Why sincerity, love and value do not always arrive where they are offered

This article explores a subtle yet deeply human form of suffering that does not arise from rejection or loss, but from proximity. It examines what happens when something real, sincere and valuable is offered, yet cannot be received, not because it lacks worth, but because readiness, orientation or reception is missing.

Moving beneath surface explanations, the article traces how longing can exist without the capacity ...

Too Close to Be Seen, Too Good to Be True

Mourning, Memory and the Ethics of Unresolved Justice

This essay explores a recurring human pattern in which innocence is publicly established yet justice is deliberately withheld. Rather than examining injustice as overt oppression or political conflict, it approaches the phenomenon phenomenologically, focusing on what occurs when systems acknowledge truth but refuse its ethical implications. Drawing on Persian cultural memory and the enduring mourning associated with the figure of Siavash, ...

When Innocence Becomes Intolerable

How Sustainabilism Replaced Structural Reform with Behavioural Theatre

Using familiar moments from everyday life, this article examines how modern Sustainabilism has come to function more as a moral performance than a genuine solution. Through the quiet absurdity of fragile paper bags and checkout rituals, it shows how responsibility for environmental harm has been steadily shifted from institutions, supply chains, and industrial design onto individual consumers. While recognising that indivi...

The Bag Was Never the Point

Where Support No Longer Fuels Growth but Subsidises Dysfunction and Compensates for Someone’s Lack of Performance

This article confronts one of the most overlooked realities in leadership, coaching and human development. While the Being Framework is rooted in the principle that human beings are not fixed and are capable of profound transformation, it also recognises that transformation is not universally available at any moment. It requires willingness, coherence, responsibility and the cap...

When to Give Up at the Limits of Transformation

How Societies Collapse When Scapegoats Replace Modulation

This article examines why systems collapse and why it almost never happens because of a single event, leader or foreign power. Using the trajectories of Iraq and Syria as case studies, it shows how societies drift from integrity into disintegration when their contradictions remain unresolved and their capacity to modulate is gradually lost.

Drawing on the Systemic Subversion Cycle, first introduced in the 2025 Sustainabilism book as...

The Same Pattern, Every Time

Iran: A Governing System Poised Between Renewal and Decline

How Shadows, Contradictions and Rigid Governance Have Shaped the Country’s Future – A Being Framework Case Study on the Urgency of Modulation

This analysis examines the Islamic Republic’s governing system through an ontological lens rather than a political one. In this context, ontology refers to how a person or a system is being. It captures the deeper qualities that shape how authorities perceive reality, form intentions, ...

The Dynamics of a System at a Critical Turning Point

How systems reveal their failure long before they fall apart

We often imagine collapse as something sudden. A revolution. A currency crash. A breaking point you can point to on a calendar. But systems rarely fall that way. Most begin to unravel long before anyone notices. They lose their rhythm, their clarity and their ability to correct themselves. Their descent is slow, almost invisible, until it becomes irreversible.

This article explores why that happens. It explains how human systems ...

FREEFALL

A Phenomenology of Recurrence and Why Revolution Fails to Become Transformation: An Inquiry with Iran as an Illustrative Case

This article explores a deeper pattern that explains why revolutions keep returning and why real change so often fails to take root. Instead of focusing only on politics or historical events, it examines what happens to societies when their systems begin to break down and when people’s ways of making sense of the world become distorted. Using Iran as a case study, it...

The Pattern Beneath Revolutions

Malignant Narcissism, Leadership, Power, Collective Psychosis and the Systems We Sustain Together

Across nations, ideologies, and political systems, the same pattern keeps repeating. Leaders emerge who are unstable, inauthentic, and unaccountable. They polarise, provoke, distort reality, and govern through their shadows. They are protested, condemned, and yet continuously sustained.

This is not the failure of the system. This is the system we all sustain in one way or another.

Rather th...

The System Is Us

Why Conventional Authenticity Is Mistaken for Reality Alignment, How Sincere Systems Drift into Shadow and Misery and the Three Archetypal Responses That Determine Sustainability

This article reframes sustainability as an ontological condition rather than a technical, political, or environmental objective. It argues that systems become unsustainable not primarily through corruption or bad faith, but through a deeper epistemic failure: conviction without reflexivity. Under these conditions, sy...

Conviction Without Reflexivity

How fear captures the nervous system and reshapes governance and society.

This article examines how fear and anxiety operate not merely as psychological states but as existential moods that shape how individuals and societies encounter reality. Drawing on the Being Framework, the Meta-content Discourse, and the Nested Theory of Sense Making, it explores how unexamined relationships with fear and anxiety migrate from pre-verbal, somatic experience into narrative, law, and governance.

Using ...

When Fear and Anxiety Govern

Authority, Compliance, Conformity and Adult Agency

This article uses the archetype of Neverland to explore a mode of being in which growth is indefinitely postponed while authority quietly consolidates. Moving beyond childhood fantasy, Neverland is reframed as a psychological and ontological condition where time is suspended, consequence is deferred, and systems are structured to preserve motion without maturation.

Through a phenomenological reading of Peter Pan, the Lost Boys, Tinker Bell...

When Systems Refuse to Mature

As an emerging leader with aspirations to climb the corporate ladder or transition to a more fulfilling career, do you believe you have to pretend to be someone you’re not to be accepted? Do you sometimes doubt yourself or feel unheard, unseen and undervalued? If so, you’re not alone. Putting on a fake persona in the workplace is more common than many people realise. However, there are significant costs in doing so. In this article, Jeanette Mundy explains why the adage that you have to ‘f...

