In this episode, Eric talks with independent patient advocate Lisa Berry Blackstock about a reality few people think about until it is too late: modern healthcare is increasingly difficult to navigate alone.

Lisa’s path into advocacy did not begin in medicine. It began with pain. After experiencing debilitating electric shocks in her face, she spent months searching for answers and ultimately underwent five unnecessary root canals before discovering the true cause: a rare nerve disorder called trigeminal neuralgia. That experience revealed something unsettling. Even intelligent, persistent people can become overwhelmed and vulnerable when they enter a healthcare system during moments of crisis.

The conversation explores the role of patient advocates and the growing complexity of healthcare systems. Lisa explains how insurance structures, hospital incentives, administrative pressures, and fragmented care models create environments where mistakes and missed signals become easier. She argues that advocates are not simply administrative assistants. They can serve as navigators, translators, and safeguards for patients and families during some of life’s most difficult moments.

At its core, this is a conversation about preparation. About vulnerability. And about finding ways to maintain agency in systems that often feel too large and complicated to understand.

Topics Covered

 * Lisa’s misdiagnosis journey and five unnecessary root canals
 * How trigeminal neuralgia changed the course of her life
 * What independent patient advocates actually do
 * Why healthcare has become harder for patients to navigate
 * The difference between hospital advocates and independent advocates
 * Why teaching and research hospitals can matter in complex cases
 * The hidden role incentives play in healthcare systems
 * How insurance structures shape care experiences
 * Why many people delay healthcare planning until crisis hits
 * Defining quality of life before emergencies happen
 * The relationship between aging, isolation, and wellbeing
 * Physician burnout and administrative pressures
 * The unintended consequences of healthcare policy changes
 * Why healthcare preparation should resemble estate planning
 * How advocates help patients maintain agency during crisis

Episode Links

 * Check out Lisa’s conversation with Jess Villegas for a more in depth version of her story:    
   * On Spotify - https://open.spotify.com/episode/7GKDdOlRr2hAjSvz7jObGs?si=hmp5pDjwTzWrWeEBjNtLjQ
   * On Apple - https://podcasts.apple.com/us/podcast/the-leaders-commute-podcast/id1871575343?i=1000749890031
   
    

 * Eric’s conversation with Annalee Kruger - https://unfoldingthought.com/annalee-kruger-the-invisible-patient-and-the-cost-of-caregiving/
 * Soul Sherpa Solutions - https://soulsherpasolutions.com [https://soulsherpasolutions.com/]
 * Lisa’s business - https://soulsherpa.net [https://soulsherpa.net/]

For more episodes: https://unfoldingthought.com [https://unfoldingthought.com/]

Questions or guest ideas: eric@inboundandagile.com

Lisa Berry Blackstock: The Five Root Canals That Changed Everything

In this episode, Eric talks with speaker, author, and improviser Avish Parashar about a deceptively simple idea that shapes how people respond to uncertainty, conflict, and change: the difference between “yes, but” and “yes, and.”

Drawing from decades of improv comedy and corporate leadership work, Avish argues that most organizations misunderstand resistance to change. Leaders often assume people are stubborn or hostile, when in reality many employees are overwhelmed, uncertain, or emotionally exhausted. The real challenge is not forcing acceptance. It is transforming hesitation and apathy into genuine engagement.

The conversation explores how language quietly shapes organizational culture. “Yes, but” narrows possibilities, reinforces defensiveness, and keeps people locked into existing assumptions. “Yes, and” creates space for curiosity, collaboration, and forward movement. The shift is not about blind agreement or toxic positivity. It is about responding to ideas with openness long enough to understand what people are actually trying to protect, solve, or accomplish.

Eric and Avish also discuss psychological safety, change fatigue, creativity under constraint, and why many organizations accidentally suppress the very thinking they claim to want. They explore how uncertainty can become a source of innovation rather than fear, why resistance often hides deeper concerns, and how leaders can create environments where people feel safe enough to contribute honestly.

