Perspectives
Understanding yourself is the most reliable foundation for seeing others and the world without distortion.
See → Change → Apply to others and work — a single arc.
Entry points by theme
The Four Layers of Management — The Executive View
Metacognition — Introspection in 3 Series
Self-Transformation — Acceptance + Confidence in 2 Series
Communication — Dialogue and The Justice Disease
The Four Layers of Management
Read the manager's view in four layers — the capitalist, the board, the executives, risk, and the foreign-pharma president. The hub that connects what material review means to management, each layer with its own yardstick.
The Capitalist's View — Investment and Profit
What do shareholders, founders, institutional investors, and PE want, and why do they demand profit? Connecting the yardsticks of cost of capital and investment decisions to the work of material review.
The Board's View — Corporate Governance
The board's work is not the daily running of the business but selecting and overseeing the executives. Why a single review record becomes evidence that governance is in motion, said in the language of management.
The Executives' View — Running the Business
The final call on materials rests on the duties of the executive team. How CEOs and CxOs reach their decisions — read through the executives' own yardstick.
Management and Risk
Risk is not danger itself but the effect of uncertainty on objectives (ISO 31000). Material review read as a second-line function that cuts off, at the earliest point, the chain by which a deviation spreads into governance and capital.
The Justice Disease
Captive to a local sense of being right and lacking metacognition, judgment splits into black or white ── one reviewer's working life, from onset to coexistence, in ten story-form parts.
The Justice Disease III ── From the Seat of Governance
The reviewer who became an executive now oversees the whole of governance. From the summit, a stratum appears for the first time ── the culture downstream of norms, the wiring of incentives, the boardroom’s blind spot, the whistle as a mirror, the organization’s metacognition. The former self who judged in black and white becomes visible within the system. A sequel in ten parts.
The Justice Disease II ── From the Executive's Seat
When a reviewer who recovered from the justice disease becomes an executive ── local vs. whole optima, black-and-white vs. gray, power and metacognition. A sequel in ten parts as the vantage point inverts from judge to bearer of the whole.
Self-Understanding
Bad mood and anger. Jung, Freud, Adler.
Self-Transformation
Acceptance, forgiveness, reconciliation, the science of failure.
Communication
Correctness/justice, reviewer bias, understanding executives.
Cultivating Confidence
From the three views of confidence left by Jung, Freud, and Adler, to body language — voice, expression, atmosphere, gaze — and the science of confidence.
Recognising One's Own Overconfidence
Dissecting the Dunning-Kruger effect, Freud's defence mechanisms, projection and rationalisation, and the psychology of blaming externals.