Ginka Saraeva

I trained as an ethnologist. That means I was taught to watch what a group actually does before deciding what it believes about itself, and to treat the gap between the two as the part worth studying.

It turns out to be the right training for people and culture work. Most organizational harm isn't caused by bad people. It's caused by structures that make the harmful thing the easiest thing to do: no clear owner, no safe route for a complaint, a rule that only holds when it's convenient.

So I treat harm as a design failure rather than a personality problem. That's a more useful place to start, and a less punishing one. It also tends to be true.