At its core, this is a conversation about mindset. About the stories people tell themselves when circumstances change. And about the possibility that creativity, adaptability, and resilience are often less about talent than about learning how to respond differently to uncertainty.

Topics Covered

 * The difference between “yes, but” and “yes, and”
 * Why organizations often misunderstand resistance to change
 * The role of uncertainty and loss aversion in human behavior
 * How improv comedy became a framework for leadership and communication
 * Why many employees are not resistant, but apathetic or exhausted
 * The psychology behind change hesitation and burnout
 * How language shapes culture and collaboration
 * Why psychological safety matters during organizational change
 * The connection between creativity and uncertainty
 * How constraints can increase innovation
 * Why leaders should listen before persuading
 * The dangers of shutting down ideas too early
 * How to encourage more honest participation in teams
 * The relationship between creativity, experimentation, and growth
 * Why “yes, and” is a mindset rather than a literal phrase
 * How organizations can move from change acceptance to change excitement

Episode Links

 * Check out Avish’s book: https://avishparashar.com/say-yes-and-to-change/
 * Visit Avish’s website: https://avishparashar.com [https://avishparashar.com/]

For more episodes: https://unfoldingthought.com [https://unfoldingthought.com/]

Questions or guest ideas: eric@inboundandagile.com

Avish Parashar: Saying “Yes, And” to Change

In this episode, Eric talks with writer and cultural commentator Helen Pluckrose about a pattern that shows up in universities, organizations, and public life: the slow shift from inquiry to certainty.

Helen’s work began with a simple concern about the health of academic debate. Over time, that concern widened into a broader question about how ideas spread, harden, and eventually become resistant to criticism. The challenge is rarely malicious intent. More often, it begins with a desire to improve the world, followed by a gradual loss of skepticism about one’s own assumptions.

The conversation explores how language shapes perception. Words that once described reality can quietly transform into moral signals. Concepts intended to promote fairness can become tools for shutting down disagreement. And when disagreement is framed as harm, institutions may begin protecting beliefs rather than testing them.

They also discuss the psychological comfort of belonging to a moral community. Shared values create cohesion, but they can also create blind spots. When identity becomes tied to ideology, questioning an idea can feel like betraying a group. That emotional pressure makes it harder to admit uncertainty, revise beliefs, or acknowledge tradeoffs.

At its core, this is a conversation about intellectual humility. About the discipline of staying curious even when an answer feels obvious. And about the responsibility to keep testing ideas, especially the ones we most want to be true.

Topics Covered

 * How ideas shift from open inquiry to unquestioned belief
 * The role of language in shaping perception and moral judgment
 * Why good intentions do not guarantee good outcomes
 * The difference between disagreement and harm
 * How moral certainty can suppress curiosity
 * The psychological comfort of belonging to a shared ideology
 * Why institutions sometimes protect beliefs instead of testing them
 * The tension between social justice goals and open debate
 * How identity can become fused with ideology
 * The importance of intellectual humility in public discourse
 * Why skepticism is a form of care, not hostility
 * The risk of treating complex problems as morally simple
 * How to create cultures that encourage disagreement without hostility

Episode Links

 * Read Helen’s writing on Substack: https://www.hpluckrose.com [https://www.hpluckrose.com/]
 * Explore Helen’s books: https://www.amazon.com/stores/author/B08GSPKP4M?ccs_id=56f8b1a6-fbea-4049-9c00-adaca09c1cf3

For more episodes: https://unfoldingthought.com [https://unfoldingthought.com/]

Questions or guest ideas: eric@inboundandagile.com

Helen Pluckrose: From Social Justice to Social (In)Justice

In this episode, Eric talks with organization expert and educator Lisa Woodruff, founder of Organize 365 and author of Escaping Quicksand, about a quiet assumption many people carry for years: if your home feels chaotic, the problem must be you.

Lisa’s work began with closets, paperwork, and clutter. Over time, she noticed something deeper. The people she worked with were not lazy, careless, or unmotivated. They were operating without systems. Schools teach students how to manage classrooms. Businesses build processes to run operations. Yet households, which function as complex economic entities, are expected to run on instinct alone.

