The Thinkers Who Shaped How We Talk About Why

There are some voices that continue to shape how we think, lead, and live long after we’ve encountered them. Not because they were perfect or because they had all the answers. But because they gave us language for something we already sensed but hadn’t been able to say out loud.

That’s what good thinking does. It opens doors. It helps us name what matters. And if we’re paying attention, it challenges us to look deeper, not just for insights but for what to do with them.

That’s been my experience with thinkers like Viktor Frankl, Simon Sinek, and Yuval Harari. They’ve influenced how millions of people talk about purpose, meaning, and leadership. And over the years, their insights have shaped mine, too.

In Part 2 of the Why Series, we looked at the deeply personal nature of finding your own Why and discussed how purpose creates resilience, direction, and clarity in our lives and our companies.

In this piece, we’ll explore some of the most influential voices who have wrestled with Why. I’ll share where their thinking resonates, where I respectfully disagree, and how all of it has sharpened my perspective on purpose over time. Because it’s not enough to just ask Why. We need to protect it. And build cultures that can carry it forward.

Simon Sinek

Simon Sinek, a business leadership expert and author of Start with Why, captured an idea that resonated with many leaders: A shared sense of purpose is what sets great organizations apart. His Golden Circle model— Why at the center, then How and What — became a widely used framework for those who wanted to inspire rather than just manage.

I appreciate how clearly he elevates the role of purpose as a foundation. And I agree that Why has to come before the What and How. But I also think his model falls short. In my experience, inspiration without infrastructure can be dangerous. In my book Work 9.0, I argue that energy has to be grounded in explicit, coherent, and resonant agreements or it eventually fades. Purpose can’t rest on a single leader’s shoulders. It has to be built into how the organization actually functions.

Viktor Frankl

Viktor Frankl, a neurologist, psychiatrist, and Holocaust survivor, introduced the world to logotherapy in his book Man’s Search for Meaning. Drawing from his experience surviving Nazi concentration camps, Frankl argued that having a clear sense of purpose — a personal Why — makes the difference between psychological survival and despair. He often referenced Friedrich Nietzsche’s idea that “He who has a why to live for can bear almost any how.” And his stance that those who endure are the ones who have something to live for beyond themselves continues to shape how many think about resilience, especially in times of uncertainty.

I deeply align with Frankl's view that uncovering your personal Why isn’t optional. It’s foundational. At Ninety, we believe people need to do Work that matters and actually see how their contributions fit into a bigger picture. A problem I see is that Frankl’s focus is almost entirely based on the individual, and that focus underestimates the role of systems and cultures in sustaining meaning. Even when we know our purpose, we can’t expect our people to maintain purpose on their own. We have to build environments — cultures, agreements, norms — that reinforce and protect it every day.

Tim Urban

Tim Urban, the mind behind the website Wait But Why, is a master of asking “Why?” over and over again — often to the point where most people would stop. He's known for taking on complex topics (like artificial intelligence, procrastination, and the future of humanity) and breaking them down with humor, simplicity, and relentless curiosity. His use of first-principles thinking to unpack messy questions has made his work accessible and widely shared, especially among leaders looking for mental clarity in an age of information overload.

I admire Urban’s discipline and his ability to simplify without dumbing things down. That approach aligns well with my belief in reducing clutter and returning to what’s essential. But insight alone isn’t enough. Urban’s work often stops at awareness. He’s brilliant at surfacing the deeper Why, but in the context of building a high-performing company, the Why is just the start. Curiosity has to be paired with execution for real progress, otherwise it’s just an idea.

Judea Pearl

Judea Pearl, a computer scientist and philosopher best known for his groundbreaking work on causality, reframed how we think about knowledge and understanding. His "causal ladder" (seeing, doing, imagining) provides a framework for moving from passive observation to intentional action. He made the case that without grasping cause and effect, we confuse patterns for proof and walk around with a false sense of clarity.

