From the perspective of the old system, HGM is not a revolution.
It’s a logical optimisation we simply haven’t dared to think through until now.
For a long time, the underlying assumption has been roughly this:
People perform best under pressure.
Safety makes people complacent.
Fear keeps the system moving.
So we build control.
We measure, monitor, reward, and punish.
And we accept that “this is just how it works.”
And to be fair — it does work.
Just not optimally.
What even the old system can see is that something is leaking:
- Burnout
- Turnover
- Mediocre performance
- Passive resistance
- A constant “just getting through it” mindset
All of this has a cost —
in money, time, attention, and lost human potential.
The system doesn’t collapse.
But it doesn’t soar either.
HGM starts from a different assumption.
Not a moral one.
A functional one.
People give their best
when they feel safe.
Safety here doesn’t mean comfort
or lack of accountability.
It means predictability, fairness, real involvement,
and consequences without threat.
HGM doesn’t remove responsibility, performance, or standards.
It shifts the focus.
Where fear once led to compliance,
safety creates initiative.
Where control demanded obedience,
trust enables responsibility.
Where individual survival dominated,
shared progress becomes possible.
The key isn’t asking people to be “better”.
It’s creating conditions where:
- there’s no reason to hide
- no need to defend
- asking for help is natural
- and both success and failure become shared learning
In one sentence, translated for the old system:
HGM doesn’t try to change human nature —
it changes the conditions under which people operate. ❤️