On the previous episodes of Fractal Coalitions Theory…
In the second post, I tell the story of a group of people attempting to create a kind of all-welcoming evolving meta-coalition, but which was systematically unable to welcome certain perspectives, and instead seemed to incentivize me to repress those. In this post I’m going to talk about what happened when I noticed this was happening, and how that played out over the following years.
(This post may not make much sense without the previous one; the first one is less critical.)
Up until my “Non-Naive Trust Dance” insight in 2020, I had oscillated between two broad coalitions:
This structure maps loosely onto what The Guru Papers calls “goodself” and “badself”. This is ironic because part of the whole aim of the culture was be post-dualistic, not talking in terms of good or bad, but it turns out that if you try to get rid of certain ideas on a conceptual level, you don’t necessarily get rid of the underlying dynamics of social power and perspective.
(Of course, there were other moments when if you asked why I was doing what I was doing, the answer would have been orthogonal to this: eg “I’m trying to win this ultimate frisbee game” or “I’m figuring out whether today is a good day to get groceries” or “I’m trying to grow my business”. Although sometimes even in such cases there would have been some sense of “and I’m doing this collaboratively (or not)”.)
And in spring of 2020 I realized that I was going kind of crazy oscillating between these two views, and desperately prayed for some sort of way to hold them both at the same time. And, after a few months of grappling with my confusion, I was graced with an insight that I’ve come to refer to as my “NNTD insight” (NNTD stands for “non-naive trust dance”).
The NNTD insight in large part consisted of:
» read the rest of this entry »Have you ever noticed a conversation having a life of its own? How did it feel?
My experience, and I would guess this is true for you too, is that:
This lens—”conversations are alive”—is going to lay some groundwork for talking in a fresh (and I think more sane) way about a wide range of puzzles, from religious conversions to everyday broken promises, from “the integral we-space” to AI alignment. Because in a sense, “conversation” can span everything from “a few people talking for a few minutes” up to Public Discourse At Large. A marriage or friendship or company can also be seen as an extended conversation. And the word “conversation” seems to me to be a good way to talk about these dynamics without reifying the relationship or group of people as having a fixed membrane or clear duration or commitment.
I’m sort of talking about emergence, but “emergence” emphasizes the bottom-up aspect of self-organization, and what I’m interested in here is the interplay between top-down and bottom-up dynamics: larger / higher-order patterns emerge, which put new constraints on their constituents (and cause some constituents to enter/exit), which changes the larger form, and so on. There’s a dance here, and different ways the dance can play out. How shall we dance?
What I mean by conversations being alive is essentially that they have their own wants/goals that are not a simple function of the wants/goals of their participants—not a sum, not a union or intersection. And in particular, those goals tend to include some self-preserving instinct, which keeps a given conversations being the way that it is, even when someone—not just someone on the outside, but the very participants in the conversation—might want something different to happen.
My ideas here are flavoured very much by cybernetics—the study of how systems steer. I’ve recently been reading The Unaccountability Machine by Dan Davies, a summary and extension of Stafford Beer’s work. Beer is famous for the phrase “the purpose of a system is what it does” (aka “POSIWID”) which is easy to misunderstand as attributing malice to people who are part of a system that does evil—but that misunderstanding comes from interpreting this cybernetics principle through a non-cybernetics lens. The very insight is that a system can have purposes that none of its participants share, and that the participants may themselves disagree with! But the structure of the system somehow means their actions further those purposes anyway.
What makes a system complex (and not merely complicated) is that you can’t model its behavior fully just by looking at the component parts and how they’re arranged—you have to look at its overall behavior as a kind of black box.
Let’s start with some every-day examples of conversations having a life of their own.
» read the rest of this entry »I was worried that due to time constraints, and also because of the current zeitgeist, that I was going to end up writing a short outline of my year and then getting Claude or some other LLM to expand it for me into a full post. But I currently don’t do that with any of my writing, and a yearly review post feels like almost the worst thing to do it with because part of the whole point is it’s just an expression of what’s going on for me, and the AI is not gonna be able to fill in the details accurately (unlike if it can interpolate some model or explanation) so I might as well just publish the outline.
