How can the brain respond to something the conscious mind never perceived? And why does calming the amygdala not necessarily change the beliefs and behaviors connected to fear?

Drawing on survey findings and the experiences of hundreds of family enterprise advisors, Dennis Jaffe and Chris Graves examine the psychological, relational, and practical barriers that often stall transition planning.

Family enterprise conflicts are not always about the issue at hand. Rebecca Meyer and Carolyn Greenspon introduce the concept of "frozen narratives" and explore how unresolved interpretations of the past can shape governance, relationships, and decision-making for years to come.

In the fifth article in our 2026 series from FFI Virtual Study Groups, Hamza Nidaazzi and Dave Specht of the VSG for Africa examine what makes a question truly effective, especially across cultures.

In this third issue of our 2026 series from BanyanGlobal, Rebecca Yu and Rob Lachenauer challenge the conventional wisdom of a slow succession process, arguing that, in some cases, prolonged transitions can create ambiguity, undermine new leadership, and ultimately delay the very change they are intended to support.

As we reach the midpoint of 2026, we're taking a moment to look back at the editions that resonated most with our readers.

Family trusts are typically viewed as legal and financial structures, but what if they are also members of the family system?

As artificial intelligence reshapes how knowledge is captured and shared, family enterprises face a provocative new question: Can judgment itself be inherited?

Prenuptial agreements are often viewed primarily as legal documents designed to protect assets in the event of divorce.

Family businesses often balance two powerful forces: the emotional bonds that sustain the enterprise and the governance structures needed to ensure long-term success.

How we frame family enterprise transitions matters. In this thought-provoking article, Jean Meeks-Koch argues that the language commonly used by advisors—particularly the term succession—may inadvertently create resistance among founders by signaling loss, replacement, and diminished relevance.

In this week’s edition of FFI Practitioner, Jay Hughes, Mary Duke, and Stacy Allred offer the second in their 2026 series of Reflections on Family Flourishing, a companion to their upcoming new book.