Unpublished Opinions
Axel Dorscht is the founder and head of the Institute for Human Conceptual and Mental Development (IHCMD). He has directed the Institute's work since its founding in 1990. He holds a PhD in political economy (Carleton University, Ottawa, Canada, 1988), an MA in International Relations, and a BA in Political Science (Simon Fraser University, Vancouver, Canada, 1977 and 1975).
Since 1990, he has been involved in two major studies: one to understand the mind on the inside, as the place where we consciously exist and act, where the inner mental life takes place, and where the mental self is active. Understanding the nature, elements and processes, the conditions, needs, demands and challenges of the mind, our inner mental life and the mental self, our role and responsibility in them, how to manage and deal with them, in their essence, in depth and detail, in a differentiated, but integrated, connected and related way.
The other study examines the historical path and direction of human conceptual and mental self-development. How, through the ages, human beings have made sense of their experience, the conditions of existence that lie behind them, and how to deal with them. The mental powers and abilities, mental skills and practices they developed, on which they relied, how they developed and used them, which lie behind, define and govern socio-cultural developments that have brought the human species to where we find ourselves today and the problems and difficulties we face and create. The direction of the answers and solutions, the direction we need to take in conceptual and mental development and growth, individually, as societies and as a species, to understand and manage existence and development in sustainable, equitable, secure and peaceful ways. Together, the two studies provide the conceptual foundation and framework for the Institute's work.
Starting in 1996, he has hosted a series of Online workshops, summer schools, study and training programs, and on-the-ground lecture series about sustaining existence and development in changing conditions, understanding and managing them from the ground up and from the inside out, beginning with the mind and mental existence.
Before the work with the Institute for Human Conceptual and Mental Development, he has worked as a consultant in international development (IDRC and CIDA, 1988-92), as a professor and lecturer in political science, Carleton University (Ottawa, Canada), University of Ottawa (Ottawa, Canada) and St. Francis Xavier University (Antigonish, Canada, 1983-87), as a free-lance correspondent in Germany (for the Financial Post, Canada, 1981-82), and as a researcher in political, social and economic development (in Canada and Europe, 1980-82).
Change and Transformation of Government and Society, from the Ground Up and from the Inside Out
Governments face escalating crises in mental health, environmental degradation, social fragmentation, and institutional overload. Traditional policy responses treat these issues as separate and attempt to address them through external interventions — such as funding increases, technological fixes, regulatory adjustments, or clinical treatments. Emerging research from the Institute for Human Conceptual and Mental Development (IHCMD) suggests these crises share a common underlying cause: insufficient development of internal mental capacities required to manage socio‑cultural pressures within natural human and environmental limits. The evidence shows that many of our challenges stem from a lack of development in the internal mental capacities people need to manage the pressures of modern socio‑cultural life. In other words, we are trying to solve external problems without addressing the internal conditions that drive them.
Traditional policy frameworks treat mental health, sustainability, education, and social cohesion as separate domains. The IHCMD framework identifies the inner mental life as the primary site where individuals interpret, respond to, and act upon external conditions. The research emphasizes that sustainable behaviour and mental stability depend on aligning socio‑cultural systems with natural parameters (biological limits, environmental boundaries, and human cognitive capacities).The approach shifts from outside‑in management (external interventions, incentives, regulations) to inside‑out development (strengthening internal mental faculties such as self‑management, planning, and resilience). The IHCMD framework identifies a single underlying cause: “a failure to understand and manage the inner mental life.” This brief proposes a shift from outside‑in crisis management to inside‑out mental development, enabling citizens, institutions, and leaders to operate within the natural biological and environmental parameters that make sustainable existence possible.
Mental Health and Public Health: Current systems focus on clinical treatment rather than prevention. Mental‑development literacy could reduce long‑term demand on health services by strengthening internal resilience and self‑management skills. Environmental Sustainability: Many sustainability challenges stem from behaviour driven by socio‑cultural pressures (consumption, productivity expectations). Policies grounded in natural parameters may improve compliance and long‑term environmental outcomes. Education System: Performance‑driven models contribute to stress and do not develop internal agency. Integrating mental development curricula could improve student well-being and decision-making capacity. Leadership and Governance: Leaders face increasing cognitive and socio‑cultural pressures. Training in internal mental management may improve strategic decision‑making and reduce burnout.
The research emphasizes that the mind is the primary place where individuals interpret, respond to, and act upon the world around them. When internal mental capacities are underdeveloped, people struggle to manage stress, navigate complexity, or make decisions aligned with their natural human and environmental limits. This leads to the behaviours we see reflected in our systems: burnout, overconsumption, polarization, and short‑term decision‑making. The implication for government is significant. If we want sustainable outcomes — in health, in climate, in education, in governance — we need to support the development of the internal mental skills that allow individuals to operate within natural parameters. That means aligning our policies not only with economic or technological considerations, but with the biological and environmental limits that shape human existence.
Three practical steps can be taken.
First, there can be pilot mental‑development literacy programs in key ministries, starting with Health and Environment. These pilots would focus on prevention — strengthening internal resilience and self‑management before crises emerge.
Second, begin integrating natural-parameter analysis into policy development. This ensures that major proposals are evaluated not only for economic impact, but for alignment with human and ecological limits.
Third, introduce leadership training that helps senior officials manage internal pressures more effectively. This strengthens strategic capacity and reduces burnout at the top of the system.
These steps are low‑risk, scalable, and compatible with existing government priorities. They also offer a path toward reducing long-term costs by addressing the internal drivers of many of our most persistent challenges. In short, shifting from external crisis management to internal mental development provides a more durable foundation for sustainable governance. It aligns systems with the realities of human nature and the limits of the environment—and positions us to meet the challenges of the coming decades with greater stability and coherence.
This brief proposes a foundational shift: From managing crises externally to developing the internal mental conditions that prevent crises from arising. The benefits are: lower long-term public expenditure, improved mental health outcomes, stronger sustainability compliance, more resilient leadership and institutions, and enhanced public trust through coherent, long-term policy direction. By grounding governance in natural parameters and mental development, governments can build a sustainable, peaceful, and resilient society capable of navigating 21st-century challenges.
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Comments
Great suggestions. I wrote to my councillor the other day suggesting they consider removing the oil depots within city limits because of the potential threat they pose to the local population, if they are blown up, like we’ve seen in the Iran war. As a pre-emotive measure just in case…
FYI—I added a picture for you to your post. It won’t show up even if published if there isn’t a photo associated with it. Because it’s hard to find free photos these days, consider using AI next time to create your own. Ts something we’re seriously considering adding to our set of publishing tools.