Instead, however, I find myself dictating large chunks of this post using wisprflow transcription (which can keep up with me at >200wpm with background music!) plus a foot pedal keyboard with three buttons: [tab, dictate, and enter] while feeding my baby daughter. And that feels like a great place to start in terms of what has the year been like. My year has been a year characterized by coming into contact with nascent intelligence, notably:
The fact that Jess was pregnant was a detail omitted from last year’s yearly review, since we hadn’t told more than a few family and friends at that point. The previous year, I omitted the fact that we’d gotten engaged, for the same reason!
Anyway, the year thus began for the Ocean family with a sense of the water slowwwwly pulling back to create a massive wave that we knew would crash down and completely change our lives sometime in the summer.
The bulk of this post is a letter I wrote to the other members of a team I’d been on for years, but since it begins in the middle of things, I’ll lay out a bit of context here first. Feel free to skim it if you already know much of the context or just want to dive into the meatier part. (I say “meatier” in part because communication into a specific situation is often more evocative in general, and also because I was feeling quite inspired and in touch with new insight when I wrote the letter itself, compared to writing this backstory.)
In late 2016, I started working with my friend Benjamin Carr on some projects related to my intentionality app business, which was at the time known as Complice and is now known as Intend. We explored a few different projects, and the one that had the most staying power was a workshop series we started running, which was called the Goal-Crafting Intensive (GCI). The team was organized in a very loose way—we often decided how to split the profits we’d made after the workshops rather than before. It had a vibe of sort of a family business, reflective of the fact that Benjamin and I were living together when we started it, and that over the years as we tapped our romantic partners for help, they ended up taking on substantial roles on the team, although at first mostly not directly getting paid, for various reasons.
In a way, from my perspective, those early years saw us running mostly on vibes and implicit precedent, rather than on clear agreement, and that was satisfyingly flexible but also sometimes left unclarity about decisions. Benjamin and I mostly saw each other as equal cofounders/co-owners (though from an economic perspective he was a contractor working for me, and I controlled most of our non-financial resources as well, such as the websites). This was a bit confusing when we would sometimes try to use Peter Koenig’s Source model, which states very plainly that any initiative has exactly one person as its source.
One of the things that was messy about the situation is that it seemed pretty clear to me that I was the Source, in the sense of having taken the first risk and in the sense of continuing to feel a pretty strong sense of ownership over certain key aspects of the project… and yet by a few years in, I was also least excited about the project, which was a conundrum that was also kind of hard to acknowledge.
Anyway, in 2022, following multiple of those romantic relationships ending, we discerned that for the time being we were willing to keep working together, but that we needed to make things a bit more professional and formal, so we came up with an agreement for dividing the money we made from each workshop, based in part on the work of organizing each workshop session and in part on historical contributions. When Mary first took a sabbatical and then left the team in early 2023, the remaining team members continued giving her a small contribution in recognition of the role she played getting things off the ground.
In mid-2023, we found ourselves realizing that we wanted to overhaul the workshop content, and the overall framing of it, which we started calling the Beyond Goals Intensive (instead of the Goal-Crafting Intensive), to acknowledge that a lot of the approaches we were most excited about were no longer specifically oriented to goal-setting—although they continued to be based on getting clear about what you want in life. And, largely given my aforementioned lack of excitement, the other team members—Benjamin, Sarah, and Teresa—did most of the work on that (with me giving a bit of input).
We launched that for New Years 2024, and the conversations around money in the context of the overhaul led me to realize that I wanted out—and had sorta wanted out for awhile but was afraid to say it. But it was increasingly unignorable to me that I needed to reclaim my attention for other things and get more space from a work context that I’d started when I was at a different phase of my life. And on some level it was more obvious that there could be enough momentum without me to make it work. But my first attempts to instantiate this change were confusing and contradictory, and left things in a kind of stuck mess. I was simultaneously trying to create space and also trying to maintain control of various things such as how much I got paid for my past involvement and also some of the technical details.
Then, in the spring, I started reading The Surrender Experiment by Mickey Singer, and paying attention to a sensation I’m provisionally calling “going against the grain”… a kind of awful slog of a sensation, that life is fighting me every step of the way when I try to do something. Then the question is… what is the grain, and how do I let go of trying to fight it? And the letter below is the answer I got in this case, after months of waffling about what I was and wasn’t available for in relation to the transition process here. (I’m struck by how in the book, his practice of surrendering involves a lot of saying yes, and mine here involved saying no.)
