| Using Kim Malone's radical candor framework http://www.kimmalonescott.com/ The preferred quadrants are: Radical Candor > Obnoxious Aggression > Ruinous Empathy > Manipulative Insincerity The "defaults" are men being obnoxiously aggressive and women being in the ruinous empathy quadrant. Mean become radically candid by caring more, and women by challenging directly. The defaults however give men the advantage with women in a more harmonizing role. This is because the typical metaphors company act by are aggressive. The most obvious one is war or sports, but even a less aggressive one like trade requires a sort of aggression in haggling. The defaults favor an affinity for competition and aggression because we primarily live in a world of scarce resources and requires drawing a line in the sand and watching over it with spears. Our 1st world cushy lifestyles are basically subsidized by people in poorer countries being willing to work more for less. (as indirectly as possible to assuage guilt as much as possible) In a purely equal world, China and India become leaders of the world (again) and everyone gets 30K. Is that something people in the U.S. really want? A person with high empathy might feel guilt and be compelled to enact this situation. What mostly happens though is that these decisions are delegated to more aggressive and competitive people. Assuaging personal guilt while still reaping the benefits of disparity. If companies start ingesting more empathy, their actions naturally tend to become more harmonizing, creating fairer conditions. But this ONLY is desired if the total wealth is enough for each person. As larger companies act at a global scale, the global wealth isn't enough for this empathy to be acceptable. Smaller companies which act in a smaller sphere DO benefit from empathy though. They have to be indirectly subsidized by excess wealth from the environment they are embedded in. Knowing your hipster barista's name is only possible if the business of selling high priced artisanal coffee is viable. |