgiveness actually does Forgiveness…
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Basics of Trust (2): How Trust Breaks (and Why We Usually Miss It)
When people talk about broken trust, they almost always point to an event. A decision. A sentence. A moment that changed everything. That makes sense. Events are visible. They give us something to hold on to. A clear before and after. But if you look a little closer — at your own life, at teams…