I didn’t know how this would play out, but once I was willing to look at the scary feeling in my gut telling me that what I needed to do was to stop trying to control the situation, it was clearly the thing I needed to do. I’m sharing it now, with permission from its recipients, as part of telling our story and as a case study of an unusual way of doing business.
Benjamin, Sarah, Teresa—
With apologies for the third—but final—Reverse Uno card…
I realized why my move in January didn’t liberate y’all the way that I’d hoped. In short: I was still trying to have a kind of control. Such a move might make sense for some other person or in some other context—I don’t know. But I can now tell that it’s not in integrity for me here. I wasn’t ready to see that in January, let alone say that. And I’m sorry for how janky that has made things for all of you, over the past months and the prior years. I was doing my best, and sometimes the results were kinda shit. And the control that I did have—via the technical skills and branding and other things—means that I had an asymmetrical role in things being janky, and an asymmetrical responsibility for making it not janky.
I sensed into things more this evening, in a conversation with my roommate Vincent. Lots of tributaries flowed into a new sense of vivid, sober clarity: notably a book I’ve been reading, a conversation with a friend in a similar situation, and the whole experience of our call today—which was so clearly draining for all of us. And, nervously at first but then with conviction, it became obvious that the move I need to make here to be in integrity is to completely let go.
I want to put our professional expectations of each other back to nothing.
I want y’all three to be totally free to do whatever makes sense to you: with the BGI content & brand, with its marketing, and most crucially, with the money you make from it going forward. More like how Mary left. (Some differences of course, which I’ll discuss below.)
» read the rest of this entry »how do we bootstrap from trust we already have, to the trust we want to have to thrive (and need to have for problems we care about)?
[This post written in about 15 minutes, as part of my new experiment in Writing It Live!]For a much much longer take on the same question, with more examples and angles, read my mini ebook How we get there: a manual for bootstrapping meta-trust.
If you like one-pager bullet-list style posts, I have more:
5th in the “I can tell for myself” sequence. Previous post: The primacy of knowing-for-oneself
This is a short post that introduces the second half of the sequence. The first half focused on what it means to have a sense of being able to tell something for yourself (direct-knowing or “gnosis”) as contrasted with taking someone’s word for it, and how people get out of touch with their own knowing, in many little moments as children and structurally as a society. The remainder of the sequence investigates interactions between people, tensions that arise depending on how well each person is tracking their sense of being able to tell for themselves, and possibilities for collective direct-knowing: “we can tell for ourself”.
So. Sometimes one person can tell for themselves, while another is taking others’ word for it. There are a few ways that can go. Sometimes the asymmetries are simple, functional and productive; well, relatively—there are a few caveats. These simple functional asymmetries are what this post is about—companies being one example.
When there’s a conversation between one person who is consistently checking everything that’s being said with whether it accords with their experience, and another who isn’t, the conversation can easily become lopsided, with the person who is grounded in their own self-trust ending up with a position of authority. That’s not the only place that social authority comes from (institutional power, or pure charisma spouting bullshit, work just fine for that) but I would say that it produces a kind of authority that holds up under quite a bit of inspection, which naturally engenders a kind of sustained trust from others.
When this is the case, the person who is uncompromisingly checking everything with their own experience ends up exerting kind of a large gravitational force on the conversation, and people let them do this in part because they don’t know how to access their own full weight, and in part because the other person does seem to be speaking with a kind of grounded honesty.
And so this authority may override what others say since the others don’t trust their own “I can tell for myself” sense, so they speak in a kind of flimsy floaty way (not to say it might not sound confident, just that its source of confidence is not in the room). Simultaneously, the authority may not be bothered by people attempting to put out ideas, because they’re grounded in what they know rather than subject to some ideology that they need to uphold in order to maintain their legitimacy. And in technical domains where there’s a clearer sense that we can converge on the right answer, there can be lively debate and the authority will recognize “oh wait, you’re right, my bad”. In general, conversations in tend to have an easier time having everybody involved having at least some sense of “I can tell for myself”.
My guess is that a lot of (relatively) healthy companies have a bit of this going on, and it’s not ideal but it’s legit better than a company where everybody is bullshitting, like I described in the oppressive cultures post. And there are definitely attractors, but there’s no clear binary distinction between any of the dynamics I describe anywhere in this sequence. Many situations could be analyzed through the lens of different kinds of dynamics, and multiple elements might be present or relevant at the same time.