The conversation explores how overwhelm builds slowly. Not because of a lack of effort, but because of invisible decisions accumulating over time. Many people spend their days reacting to whatever is urgent, cleaning the same spaces repeatedly, and carrying dozens of unfinished tasks in their heads. Without a structure to hold those responsibilities, the mental load keeps growing.

They also discuss the idea that organization is not a personality trait. It is a skill. And like any skill, it can be taught. Systems externalize decisions, reduce cognitive strain, and create capacity for the moments when life becomes more demanding, such as caring for aging parents, managing multiple households, or navigating unexpected crises.

At its core, this is a conversation about relief. About permission. And about recognizing that feeling overwhelmed is often a signal that the system is missing, not that the person is failing.

Topics Covered

 * Why overwhelm often comes from missing systems, not lack of discipline
 * The difference between housework and household organization
 * How invisible decisions create mental load over time
 * Why organization must evolve across different life stages
 * The concept of “Swiss cheese organizing” and order of operations
 * How external systems reduce cognitive stress
 * The role of executive function in managing a household
 * Why people keep reorganizing the same spaces without making progress
 * The hidden economic impact of running a household
 * How organization creates capacity for unexpected life events
 * Why organization is a learnable skill, not a personality trait
 * The importance of organizing spaces that support you, not impress others
 * How systems allow others to help when life becomes overwhelming

Episode Links

 * Check out Lisa’s upcoming book, Escaping Quicksand: https://organize365.com/escapingquicksand/
 * Listen to the Organize 365 podcast: https://organize365.com/podcast-landing-page/
 * Learn more about Organize 365: https://organize365.com [https://organize365.com/]
 * Follow Lisa on Instagram: https://www.instagram.com/organize365/

For more episodes: https://unfoldingthought.com [https://unfoldingthought.com/]

Questions or guest ideas: eric@inboundandagile.com

Lisa Woodruff: Escaping the Quicksand of Disorganization

In this episode, Eric talks with Kelly Monahan, organizational psychologist and author of Essential: How Distributed Teams, Generative AI, and Global Shifts Are Creating a New Human-Powered Leadership, about a reality many organizations are still struggling to face: the workplace changed faster than leadership practices did.

For decades, leadership relied on proximity. You could see who was working, overhear conversations, and step in when problems emerged. Then remote and distributed work arrived at scale, followed quickly by artificial intelligence. The structures that once made leadership feel intuitive suddenly stopped working. Visibility disappeared. Informal feedback loops broke down. And many leaders discovered they did not actually know how to lead without physical presence.

The conversation explores what distributed work reveals about human behavior. When distance increases, trust becomes more intentional. Communication becomes more deliberate. Culture becomes less about slogans and more about daily decisions. Technology can connect people instantly, yet it cannot replace clarity, accountability, or shared purpose.

They also discuss the growing role of AI in shaping work. Generative tools can accelerate output and reduce friction, but they can also create new risks. When systems become more capable, leaders must become more thoughtful about judgment, ethics, and responsibility. The challenge is not learning new tools. The challenge is redesigning leadership for a world where work is no longer tied to a single place.

At its core, this is a conversation about adaptation. About humility. And about the discipline of learning to lead in conditions that no longer resemble the past.

Topics Covered

 * Why distributed work exposes hidden weaknesses in leadership
 * The difference between managing presence and managing outcomes
 * How trust changes when teams are no longer co-located
 * Why culture becomes more fragile as distance increases
 * The leadership skills that matter more in remote environments
 * The role of intentional communication in distributed teams
 * How generative AI is reshaping expectations about productivity
 * The risk of confusing efficiency with effectiveness
 * Why leaders must redesign systems rather than rely on habits
 * The importance of psychological safety in virtual environments
 * What organizations lose when informal interaction disappears
 * How leaders can create connection without physical proximity
 * The shift from supervising work to enabling performance

Episode Links

 * Learn more about Kelly’s work: https://beyondthedesk.com [https://beyondthedesk.com/]
 * Visit Kelly’s personal website: https://drkellymonahan.com [https://drkellymonahan.com/]
 * Buy her book, Essential: https://www.amazon.com/Essential-Distributed-Generative-Human-Powered-Leadership/dp/1394276583/
 * Watch Kelly’s TEDx talk: https://www.youtube.com/watch?v=23SYB8ZFEEI

For more episodes: https://unfoldingthought.com [https://unfoldingthought.com/]

Questions or guest ideas: eric@inboundandagile.com

Kelly Monahan: Work Changed. Leadership Didn’t.

