Organizational harm is a leadership problem. It comes from what individual leaders do and from what organizations allow, reward, and leave unaddressed. A leader who cannot name a behavior cannot assess it in themselves, in the people who report to them, or in the systems they oversee. The research on toxic leadership, abusive supervision, and organizational dysfunction has existed for decades. What leaders have lacked is a single framework that turns that research into something leaders can use: a framework that names what is happening, shows where it is happening, and identifies who has the authority to change it.
We do the research and teach what it shows. The Organizational Harm Taxonomy™ (OHT™) classifies fourteen behaviors of harm across five clusters. Each behavior has two readings: how it appears in one leader's conduct, and how it appears in an organization's policies, patterns, and outcomes.
The work is both academic and applied by design. Every definition in the taxonomy meets standards of scholarly precision. Every talk, workshop, and coaching engagement is built for the executives, senior leaders, and emerging leaders who have the authority to act on what it shows. Those two requirements are not in tension. They are the point.