It’s been observed by many people over the years that while consensus has various kinds of appeal, it is often much less efficient and effective than having someone who is in charge for some scope of project or whatever, and can decisively choose what’s going to happen. There is a deeper level of complexity possible, of collective consciousness or co-what-now’ing, where everybody is fluidly organizing and integrating and differentiating and so on—the fully meta-rational workplace—but that’s hard and even the forefront of development of our species can only kinda do it sometimes. So it’s often more workable to just have one person call the shots—at least at a given level; maybe someone else calls the shots within their subproject, etc.
» read the rest of this entry »It occurs to me, in the shower, that a lot of my life is preoccupied by this question. It’s a good theme, for Malcolm Ocean. Whose job is this?
My “what if it were good tho?” YouTube series and website is about the role of design: how each day, people are pulling their hair trying to workably interface with systems, wasting hours of their life, and feeling stupid or ashamed because they can’t figure it out, when in many of these cases an extra couple of minutes’ thought on the part of the person who designed it or made it would have made the whole experience so smooth it would have gone as unnoticed as the operation of the differential gearing in your car that makes turns not result in wheels skipping on the ground as the outer one needs to travel further than the inner one. That guy just works! That problem is so solved most people never even realize it was ever a problem.
My app, Intend, is about the question of what you want to do with your life: about consciously choosing what your job is. It’s also about figuring out what to do right now, in light of the larger things you want to do, and differentiating something someone else wants you to do from something you want to do, so you don’t accidentally live somebody else’s vision for your life instead of yours. Moreover, it helps keep you from being saddled with dozens or hundreds of stale tasks merely because past-you vaguely thought they were a good idea or at least worth putting on a list.
My work in communication, trust, and the human meta-protocol, is about teasing apart the nuances of exactly who is responsible for what. Some of that has been focused around creating post-blame cultures, and I’ve recently come to a new impression that what blame is (aside from “the thing that comes before punishment”) that I could summarize as “a type of explanation for why something went wrong that assigns responsibility crudely rather than precisely and accurately-by-all-parties’-accounts”. In other words, it gets the “whose job is this?” question wrong, and people can tell.
My mum told me that as a kid I had a very keen sense for justice and injustice, and this feels related to how I think about the design stuff as well as other questions. My ethical journey over the last years has involved a lot of investigation of questions around what things are my job, and what things are not my job, and how to tell the difference. And how to catch my breath, and how to reconcile the fears I’ve had of not trying hard enough. And how to tell when the messages about how to be a good person are crazy.
As I said, my longstanding beef with bad design can be seen as frustration at designers and builders not doing their job. I say “builders” because some of them don’t even realize that part of their job includes design. My partner, Jess, just shared with me a perfect case study of this. She’d been having trouble getting her psych crisis non-profit registered for some California government thing, because the form needed her number from some other registration, but when she put in the number the form said it was invalid (with no further clues). She tried a different browser, tried a bunch of other numbers from the document that had the supposed number, called the people who had given her the number to make sure it was the right one given that it wasn’t super well-labeled, and I even tried poking at the javascript on the page to turn off the validation altogether, but nothing worked.
A couple weeks later she texted me:
» read the rest of this entry »Another sequel to “Mindset choice” is a confusion. Here’s the first, which I wrote a year ago and published earlier this week: Mindset choice 2: expanding awareness.
I started exploring the implications of a simple question: what is within my power to choose?
This is something that we have to learn as infants and toddlers and kids—oh, I can choose to clench my fist… but I can’t choose to clench yours. Ooh… I can choose to look at something, but I can’t choose to make you look at something. Ah! I can choose to point at the thing, and maybe you’ll look, but I can’t directly steer your gaze or attention. In some sense, this is precisely where the boundary of self and other is located! And it’s also connected to how when we’re wielding a tool that works for us and it fades into the background, it becomes part of ourselves.
I can’t directly control you, although I might be able to invite or persuade or coerce you. And while I can’t quite control you, I can be trying to control you. Or I can be allowing you to be you and honoring the obvious-once-you-look-at-it reality that my choice ends at the edges of me. Society has historically involved a lot of the former, at great cost but also with meaningful results: lots of civilization was built by someone telling someone else what to do, on some level.
Then I considered that same structure, but applied internally to my own mind, and I realized that I have different parts that have different wills, and these parts also can’t control each other. They each have their own choice-making faculty, in this sense. To be clear, this line of thinking doesn’t require reifying these parts as persistent named entities as one might in IFS (Internal Family Systems). That’s an option, and might be helpful, but most fundamentally we’re just talking about some sort of subsystem that in a given moment is doing some perceiving, some wanting, some steering, etc.