In this episode, Eric talks with Kari Schneider, performance coach and co-author of The Human Algorithm, about a question that is becoming harder to ignore: what happens when technology advances faster than our ability to lead ourselves?

Kari began her career coaching Olympic and professional athletes, where performance was measurable and the margin for error was small. Over time, she discovered that physical training alone was never enough. Athletes could have the best conditioning program in the world, yet still fail if their mindset, emotional state, or decision-making capacity was misaligned. That realization eventually carried her from the training facility into boardrooms, where the same patterns showed up in executives and organizations.

The conversation explores how human performance actually works. Not as a steady upward line, but as cycles of effort and recovery. Most people assume they should always be improving, always producing, always pushing. Yet even elite athletes only peak once or twice a year. Sustainable performance requires strategic imbalance, deliberate recovery, and clarity about what matters most.

They also discuss the role artificial intelligence is beginning to play in shaping behavior. AI can accelerate work and remove friction, but it can also bypass the struggle that builds capability. When answers arrive instantly, people risk losing the process of thinking, testing, and refining their own judgment. The danger is not the technology itself. The danger is becoming dependent on it before understanding who you are and what you stand for.

At its core, this is a conversation about responsibility. About values. And about the discipline of developing self-mastery in a world that increasingly rewards speed over reflection.

Topics Covered

 * Why peak performance happens in cycles, not straight lines
 * The concept of strategic imbalance and recovery
 * How athletes and executives face the same performance pressures
 * The hidden cost of constant productivity
 * Decision fatigue and the role of structure and routine
 * Why complexity kills motivation
 * The difference between hedonic and eudaimonic happiness
 * How AI can remove the struggle that builds capability
 * The risk of outsourcing judgment to technology
 * The importance of defining personal and organizational values
 * Why self-mastery matters more than technical mastery
 * How leaders can use AI without becoming dependent on it
 * The relationship between resilience, effort, and fulfillment

Episode Links

 * Learn more about Kari: https://theempowered.ca [https://theempowered.ca/]
 * Explore the book: https://thehumanalgorithm.ai/home
 * Connect on LinkedIn: https://www.linkedin.com/in/karischneider/
 * Follow on Instagram: https://www.instagram.com/the_mpwrd/

For more episodes: https://unfoldingthought.com [https://unfoldingthought.com/]

Questions or guest ideas: eric@inboundandagile.com

Kari Schneider: When Everything Gets Easier, We Get Weaker

In this episode, Eric talks with Chris Dyer, leadership expert and author of Moments That Matter, about a simple idea that most leaders miss: not every moment carries the same weight.

Organizations often try to treat everything as urgent. Every meeting matters. Every email matters. Every interaction matters. The result is exhaustion and noise. Yet when people look back on their careers, their teams, or their leaders, they rarely remember the routine moments. They remember the times someone showed up when it truly counted.

Chris shares the experience that sparked the book. After selling his company, former employees told him something unexpected. They did not talk about policies or processes. They talked about how the organization showed up during crises, personal losses, and difficult transitions. Those were the moments that defined the culture.

The conversation explores how leaders can recognize these moments before they pass, why physical signals like anxiety or urgency often indicate that something meaningful is happening, and how organizations unintentionally erase important moments by standardizing every response. Most people are not failing because they lack effort. They are failing because they are spreading their attention evenly across things that are not equal.

They also discuss culture as social learning, the danger of tolerating small deviations from standards, and the responsibility leaders carry to draw clear lines when something matters. When leaders show up decisively, people remember. When they do not, the absence is just as memorable.

