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Sharing and Taking Up Space: Why We Shrink, and How to Stop

For anyone who has learned to make themselves small, quiet, or convenient.

The Tube, the pavement, and the art of squeezing In

If you travel on public transport in any major city, you already know the choreography.

You sit on the Tube or the bus, and the person next to you has their knees spread wide, claiming half of your seat alongside their own. You feel the familiar, automatic contraction: you pull your knees together, tuck your elbows against your ribs, and pull your bag onto your lap. You might let out a quiet sigh, but mostly you make yourself compact. You spend the rest of the journey carrying physical tension in your thighs, shoulders, and jaw, simply to avoid confrontation or unwanted physical contact.

You see the same dynamic on the pavement. A few years ago, several women documented playing a game dubbed ‘patriarchy chicken’: walking down a crowded street at a normal pace and refusing to automatically step aside for oncoming men. The result, almost universally, was repeated shoulder collisions.

On the surface, these seem like minor everyday irritations. But our physical posture is rarely just about etiquette. It is a direct reflection of how power, privilege, and social hierarchy are experienced in the body. How much physical and emotional space we feel entitled to occupy is learned long before we are conscious of the lesson.

Why certain bodies learn to shrink

Shrinking yourself might seem like a character flaw or a lack of confidence, but it is an intelligent, learned survival strategy.

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Essential Skills for Socially Conscious Leadership - Using the Seven Cs Model to Drive Change

For leaders, managers, and organisations moving beyond command-and-control without burning out their teams.

The flaw in technical promotion

In many parts of the working world, there has been a noticeable shift away from top-down, command-and-control management towards more collaborative, socially conscious leadership. Yet for some decision-makers, this evolution is still viewed with suspicion – dismissed as a soft, optional extra or a recipe for decision paralysis.

In practice, leadership development still tends to follow a flawed promotional pattern: an individual demonstrates excellence in a specialist operational or technical role, and is subsequently promoted into management on the strength of that expertise, with little preparation for the relational demands of leading human beings.

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