Ghita Ramdhiansing
Your organization field and mission:
Our Approach explains the perspective behind our work. Our products show how this perspective is applied in practice.
Interaction Intelligence is a way of understanding how interaction unfolds between people. It focuses on how meaning is shaped, how pressure influences interaction, and how patterns emerge in real situations.
Rather than starting from individual traits or intentions, Interaction Intelligence looks at interaction as a contextual system. It examines how interaction organises itself under pressure, and how small shifts in timing, framing, or response can change what becomes possible between people. This perspective brings structure to the human side of work by making interaction visible and discussable — without reducing people to profiles, traits, or types.
Please tell us briefly about your role in the company / at your organization:
I work at the intersection of business, psychology, and human interaction, helping leaders see what is actually happening when communication stalls, alignment slips, or decisions don’t land. As the founder of See Suite, I design diagnostic tools and targeted interventions that make interaction patterns measurable and actionable. These are used in six countries by organizations that need clarity under pressure, particularly during growth, change, or moments of tension.
My work focuses on one core question: How do people interact when it matters most, and what does that create?
Across executive teams and fast-growing companies, my role is to:
- Diagnose interaction patterns that block alignment and decision quality
- Surface strengths and friction without blame or personality labels
- Help teams work through tension instead of around it
I am the author of People: The Manual and Good Enough to Get Ahead, both grounded in the science and practice of interaction. If you are noticing that smart people are talking but not truly aligning, this is usually where I come in.
Your interest in STEM
My interest in STEM didn’t start in a traditional way. It developed later, through working with organizations and seeing how much of what we call “people problems” are actually system problems.
I became increasingly interested in how data, technology, and structured thinking could make invisible patterns visible, especially in how people interact, make decisions, and perform under pressure.
STEM, for me, became a way to bring objectivity into complex human environments. That’s what drew me in and continues to drive my work today.
My first role model was someone in my early environment who challenged me to think for myself rather than follow what was expected. That early influence shaped how I approach problems — with curiosity, but also with a degree of skepticism.
Today, I don’t look for role models in the traditional sense. I’m inspired by people who are able to see what is really happening beneath the surface, especially in complex systems, and who act on that insight in a practical way.
That combination of clarity and execution is something I continuously aim to develop.
Your studies
One of my biggest challenges during my studies was staying engaged in environments that prioritised theory over application. I tend to learn fast when I can connect concepts to real situations, but I found it difficult when learning remained abstract.
At the same time, that pushed me to develop my own way of working. I started translating theory into practical frameworks and real-world examples, which not only helped me understand the material better but became a strength later in my career.
Another challenge was balancing depth with breadth. I am naturally curious and tend to explore topics beyond what is required, which can slow down execution. Over time, I learned to prioritise and focus on what creates the most impact.
Looking back, these challenges shaped how I work today: practical, structured, and focused on turning knowledge into something usable.
Don’t try to “fit into STEM.” Make STEM work for how you think.
The field needs different perspectives, especially people who can connect technical thinking with real-world application.
Start early with applying what you learn. Theory becomes powerful only when you use it.
And don’t underestimate how often hesitation, not ability, holds people back. If you have a point, say it. If you see something, question it.
Progress comes from participation, not from waiting until you feel certain.
You at work
We don’t treat DEIS as a separate layer — it’s built into how we approach interaction.
Our work is based on the idea that many inclusion challenges are not about intent, but about how interaction actually unfolds. Who speaks, who is heard, how decisions are made, and how pressure changes behaviour. By making these dynamics visible, we help teams create more balanced and effective environments where different perspectives can contribute. We also work across different countries and sectors, which requires us to design with diversity in mind from the start.
From a sustainability perspective, we operate primarily digitally and focus on creating tools that have long-term usability rather than one-off interventions.
As the organisation grows, formal initiatives may follow, but the principles are already part of how we work.
What I’m most proud of is building a way to make something intangible — human interaction — visible and usable.
In many organisations, performance issues are often attributed to strategy, skills, or structure, while the real friction sits in how people interact. I’ve been able to translate that invisible layer into something people can actually see, discuss, and work with in practice.
Seeing teams shift from confusion or stalled decisions to clarity and ownership — not by adding more content, but by changing the interaction, is what I value most.
That shift is subtle, but it has a direct impact on how work gets done
Your point of view
Technology doesn’t empower women by default. It creates the conditions for empowerment. The real shift happens when women move from being users to being contributors, shaping how technology is applied, questioning how systems work, and using it to solve real problems. It can remove barriers to entry, open up global opportunities, and make expertise more visible. But the key is not access, it’s participation. Empowerment starts when women actively use technology to influence outcomes, not just consume it.
Start before you feel ready.
In this field, progress doesn’t come from knowing everything, but from applying what you know and learning as you go.
Don’t stay on the sidelines observing. Get involved in real projects, ask questions, and test your thinking in practice.
Also, build your own way of approaching problems. You don’t need to fit a predefined profile to work in this sector, different perspectives are an advantage, especially when they are used actively. And finally, don’t underestimate how much clarity and consistency matter. The people who move forward are often not the ones who know the most, but the ones who engage, contribute, and keep going.
By 2030, I would like DEIS to stop being a parallel conversation and become part of how work actually happens.
Too often, it sits in policies and statements, while everyday interaction tells a different story.
Real progress would mean that organisations understand and actively shape the interaction layer — who contributes, how disagreement is handled, and how ownership is created. It would also mean moving beyond one-size-fits-all approaches, and designing environments where different perspectives are not just present, but used.
DEIS becomes real when it changes behaviour, not just language.
To finish with
I value clarity over assumption, action over intention, and substance over appearance.
In my work, that means making things visible rather than leaving them implicit, turning discussion into decisions, and focusing on what actually works in practice.
These values guide how I approach both people and problems.
One of my future challenges is scaling my work without losing depth.
Much of what I do is rooted in nuanced understanding and context, and the challenge is to translate that into tools and approaches that remain practical and relevant at scale. Another challenge is continuing to challenge assumptions — both in others and in myself, while working in environments that often prefer familiar ways of thinking.
This requires balancing clarity with adaptability, and staying close to real-world application rather than drifting into abstraction.
By 2030, I want my work to have moved from niche to recognised.
The focus remains the same, making interaction, which is often invisible, something organisations can actually work with.
I see this evolving into broader adoption of my tools, stronger integration into leadership and organisational development, and a clearer position at a strategic level.
Growth, for me, is not just reach, but relevance and impact in real decision-making environments.
The current activity has been implemented in the framework of the Project: Code4Europe,
GA Number: 101158834. Official project website : https://codeweek.eu/