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Why calling out behaviors that imply accountability to specific people, but doing so anonymously on a podcast, was an abuse of authority.

How I wrongly blamed Yin-in-Service behaviors on the people instead of the paradigm.

What structural thinking means when it comes to paradigms and the rarity of the skill.

The two key ways to evaluate paradigms: internal coherence and results.

Revisiting Yin-in-Service from the perspective of the Yin-as-Essence Fallacy.

The link to the manuscript again:

https://docs.google.com/document/d/1mjn8qtfomlmcSzbGnOt36sUQ9CZ-M3yWjLsPywh9udw/edit?usp=sharing

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