Did not finish at 50%.
The book had started off promising, discussing how social structures at a societal/community and familial levels can embody a continuum between partnership and domination (partnership being about connection, cooperation, caring, empathy, equality, etc.; domination systems being about exploitation and use of force/fear to subjugate others).
However, the authors failed to acknowledge "scale". Whenever a collection of people grows larger and more complex, whether it is a business growing from a small handful of people to thousands, or from hundreds of people to over a billion in society, one cannot operate in the same manner without extreme inefficiencies. For example, in a business or country of 100 people, one cannot act like one is managing 10,000 or 10 million people (e.g., instead of more clearly segmented roles, many roles will need to be shared); similarly, one cannot manage 10,000 or 10 million people like one would for 100 people (i.e., there would be too much organizational inefficiencies).
Thus, although the authors advocate for partnership systems (which I liked the concept of), partnership systems seem to be more possible in smaller populations of people, or at least with low population densities as in the case of Nordic countries. The authors only state the benefits of partnership systems, but offer no guidance on how partnership systems can be adapted to much larger, more complex societies.
For example, the authors do not address how to solve the constant problem of freeloaders (which people tend to be sensitive to, and is more easily detected in small groups).
Partnership systems will easily fail when there are people who want to benefit themselves more without putting in as much work, and oftentimes putting their energy to use in manipulating or exploiting others rather than increasing their own competencies.
Thus, partnership systems, no matter how much it is advocated, would be disadvantageous to such freeloading people. Out of a need of survival or laziness, they will choose domination, especially if they are not competent.
And though I agree with the authors that most people are prosocial cooperators, unfortunately it only takes a very small percentage of people--as little as 5-10% based on my observations in companies and studies in social psychology and political systems--to ruin partnership/trust/cooperation systems. It doesn't take much for people to begin to distrust one another, or feel they haven't been treated fairly, and that is when partnership and cooperation will begin to fail, resulting in a dog-eat-dog, i.e., domination, mentality.
Lastly, the authors had briefly mentioned that partnership does not mean lack of hierarchy; however, it would've been interesting to explore this in depth, which the authors did not do. Rather, their examples were generally on either extremes of the spectrum of partnership/domination (representing no more than 10% of the world population), with clear indications of suppression and human rights violations in cases of domination systems.
Thus, the authors had taken a very binary, simplistic approach. Their studies were too focused on too-small groups, and not enough depth, breadth, or analysis, and lacked complexity and relevant details to establish possible reasons or causes of partnership systems given the extremeness of their examples (essentially chalking everything up to one's perspective as a result of upbringing and culture, and largely ignoring economics, the historical development of cultures and religion, in addition to geography which influences cultural development). There are no suggestions or indications for applications to structured organizations or communities; rather, one can only, at most, apply it on a personal level within one's home.
Disappointing, as I had high hopes for this book and really wanted to enjoy it.