Pearl’s framework shouldn’t just be the domain of researchers and data scientists. It’s just as relevant in the daily decisions we make as founders. Because if we don’t understand why something is happening, we end up reacting to noise instead of fixing what’s actually broken. That’s why causal thinking has to be part of how we build. Every team in a growing company should be encouraged to dig deeper, to ask what truly drives outcomes, not just what seems to. It’s our responsibility as leaders to create a culture where people aren’t afraid to ask hard questions and test what they believe to be true. That’s how we shift from managing chaos to building something that lasts.

Jared Diamond

Jared Diamond, a scientist, historian, and author of Guns, Germs, and Steel, argued that geography and natural resources, not cultural superiority, largely determined which civilizations succeeded. He pushed leaders to think systemically, to zoom out and consider the deeper context behind progress or collapse.

I find that lens incredibly valuable. It matches my belief that environment shapes culture, which shapes competence and outcomes. But I also think he underplays the role of leadership. Geography sets the scene, but it doesn’t decide the story. Purpose doesn’t just show up because conditions are right. It takes intention. It takes design. When leaders create trust-centered, agreements-based systems, they shape environments where meaning and direction become a shared commitment.

Yuval Noah Harari

Yuval Harari, historian and author of Sapiens, argues that large-scale human cooperation is built on shared stories, including religion, currency, laws, and brands. These aren’t physical realities. They’re things we collectively believe in. His point is that without shared stories, we can't organize beyond tribes. That idea hits close to home for anyone building a company.

I think Harari gets something deeply right: Organizations are belief systems. The best ones are clear about what they stand for and what they expect from people. But I also think his view veers toward cynicism — that all stories are made up, all beliefs are relative. Yes, systems are socially constructed, but I believe some are clearly better than others. The ones that evolve useful information, protect freedom, and build trust aren’t just stories. They’re foundations worth defending.

Daron Acemoglu and James Robinson

Daron Acemoglu and James Robinson, economists and authors of Why Nations Fail, make a clear argument: The long-term success of any society — or organization — depends on the strength of its systems. When institutions are inclusive, transparent, and accountable, people thrive. When they’re built to extract value for a few, things fall apart.

It’s a strong case, and it lines up well with my belief that clear agreements, open feedback loops, and aligned standards for decision-making are how you build cultures that endure. But purpose isn’t just a byproduct of systems. It’s the reason those systems exist in the first place. Where Acemoglu and Robinson focus on structure, I’d add that meaning and worldview shape what people build together. If you want to create a culture where people believe in your vision, you can’t start with policy. You have to start with purpose.

Sakichi Toyoda

Sakichi Toyoda, inventor and founder of Toyota Industries, developed the Five Whys technique to uncover the root cause of problems, not just patch the surface. By asking "why" five times, he believed you could peel back layers of symptoms and reach the real source. It’s a deceptively simple tool but one that's shaped how leaders think about continuous improvement.

I’ve always appreciated the spirit behind it. Asking why — really asking — is one of the most powerful habits a team can build. But in practice, the method can turn mechanical if it’s not used with judgment. Systems are messy. Sometimes five whys isn’t enough. Sometimes you’re not even asking the right question to begin with. The deeper work is learning how to challenge assumptions, slow down your thinking, and build cultures where better questions lead to better decisions.

The Work Ahead

These thinkers each offered a piece of the puzzle. Individually, they shaped how we talk about meaning, leadership, resilience, and change. Together, they remind us that purpose isn’t a one-time revelation. It’s something we should return to, again and again, as we grow, lead, and build.

From personal resilience to organizational structure, they all point to a deeper truth: Asking why is essential. Understanding why is transformative. And protecting your Why is the real work.

That’s where we’re headed in the next article of the Why Series. We’ll explore how to build systems and agreements into your organization that don’t just spark a sense of purpose but also protect it from entropy, confusion, and disconnection. Because while you can build a company without a shared Why, it won’t scale easily, adapt consistently, or last for long. Not without constant effort to hold it together. Great companies don’t need that kind of pressure. They run on alignment. They run on trust. And they last because the Why is deeply understood, widely shared, and consistently reinforced.

In the end, it’s not just about having a Why. It’s about living it through the choices we make, the systems we design, and the culture we shape every day.