Rules
Generate a new option by changing the constraints, dependencies, or exit conditions attached to it.
People, books, and breakthrough ideas—connected to the mental models and moves you can use.
3,456 entries
Generate a new option by changing the constraints, dependencies, or exit conditions attached to it.
Pre-established criteria for filtering information, opportunities, and decisions—created when calm and rational so they're available when stress, emotion, or urgency impairs judgment
The epistemological framework distinguishing four categories of knowledge: known knowns (things we know we know), known unknowns (things we know we don't know), unknown unknowns (things we don't know we don't know), and…
The epistemological framework distinguishing four categories of knowledge: known knowns (things we know we know), known unknowns (things we know we don't know), unknown unknowns (things we don't know we don't know), and…
Time bought with money or reduced obligations, so you can wait for a better offer, refuse a bad one, or test something unpaid. It adds no new capability. It buys freedom to use the capability you already have.
Rupture and repair describes recognizing a disruption in connection or collaboration and attempting to address its impact through acknowledgment, responsibility, and changed behavior.
Every close relationship — romantic, parental, professional, therapeutic — involves inevitable ruptures: moments of misattunement, disconnection, hurt, or failure
Rupture and repair is the process whereby a breakdown in the therapeutic alliance — a misunderstanding, a moment of disconnection, a therapist's error, or a client's withdrawal — is recognized, addressed, and resolved, o…
You may think you have many options, but if they all work through the same underlying mechanism, you really only have one.
One line that starts slow, steepens, then flattens against a ceiling. The value is in naming which of the three stretches you are standing in. A flat early stretch and a flat late stretch look identical week to week and mean opposite things, and the ceiling line is what tells them apart.
The characteristic shape of growth in most natural and business systems: slow initial growth (struggling for traction), rapid exponential growth (hitting product-market fit), then gradual deceleration and plateau (market…
An S-curve is a pattern of initial slow change, acceleration, and later slowing that can describe some technology-performance or adoption histories
Nobody knows who may recommend, act, approve, override, or answer for the result.
Outputs turn into action without any test, limit, or way to catch a bad one before it causes harm.
Every part works fine on its own, but meaning, ownership, or quality dies in the gaps between them.
Your system breaks because important information lives in one person's head, or is scattered, stale, or lost.
A person, tool, or artifact is carrying work it is badly suited to carry.
The arrangement quietly consumes skill, agency, privacy, or resilience even while it works.
One part got faster but the whole got slower once transfer, coordination, and upkeep costs are counted.
The Sabbath practice prescribes a regular, non-negotiable period of complete disengagement from productive activity—historically one day per week, but applicable at multiple time scales (daily shutdown rituals, weekly re…
Ask whether measuring an intrinsically valuable activity would improve it or replace its point, and protect what shouldn't be scored.
Peter Berger's sacred canopy theory, from his sociology of knowledge, describes how human societies construct overarching meaning systems—'sacred canopies'—that provide cosmic order, explain suffering, legitimate social…
Look past this quarter's output at what the arrangement is doing to people and to your future room to move. Ask whether anyone is losing skill, privacy, autonomy, or standing, whether the setup survives a bad week, and whether you can still change course.
Protect the invariants while you act: consent, real danger and medical boundaries, essential constraints, and the strongest rival explanation.