Featuring scholarly and practitioner insights from HR and people leaders, industry experts, and researchers.

This research examines the emergence of organizational bullshit, defined as workplace communication that shows a fundamental indifference toward the truth. Unlike lying, this behavior involves making assertions or using jargon without regard for factual accuracy, often to project confidence or hide ignorance. Such communication patterns significantly damage employee wellbeing, erode institutional trust, and lead to poor decision-making and reduced organizational performance. To combat this issue, the research suggests implementing transparent communication frameworks, encouraging intellectual humility in leaders, and fostering cultures of psychological safety. By prioritizing evidence-based management and distributed accountability, organizations can reduce truth-disregard and improve overall structural resilience. These findings highlight that addressing "bullshit" is not merely a philosophical exercise but a critical necessity for maintaining procedural justice and operational integrity.

This research examines the emergence of organizational bullshit, defined as workplace communication that shows a fundamental indifference toward the truth. Unlike lying, this behavior involves making assertions or using jargon without regard for factual accuracy, often to project confidence or hide ignorance. Such communication patterns significantly damage employee wellbeing, erode institutional trust, and lead to poor decision-making and reduced organizational performance. To combat this issue, the research suggests implementing transparent communication frameworks, encouraging intellectual humility in leaders, and fostering cultures of psychological safety. By prioritizing evidence-based management and distributed accountability, organizations can reduce truth-disregard and improve overall structural resilience. These findings highlight that addressing "bullshit" is not merely a philosophical exercise but a critical necessity for maintaining procedural justice and operational integrity.

This research examines the emergence of organizational bullshit, defined as workplace communication that shows a fundamental indifference toward the truth. Unlike lying, this behavior involves making assertions or using jargon without regard for factual accuracy, often to project confidence or hide ignorance. Such communication patterns significantly damage employee wellbeing, erode institutional trust, and lead to poor decision-making and reduced organizational performance. To combat this issue, the research suggests implementing transparent communication frameworks, encouraging intellectual humility in leaders, and fostering cultures of psychological safety. By prioritizing evidence-based management and distributed accountability, organizations can reduce truth-disregard and improve overall structural resilience. These findings highlight that addressing "bullshit" is not merely a philosophical exercise but a critical necessity for maintaining procedural justice and operational integrity. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

This research examines the emergence of organizational bullshit, defined as workplace communication that shows a fundamental indifference toward the truth. Unlike lying, this behavior involves making assertions or using jargon without regard for factual accuracy, often to project confidence or hide ignorance. Such communication patterns significantly damage employee wellbeing, erode institutional trust, and lead to poor decision-making and reduced organizational performance. To combat this issue, the research suggests implementing transparent communication frameworks, encouraging intellectual humility in leaders, and fostering cultures of psychological safety. By prioritizing evidence-based management and distributed accountability, organizations can reduce truth-disregard and improve overall structural resilience. These findings highlight that addressing "bullshit" is not merely a philosophical exercise but a critical necessity for maintaining procedural justice and operational integrity. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

This research examines the emergence of organizational bullshit, defined as workplace communication that shows a fundamental indifference toward the truth. Unlike lying, this behavior involves making assertions or using jargon without regard for factual accuracy, often to project confidence or hide ignorance. Such communication patterns significantly damage employee wellbeing, erode institutional trust, and lead to poor decision-making and reduced organizational performance. To combat this issue, the research suggests implementing transparent communication frameworks, encouraging intellectual humility in leaders, and fostering cultures of psychological safety. By prioritizing evidence-based management and distributed accountability, organizations can reduce truth-disregard and improve overall structural resilience. These findings highlight that addressing "bullshit" is not merely a philosophical exercise but a critical necessity for maintaining procedural justice and operational integrity. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In this HCI Webinar, I talk with Ganzorig Ulziibayar about turning strategy into results. Ganzorig grew up herding on the Mongolian steppe, the same landscape that produced history's most effective strategists. He pursued fifteen years of independent research into the subconscious foundations of strategic judgment. He became a CEO at twenty-seven and has spent two decades building companies and teaching strategy. He is a Founder of the Education Reform Movement, the founding chairman of Mandal Financial Group, a World Economic Forum Young Global Leader, and Founder of the World Financial History Museum, which houses more than one thousand artifacts spanning two millennia.

This research advocates for a radical transformation of Human Resources, arguing that traditional models focus too much on administrative transactions and functional silos. This conventional approach often fails because it prioritizes internal process metrics over the actual quality of work and employee experience. The research suggests dismantling these bureaucratic structures in favor of "people operations" centered on six pillars: making work clearer, fairer, faster, more productive, more humane, and more accountable. By shifting responsibility from centralized HR specialists to empowered managers, organizations can move from reactive damage control to proactive trust building. Ultimately, the research provides an evidence-based framework for redesigning learning, operations, and leadership to better align with modern business outcomes.

This research advocates for a radical transformation of Human Resources, arguing that traditional models focus too much on administrative transactions and functional silos. This conventional approach often fails because it prioritizes internal process metrics over the actual quality of work and employee experience. The research suggests dismantling these bureaucratic structures in favor of "people operations" centered on six pillars: making work clearer, fairer, faster, more productive, more humane, and more accountable. By shifting responsibility from centralized HR specialists to empowered managers, organizations can move from reactive damage control to proactive trust building. Ultimately, the research provides an evidence-based framework for redesigning learning, operations, and leadership to better align with modern business outcomes.