At its core, this is a conversation about discernment. About presence. And about the discipline of knowing when to step forward and when to get out of the way.

Topics Covered

 * Why people remember big moments, not routine interactions
 * The difference between trying to be perfect and being present
 * How leaders unintentionally dilute important moments
 * Recognizing the physical signals that a moment matters
 * Culture as a process of social learning
 * Why standards are set by what leaders tolerate
 * The danger of treating everything as urgent
 * Showing up decisively when values are tested
 * Supporting employees during crisis and transition
 * Letting teams handle the small things on their own
 * The role of visibility in building trust and reputation
 * How organizations lose meaning when every response is standardized
 * The discipline of choosing where to invest your attention

Episode Links

 * Learn more about Chris: https://chrisdyer.com [https://chrisdyer.com/]
 * Chris’ new book, Moments That Matter: https://chrisdyer.com/moments
 * Good to Great by Jim Collins: https://www.amazon.com/Good-Great-Some-Companies-Others-ebook/dp/B0058DRUV6/
 * The Great Game of Business by Jack Stack: https://www.amazon.com/Great-Game-Business-Expanded-Updated/dp/B00UB28XJ2/
 * The Inner Game of Tennis by W. Timothy Gallwey: https://www.amazon.com/The-Inner-Game-of-Tennis-audiobook/dp/B0012FK22S/

For more episodes: https://unfoldingthought.com [https://unfoldingthought.com/]

Questions or guest ideas: eric@inboundandagile.com

Chris Dyer: Show Up When It Matters

In this episode, Eric talks with Lindsay McGregor, co-founder of Factor, about why most performance problems are not caused by individuals, but by the systems surrounding them.

Lindsay has spent years studying motivation, culture, and performance inside organizations ranging from startups to global enterprises. Her work challenges a deeply ingrained instinct in leadership: the tendency to attribute failure to character rather than context. When something goes wrong, we look for someone to blame. Yet time and again, the evidence points somewhere else.

The conversation explores how human beings naturally default to blaming individuals, even when the real issue is design. They discuss the hidden biases that shape workplace judgments, the danger of assuming we understand complex systems when we do not, and why meaningful performance improvement almost always requires changing the environment rather than pushing people harder.

They also examine the role of artificial intelligence in accountability and coaching. Instead of replacing leaders, AI may function more like a scoreboard or personal trainer: a neutral mirror that helps people follow through on what they say matters.

At its core, this is a conversation about humility. About curiosity. And about the discipline of looking past the obvious explanation to find the real cause.

Topics Covered

 * Why humans instinctively blame individuals instead of systems
 * The concept of “blame bias” and the fundamental attribution error
 * How the same person can succeed or fail depending on the environment
 * The illusion of explanatory depth and why confidence can mask ignorance
 * Why motivation often depends on having an interesting problem to solve
 * The role of leadership in designing systems rather than managing behavior
 * How AI can function as a coach rather than a replacement
 * The difference between forcing effort and unlocking engagement
 * Why repeated interaction builds understanding better than assumptions
 * The danger of believing you understand complex work from a distance
 * How collaboration and structure shape performance in remote teams
 * The shift from managing people to designing environments

Episode Links

 * Check out Lindsay’s company, Factor: https://www.factor.ai [https://www.factor.ai/]
 * Learn more about the Illusion of Explanatory Depth: https://en.wikipedia.org/wiki/Illusion_of_explanatory_depth

For more episodes: https://unfoldingthought.com [https://unfoldingthought.com/]

Questions or guest ideas: eric@inboundandagile.com

Lindsay McGregor: Blame the System, Not the Person

In this episode, Eric talks with Lee Cockerell, former Executive Vice President of Operations for Walt Disney World, about what leadership actually requires when the stakes are high and the pressure never stops.

Lee’s path to running one of the most complex organizations in the world did not begin at Disney. He grew up on a farm in Oklahoma, worked as a banquet waiter, got fired, had his furniture confiscated by the sheriff, and spent years learning hard lessons at Hilton and Marriott before Disney ever called.