Sick of changing who you are to fit in?

As a sales leader, be it an individual sales director, account manager, business development professional or sales manager, you are constantly interacting with and leading people, whether they are reporting to you or indirectly supporting you to win your next deal for the company. Empowering clients and supporting them with solutions to their problems always comes back to interpersonal relationships. And we all know what every relationship needs: trust. The question is, how can you build trust r...

Building trust in the sales relationship

Stepping into an account management or sales leadership role can be challenging, especially if your sales deals can take 12–24 months or longer to secure. Complexities show up throughout the purchasing cycle, from qualifying a new opportunity, engaging clients with presentations and sharing your solution’s capabilities to producing, presenting and negotiating a project contract to implement the solution. As a sales leader, how can you remain effective throughout such a lengthy process, espec...

4 factors that contributed to winning large & complex sales deals

You need to work on your business, not in your business. As a business owner, you’ve probably heard this line multiple times, be it from business advisors or well-meaning people trying to help. But does the thought of delegating some of the operational tasks you currently do yourself to make your business a success seem too far from your reach? In this article, business consultant Anthea Stevanovic reveals seven steps to gradually remove yourself from your business' operational functions and e...

Get yourself out of your business' operations: The 7 steps

When we are at the receiving end of obstacles and unexpected detours, it’s easy to get stuck in the trap of victimhood. If you manage a team with members who are constantly locked in complaint mode and find it difficult to turn the situation around, team morale can be impacted, slowing productivity. In this article, Jacqueline Hofste, an ontological leadership coach with a background in senior leadership roles in the corporate environment and archetypal consulting, explains how and what we can...

Is your team stuck in Victimhood mentality

Modern society has provided an opportunity to redefine the traditional male and female roles that have been passed down from father to son and mother to daughter for millennia. However, rather than treat each other as humans and appoint the best person for the job, we seem to be caught up in the need to balance the power between the sexes, for example, by electing women just because there are too many men at the top. In this article, John Williams discusses why healthy masculinity is no threat t...

Why healthy masculinity is no threat to feminine empowerment, and “real men” are not afraid of women having power

It's easy to feel isolated, different, alone and excluded when dealing with a disbaility that impacts you 24/7. While some disabilities are visible because they are obvious, there are a vast number of hidden or invisible conditions that affect people's daily lives just as significantly. Many people choose to keep their hidden disability a secret, often not realising the toll that decision can take until things start spiralling out of control. In this article, Wayne Stickel, a wellbeing and effec...

The role of a community in supporting people with hidden disabilities to flourish

Many people like the idea of becoming a coach and dive in without considering why they want to pursue professional coaching and what it takes to create a successful coaching business. Many also don’t have an authentic understanding of what it means to be a professional coach. As General Manager of the Being Profile®, Lucy Faulconer leads a global community of coaches and has the opportunity to hear the stories behind why they chose to become a coach. In this article, she shares some of those ...

Are you thinking of becoming a coach?

It is natural to want to understand why you are the way you are. But once you have that insight, what can you do about it if you discover areas that aren’t serving you? Traditional theories and approaches suggest that you learn how to manage your fixed traits or set short-term action plans to change certain habits or behaviours. In this article, Lucy Faulconer, General Manager – Being Profile®, a leadership coach and an organisational psychologist, reveals how she and many other coaches, le...

How the Being Profile facilitates our ability to transform

Are you a business owner who feels overwhelmed and frustrated because you are constantly putting out fires? Is addressing whatever issue pops up on any given day preventing you from being the proactive, strategic and productive leader you want to be who is working towards achieving a clearly defined set of goals? If so, you are not alone. Anthea Stevanovic explains why this issue is so common and the steps she uses to successfully support her clients to elevate themselves from firefighters to fu...

Are you a firefighter or a business owner?

Most of us know somebody who is transactional in their relationships with others, whether it be someone at work, at home or in our social circle. It might even be you. Some might argue that being transactional is the only way to meet targets at work or protect yourself from being taken advantage of. In this article, leadership and confidence coach Helen Robinett explains why any relationship that focuses on getting rather than giving is toxic and how to build authentic, transformative relationsh...

From transactional to transformative: how to build authentic relationships

Being part of a sales organisation as a key account, customer engagement, or customer success manager can be challenging. It requires you to balance organisational, client and partner interests while constantly looking out for opportunities to solve problems for clients and secure the next deal to grow company revenue. One key challenge is identifying where to spend the most time and effort. Another is to determine for which of your customer’s problems your organisation’s solution is a match...

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Too Close to Be Seen

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The Bag Was Never th

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Featured Articles

Too Close to Be Seen

When Innocence Becom

The Bag Was Never th

When to Give Up at t

The Same Pattern, Ev

The Dynamics of a Sy

FREEFALL

The Pattern Beneath

The System Is Us

Conviction Without R

When Fear and Anxiet

When Systems Refuse

Most Visited

Browse Articles

Too Close to Be Seen

Always online, rarel

Why Don’t You Write?

Venture Building Exp

How You See the Worl

Truth bomb! What you

Why Inclusion Effort

Pain Isn’t the End o

My Team always compl

How Marketing Is a F

The Cost of Being Re

When Innocence Becom

Search and browse articles