Savior Complex (Compulsive Rescuing)
The pattern of deriving identity and worth from rescuing others, which creates dependency rather than empowerment and ultimately serves the rescuer's needs more than the rescued
People, books, and breakthrough ideas—connected to the mental models and moves you can use.
3,456 entries
The pattern of deriving identity and worth from rescuing others, which creates dependency rather than empowerment and ultimately serves the rescuer's needs more than the rescued
The cognitive bias where people feel compelled to CONTRIBUTE to discussions, offer opinions, or provide input even when they have nothing meaningful to add—driven by social pressure to demonstrate engagement, intelligenc…
A three-step protocol for declining requests while preserving relationships, developed by William Ury of the Harvard Negotiation Project
The observation that 'in any dispute, the intensity of feeling is inversely proportional to the value of the issues at stake'—people fight hardest about things that matter least
A three-step feedback delivery protocol developed by the Center for Creative Leadership
Move from demonstration to guided work to unaided work, reducing support as real mastery appears.
Responsive support that enables participation beyond current independent performance and transfers responsibility as capability develops.
Scaffolding provides responsive support for aspects of a task a learner cannot yet manage alone, with adjustment as capability develops
Scaffolding provides structured support enabling learners to accomplish tasks beyond their current ability, then systematically removes (fades) that support as competence develops
Scaffolding progression design structures learning so support is calibrated to learner capability—maximum initially, systematically withdrawn as competence grows
How big is the version you commit to overall: the total time, money, and ambition riding on it. Ask what a quarter-sized version and a triple-sized version of the same action would look like, then treat each size as its own option.
Every system and strategy has a natural scale at which it works and limits beyond which it breaks
Networks where a few nodes have enormously more connections than the average, following a power law distribution rather than a bell curve
Biological scaling laws relate traits such as metabolic rate to body mass through power relationships
SCAMPER is a checklist of transformation prompts associated with Bob Eberle: substitute, combine, adapt, modify, put to other uses, eliminate, and reverse or rearrange.
Scarcity means that available resources do not satisfy all desired uses within relevant constraints
Stephen Covey's distinction between two fundamental orientations: scarcity mindset (the belief that resources, opportunities, and success are fixed in quantity—your gain is my loss) and abundance mindset (the belief that…
The scarcity principle describes how limited availability can influence perceived value and urgency
Two measurements from the same case become one dot on two axes. Nothing is aggregated, so every case stays visible and the pattern is whatever the cloud does: a slope, a curve, a clump, a few dots far from the rest. It is the only renderer here that shows a relationship between two quantities, and it still shows association rather than direction.
Systematically imagining and planning for multiple possible futures rather than assuming a single expected outcome
A strategic method of creating multiple plausible narratives about how the future might unfold, then stress-testing strategies against each scenario
Axes removed, futures named. One present point, three or four lines out, each ending in a full sentence about the world rather than a number. Good sets are driven by different things, so the preparation differs. A set where the futures are the same story at three volumes has told you nothing.
Three or four named parameter settings from the same model, run and shown together. The names carry the argument: light, current, stretch. Because every scenario comes out of one set of rules, the differences between the lines belong to the inputs rather than to three separate guesses. The risk is that naming a scenario makes it feel likely, so put the inputs beside each name where they cannot be skipped.