The conversation explores the hidden foundations beneath visible success: discipline learned early, the turning point of mastering time management, the shift from being a strong manager to becoming a true leader, and the moment he realized that hiring great people and getting out of their way mattered more than personal control.

They discuss psychological safety, the danger of becoming a bottleneck, the myth of being “too busy” to grow, and why nearly every business problem is ultimately a people problem. Lee shares why he now considers himself a teacher more than an executive, and why “training and enforcement” remain the backbone of excellence.

At its core, this is a conversation about responsibility. In work. In family. In leadership. And in the quiet influence you have every single day.

Topics Covered

 * Growing up on a farm and learning discipline early
 * Getting fired and rebuilding from scratch
 * The career impact of mastering time management
 * The difference between being a manager and being a leader
 * Why most problems are people problems
 * Hiring experts and resisting the urge to micromanage
 * How leaders accidentally become bottlenecks
 * Psychological safety and why fear destroys performance
 * Letting go of past mistakes
 * Training and enforcement as the path to excellence
 * Managing like a mother: clarity, accountability, and care
 * The weight of responsibility in both business and family
 * Why influence is never neutral

Episode Links

Visit Lee’s website: https://www.leecockerell.com [https://www.leecockerell.com/]

For more episodes: https://unfoldingthought.com [https://unfoldingthought.com/]

Questions or guest ideas: eric@inboundandagile.com

Lee Cockerell: Disney World and the Discipline of Leadership

In this episode, Eric talks with Bob Pritchett, founder of Logos Bible Software and longtime CEO of Faithlife, about what it actually takes to build something that lasts.

Bob started writing and selling software in high school, launched Logos at 19 while working at Microsoft, and helped grow the company over nearly three decades before bringing in outside investors. Along the way, he navigated financial crises, rewrote the entire software platform multiple times, raised capital from friends and family, and carried the weight of personal guarantees while trying to build something durable.

The conversation moves beyond startup mythology into the reality of ownership: the pressure of making payroll, the illusion of freedom, the difference between persistence and delusion, and the quiet advantages of operating in a narrow niche.

They explore why most market predictions are unreliable, why perseverance matters more than total addressable market slides, and how strong points of view shape company culture over time.

At its core, this is a conversation about the long game: how to think when you cannot predict the future, how to endure through technological shifts, and what it means to build with conviction rather than trend-chasing.

Topics Covered

 * Starting a software company at 19
 * Raising early capital from friends and family
 * The psychological weight of investor money
 * Why “freedom” in entrepreneurship is often misunderstood
 * Making payroll during financial crisis
 * Rewriting a software platform from scratch, three times
 * Bootstrapping for nearly three decades
 * The resilience of niche markets
 * Why total addressable market slides are often misleading
 * Persistence versus delusion in entrepreneurship
 * Building culture through strong founder convictions
 * The 28-year “overnight success”

Links

 * Bob Pritchett: https://bobpritchett.com [https://bobpritchett.com/]
 * Stewart Brand’s How Buildings Learn: https://www.amazon.com/How-Buildings-Learn-Happens-Theyre/dp/0140139966

For more episodes: https://unfoldingthought.com [https://unfoldingthought.com/]

Questions or guest ideas: eric@inboundandagile.com

Bob Pritchett: A 28-Year Overnight Success

The Unfolding Thought Podcast asks a provocative question: Why do we—and the groups we form—think and act the way we do? Although we may feel we understand ourselves and others, much of what drives our thoughts, choices, and behaviors remains hidden or overlooked. Through candid discussions and multi-disciplinary explorations, we reveal those unseen forces—biases, contexts, and patterns—and show how they influence individual and collective dynamics.

If you’re a leader or an intellectually curious mind looking for deep, high-value conversations, join us. We’ll challenge common assumptions, illuminate new perspectives, and spark meaningful change—helping you navigate relationships with greater clarity, innovate with confidence, and connect more authentically with those around you.

Eric Pratum

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