What happens when a scientist with a background in drug discovery stumbles into the fascinating world of organizational behavior? Well, I’d argue it’s the perfect cocktail of curiosity, rebellion, and a jumper hand-embroidered with “Rebel Soul” (with the "Soul" written in Korean, because why not?). My career and hobbies might look like a tangled web, but they’re all connected by one thing: curiosity. A relentless curiosity about the systems and stories that shape human behavior. Whether it's unraveling the mysteries of the brain in the lab or decoding team dynamics in the office, I’m all about exploring the spaces where different worlds collide.

Cynicism: an unwelcome guest at work. It starts small – a raised eyebrow in a meeting, a quiet scoff at a “team-building” activity – but it doesn’t stay small. Left unchecked, it spreads, casting a shadow over everything. At its core, cynicism is the belief that people’s motives are selfish and that efforts, especially collective ones, are futile. In Hope for Cynics, Jamil Zaki calls it a “disease of social health.” Look around some workplaces, and it’s easy to see: disengaged teams, “us vs. them” mindsets, and a quiet resignation to just getting by. Cynicism isn’t only a workplace issue, though – it’s deeply personal, affecting how we see ourselves and others.