ada1981

You can remind people that are choosing to be depressed, when they choose not to begin doing thing things to build the momentum needed to not be depressed.

They may be angry. This is ok, since anger is a step towards feeling the full range emotion which is needed to heal. Anger can lead to greif which can lead to sadness which can lead to joy and gratitude.

Depression is about repression or supression of feeling, not feeling the "wrong things".

I was able help with Christpiracy.com which has some wild mental gymnastics on display.

Is there evidence to suggest that if it can feel or understand, that would actually be an issue?

Every day millions of sentient beings are killed for human consumption and millions more wait in torturous conditions.

It would be odd if there was outrage over a bio computer, but not over, say, the practice of using cows and pigs for food, which feel pain, have rich emotional lives, and have the inteligence of at least small children.

—-

The Kevin Mitnick Files: Declassified FBI Documents

Journey into the fascinating world of cyber history with this complete collection of declassified FBI documents about Kevin Mitnick, once dubbed "the most wanted hacker in the world." This carefully compiled FOIA release provides unprecedented insight into one of the most famous cyber manhunts of the 1990s.

2. Get into nature a few hours a week.

3. Write 14 gratitude letters.

4. Dance every day.

5. Be part of a community in which your competence is growing and you have a position of status and mentorship.

6. Tell the truth in your relationships.

7. Align your self with a solar / seasonal calendar.

8. Meaningful work in a healthy work environment

9. Get microbiome sorted out

10. Fast for a week, then reintroduce healthy non inflammatory foods. Have levels checked via blood panel.

—

If someone does all of these things and maintains it for 40+ days; they will feel much better.

Depression is the result of the compounding effects of a series of small, invisible daily choices and can be reversed by small daily choices.

I spent a decade in and out of suicidal depression, and am grateful to have followed an alt path and helped many others to do so.

Wilderness First Responder: https://chatgpt.com/g/g-oSbReErue-wilderness-first-responder

Psychedelic Guide GPT: https://chatgpt.com/g/g-YvXTPBpud-psychedelic-guide

https://en.m.wikipedia.org/wiki/Tree_spiking

It can give you scenarios of various difficulty and then you need to go through a patient assessment and treatment in the right order.

Can also provide live coaching or give you in field support and direction and help write SOAP reports.

Founder conflicts & mental health of founders.

So, more important than anything is getting your mental and relational game mastered.

It’s almost as if his desire to use technology was to collapse the process between idea and transmission.

I appreciate a nostalgia for process to some extent. I enjoyed my 200km walk across the mountains Corsica far more than the plane ride from New Mexico to France…

However it’s possible that you can actually become more aware of and participate in the larger process.

Are I here to spend a month hand drawing my logo and refining it, or am I here to build an AI disaster response system to save a million lives?

While I can see the appeal of these sort of arguments, and agree with much of it, I’m not sold on the value of process in itself in the larger arc of the process of creating actual value for the world.

This seems like a "duh".

Risk increases with agency and intelligence.

Why "Excellence" Doesn't Protect Against Failure

I've spent over two decades coaching founders & teams from Asana to Bombas. Here's what blindsides even the best: Companies don't die from their weaknesses. They die from misunderstanding which weaknesses matter.

Look at the data: Most startups don't fail from poor product-market fit or running out of money. They collapse from founder mental health crises and team dysfunction. Founders experience depression, anxiety, and suicidal ideation at rates 2-10x higher than the general population. We're watching a crisis unfold, and our current mental models can't touch it. The problem? We're thinking about excellence all wrong.

Everything changes when you understand one distinction: the difference between strong-link and weak-link systems.

The Asymmetry of Excellence and Failure

→ Take YouTube's content ecosystem. Millions of mediocre videos don't hurt the platform. Great content rises. Breakthrough creators define genres. Average content doesn't drag down the exceptional. This is a strong-link system. The peaks matter. The valleys don't.

→ Now look at your cardiovascular system. One blocked artery and you're done. Doesn't matter how strong your lungs are or how toned your muscles. You can't compensate for a blocked artery with excellence somewhere else. This is a weak-link system. One critical failure point brings down the whole thing.

Here's what kills companies: Founders treat every challenge like it's YouTube (just need more excellence!) when their biggest threats are actually blocked arteries.

The Hidden Weak Links Killing Great Companies

→ Founder mental health? Not a challenge you muscle through with more grit. It's a weak-link system where: • One burnout spiral triggers catastrophic decisions that unravel years of work • Sleep debt corrupts every decision you make, invisibly • Untreated anxiety radiates through your org, poisoning everything it touches • Chronic stress creates fault lines that crack exactly when you can't afford them

→ Team communication? Same trap. Companies pour resources into peak performance—presentation skills, storytelling, influence—while ignoring the weak links that actually kill organizations: • One toxic communication pattern spreads like a virus • Passive-aggressive responses breed defensive spirals that choke innovation • Back-channel conversations destroy trust faster than excellence can build it • Unclear commitments create anxiety that infects everything

→ And founder relationships? Pure weak-link: • One trust breach demolishes years of social capital • Unresolved conflicts poison decisions long after you've forgotten why you were mad • Fuzzy role boundaries create friction that no amount of execution excellence fixes • Misaligned values surface at exactly the wrong moment

The Excellence Paradox

Here's the trap most companies fall into: They think they can force excellence. Push harder. Set bigger goals. Demand more creativity. Drive more innovation.

Dead wrong.

Excellence emerges. You can't force it. You can coerce compliance, but you'll never coerce creativity, innovation, or real engagement.

The best teams I work with get this. They build environments where: • People can raise real concerns before they become crises • Teams can experiment and fail without fatal consequences • Everyone can share genuine experiences without fear • Rest and recovery don't carry stigma

Building Through Positive Subjective Experience

Forget standard feedback. Even positive feedback misses the point. Elite teams practice what I call "Positive Subjective Experience Reporting"...

.... article continues @ >> https://open.substack.com/pub/anthonydavidadams/p/the-hidden...

Also does this support group chat?

Seems reasonable they would be investing heavily in plaing state assets within OpenAI so they can copy the models.

There has been some research that shows primates are more likely to cooperate in scarcity and compete during abundance.

Not universal and other factors are at play, but chimps generally prefer to cooperate vs compete.

I argue that the 2 greatest factors for human survival have been our creativity and cooperation.

We run an AI Research Lab every week where this is a central theme, helping folks navigate uncertainty through a focus on creativity and cooperation.

For a good primer on hierarchy dynamics in human systems, I recommend Tribal Leadership by Dave Logan.

In what Logan calls stage 3 leadership, organizations cluster around individual “rockstar” people - and this is the vast majority of human organizations.. they estimate 80%.

In Stage 4, it’s all rockstar people organized around values vs. a person.

You certainly still have people who have authority through competency, but people aren’t granted authority based purely on “position”.

Stage 4 culture are the best in the world, and learning how to build them is a worthwhile skill.

I think Sapiens talks about this.

Curious, did you downvote because it seemed to violate the norms, or did it have a negative experience for you? Or was the negative experience seeing it violate the norms, or something else.

Thanks for the upvotes (and down votes!) and comments.

Have you spent time with many married couples? ;)