In my work in ethics and philosophy of life and organisational sciences, a consistent theme is what makes us human, and how those human attributes are challenged by changed social structures and in the development of technologies designed to augment or replace human activities.
One of the least recognised patterns in executive transition is that many high-performing women do not slow down when uncertainty increases. They accelerate.
From the outside, this often looks admirable. They become more proactive, more productive, more visible, more responsive, and even more committed to proving their value. Their LinkedIn becomes sharper. Their networking intensifies. Their positioning becomes increasingly refined. New certifications appear. More conversations are initiated. More effort is invested into remaining relevant, strategic, and in motion.
Yet underneath all of that activity, something very different is often happening internally.
Childbirth trauma is a major public health issue in the United States, as well as globally, with up to one third of mothers1 describing their birth experiences as traumatic, and up to 20 percent reporting clinically significant symptoms of PTSD, though the number is likely higher given the prevalence of underreporting, misdiagnosis, and an absence of routine screening protocols and any formal diagnosis.
The hysterical commentators warning that women are destroying civilisation really need to man up. Alas, male victimhood is a rich seam.
The fear that women are conspiring against men online, voting with our hormones, capturing institutions and, naturally, causing wokeism is almost irresistibly appealing
Academia was once a man’s game. Most early American universities were founded as training academies for clergy and other professional men. But the tide turned quickly. Women have received the majority of American undergraduate degrees every year since 1982, master’s degrees since 1987, and doctorates since 2006.
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