And if those subsystems want something that’s compatible, I simply do it—no choice required.
But if one subsystem wants one thing and one wants another, and on a given level both aren’t possible—suppose part of me wants to keep writing and another part wants to go eat dinner—then neither system can simply enact its will since the other will oppose it. If one urge is particularly strong, eg because of a deadline or the smell of pizza in the oven, then that urge might overpower the other—it seems there are systems that track the size of urges as part of prioritizing and preventing such inner gridlock. Anyway, at that point, if the overpowered part releases and allows the first thing to happen, I’ll have full energy to do whatever it is I’ve found myself doing; if not, then I’ll experience friction and distraction—thoughts of food while trying to write, or thoughts of my blog post while eating. Or some more subtle indigestion of the mind and/or body.
What choice do each of these parts have, while in a conflict?
» read the rest of this entry »Another piece I wrote a year ago that I want to publish as a kind of snapshot rather than try to get it perfect. My ideas here keep evolving and any version that I come up with seems simultaneously confused and clarifying.
A sequel to “Mindset choice” is a confusion.
My Non-Naive Trust Dance framework and its clarity that mindset choice is confused was a huge source of relief for me, because I’d been feeling pressured to somehow make a choice that I couldn’t make, and which on some level I knew I couldn’t make.
However, I have also experienced a perspective from which it seemed to be true that in some sense your mindset is certainly a thing that only you can choose, and in another sense perhaps even the only thing you can choose. So how does that integrate with “mindset choice” being a confusion?
Here’s some thinking out loud on the topic. I’m aware of some limitations—this feels like it’s sort of dancing around the puzzle, not getting right to the heart of it.
One piece of the choice puzzle is: via expanding awareness.
This framing of expanding attention (awareness) as including both doing and not-doing is really interesting. One of the core skills of Alexander Technique is that of inhibition, the constructive noticing and not responding to stimuli. You may notice that you have the urge to yell at your boss, but you don’t.
But this is an active process, one that is continually renewing itself. You are aware of what you are doing in response to your boss (having a conversation) and what you’re not doing in your response to your boss (yelling). Through the skill of inhibition, your awareness includes both of these processes at once.
The expanded awareness is what allows this to happen. If your awareness were collapsed down to the yell response, you wouldn’t have any choice but to yell. By expanding out you are able to monitor a wider field of processes and choose the one you want.
— my friend Michael Ashcroft‘s newsletter. Emphasis mine in the last paragraph
And elsewhere:
» read the rest of this entry »The following is a piece I wrote a year ago. A few months back I started editing it for publication and it started evolving and inverting and changing so dramatically that I found myself just wanting to publish the original as a snapshot of where my thinking was at about a year ago when I first drafted this. I realized today that attempts to write canonical pieces are daunting because there’s a feeling of having to answer all questions for all time, and that instead I want to just focus on sharing multiple perspectives on things, which can be remixed and refined later and more in public. So, with some minor edits but no deep rethinking, here’s one take on what coercion is. And you might see more pieces here soon that I let go of trying to perfect first.
Coercion = “the exploitation of the scarcity of another, to force the other to behave in a way that you want”
The word “behave” is very important in the above definition. Shooting someone and taking their wallet isn’t coercion, as bad as it is. Neither is picking their pocket when they’re not paying attention. But threatening someone at gunpoint and telling them to hand over their wallet (or stand still while you take it) is coercion. This matches commonly accepted understandings of the word, as far as I know.
A major inspiration for this piece is Perceptual Control Theory, a cybernetic model of cognition and action, which talks about behavior as the control of perception. I’m also mostly going to talk about interpersonal coercion here—self-coercion is similar but subtler.
If someone has a scarcity of food, you can coerce them by feeding them conditional on them doing what you want. This is usually called slavery. One important thing to note is that it requires you physically prevent them from feeding themselves any other way! Which in practice usually also involves the threat of violence if they attempt to flee and find a better arrangement.
In general, a strategy built on the use of coercion means preferring that the coerced agent continue to be generally in a state of scarcity, because otherwise you would be unable to continue to control them! (Because they could just get their need met some other way and therefore wouldn’t have to do what you say!)
» read the rest of this entry »
