There is a profound friction when an Engineer’s mind—wired for the absolute truth of physics and geometry—encounters the relative truth of bureaucracy.
The limitation wasn't in the medicine, but in the vessel delivering it. The decision to 'break the system' wasn't just a business move; it was a moral imperative. A craftsman cannot execute high-fidelity work within a low-fidelity structure.
Real change happens when you engineer solutions, not just follow the system 👏
I recognise the discomfort here.
Most people sense something is off long before they have language for it.
This tension touches each voice differently:
Nurturers might feel the relational and ethical weight immediately.
Guardians might worry about boundaries, roles, and accountability.
Creatives might sense a loss of professional intuition being edged out.
Connectors might notice trust being rerouted through systems instead of people.
Pioneers might may see progress first, then pause at the unintended cost.
Holding all five keeps the question human, not ideological.
Systems fail when distance grows between the work and the decisions.
There is a profound friction when an Engineer’s mind—wired for the absolute truth of physics and geometry—encounters the relative truth of bureaucracy.
The limitation wasn't in the medicine, but in the vessel delivering it. The decision to 'break the system' wasn't just a business move; it was a moral imperative. A craftsman cannot execute high-fidelity work within a low-fidelity structure.