Teams & Collaboration
Silence in meetings isn't agreement; it's a rational response to an environment where the brain predicts honesty is unsafe, and fixing it requires redesigning the prediction loop, not asking for more courage.
Teams & Collaboration
Using neuroscience and Buddhist philosophy, this post explains why two people can experience the same event completely differently — and what to do about it at work.
Teams & Collaboration
Credit-taking is a threat response driven by self-model protection, and understanding that mechanism gives you a strategic advantage in how you respond.
psychological safety
Neuroscience and Buddhist philosophy explain why a publicly humiliated engineering manager became risk-averse — and what his team should have done differently.
emotional regulation
Suppressed emotions don't disappear at work; they accumulate silently, driving conflict, eroding trust, and undermining performance until individuals learn to treat feelings as information rather than interference.
Teams & Collaboration
High expertise builds strong mental priors that improve pattern recognition in familiar domains but systematically filter out disconfirming signals in novel situations, making smart people wrong in predictable ways that can be countered through structural practices like pre-mortems and red teaming.
Teams & Collaboration
Apparent agreement in meetings is often social performance rather than genuine belief change, and forcing people to state explicit predictions before decisions are finalized makes hidden skepticism visible and harder to quietly abandon.
Teams & Collaboration
The person you find most difficult at work is largely a mental model your brain constructed and keeps confirming through selective perception — and naming your specific predictions before an interaction can interrupt that automatic loop.