When people learn that my book, Unseen, Unbroken, reflects on the Iran–Iraq War (1980–1988) and its aftermath, they often ask what advice I would offer today about the region.
I am not a policy advisor. I speak from lived experience—and as a leader committed to understanding how people experience systems.
Three observations guide how I see it:
The Middle East is not a set of isolated countries. It is an interconnected region shaped by shared history, movement, trade, and conflict. What happens in one place influences others. Policies that ignore this reality often fall short.
Many challenges described as political are rooted in daily conditions. Access to water, electricity, and basic services shapes stability more than public statements. When these factors are overlooked, responses remain incomplete.
The region cannot be reduced to simple cause-and-effect explanations. Outcomes emerge from systems—governance, resources, infrastructure, and social conditions interacting over time. Addressing a single factor rarely leads to lasting change.
I offer a way of seeing that helps leaders ask better questions, make more informed decisions, and remain aware of the human impact behind every choice.
Call to action: Pause before you form a conclusion this week. Ask:
· What am I not seeing?
· What else is influencing this situation?
· Who is affected beyond what is visible?
Then make your decision.
At work, when a problem shows up, resist assigning a quick cause. Look at the system, including processes, incentives, communication gaps, and resource constraints. Do not treat the issue as a simple chain of cause and effect. Pay attention to how causes and effects influence one another over time. For example, building more shelters may address immediate need, but it does not resolve the underlying factors that lead to homelessness.
In leadership, before reacting to performance, ask what conditions shaped the outcome. Was the team supported? Were expectations clear? Were tools available?
In conversations, when someone disagrees with you, resist the urge to respond immediately. Try to understand the context behind their position.
In decision-making, consider second-order effects. If you solve one issue, what else might it impact?
In daily judgment, remember that headlines, emails, and quick updates rarely tell the full story. Train yourself to look for what is missing, not just what is presented. Layered situations are rarely solved by quick answers—they are understood by asking better questions.