The general concept that organizations are human systems before they are management systems is entirely accurate and reflects daily workplace realities. In human resources operations, we often get caught up in policies and metrics while forgetting the human being behind every score or performance evaluation.
Regarding the principles, context without losing accountability and measurement with meaning are the most critical points. The main challenge in actual practice is training managers to apply these ideas without weakening work standards or using context as a constant excuse for low performance. Leadership as a daily human experience touches our biggest workplace challenge, since employees usually leave managers rather than companies due to poor daily interactions.
Finally, while the framework is theoretically ideal, the main aspect needing care during implementation is the readiness of first and second-line leadership to adopt this depth without it being misinterpreted as leniency or reduced to empty slogans without real execution.