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 »Have you done enough “dating indefinitely” and you want to get real about courting?
Or do you know a friend (or couple) in that situation: they’ve started seeing someone, and they’re serious about figuring out whether it’s a fit and not wasting time if it isn’t?
If so, I’ll encourage you to check out (or forward to them) my new online course, the first cohorts of which start next week: (Update: new sessions in July!)
The Mating Dance: finding your center in courtship
This course is not for most people, but fortunately most people don’t read my blog.
It’s for people who are asking the following questions and aren’t satisfied with platitudes or simple heuristics as answers, but instead want something they can ground in their sense of “I can tell for myself“.
Is this the right person? Are we moving too fast? Are we hesitating because of some generic fear of commitment or because there’s something we can sense isn’t a fit? Can we resolve this conflict or will it follow us forever?
These kinds of questions are what this course will help you learn to answer for yourself. I don’t have the answers—I have an approach for finding your own answers and helping your partner find theirs.
The Mating Dance is my first group offering where I’ll be sharing the practice of non-naive trust-dancing with people. (If you want help in a different context, you can book a 1-on-1 or 1-on-2 session with me here.)
I’m really excited to be doing this! I’ve already sold 30% of the tickets, and I’m hoping I can make more of my living from helping people have marriages as delightful as my own.
It turns out that the Non-Naive Trust Dance theory that I’ve been blogging about for the last 4 years makes more intuitive sense to most people when applied to courtship than other topics. In particular… in NNTD Q&A, I posited that maybe NNTD doesn’t matter that much except for people who are trying to do leading edge cultural stuff or dealing with some big trust repair situation.
But over the last year as I’ve gotten married and started to talk to more of my friends about their courtship processes and the kind of trust needed to create a stable bond between life partners… I’ve come to realize that even a relatively ordinary courtship demands a level of skill in non-naive trust-dancing that is (currently) extraordinary. And without this, many relationships end up getting stuck partway in the mating dance, unable to move forward or abort, or they end up committing despite major foundational issues.
Said one friend who read some of my writing on mating dances:
» read the rest of this entry »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 technical domains tend to have more sense of 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 »For its whole existence, I’ve been vaguely wanting my business to grow. For a while, it did, but for the most part, it hasn’t. I wrote last post about how I have increasing amounts of motivation to grow it, but motivation towards something isn’t enough to make it happen. You also need to not have other motivations away from it.
My understanding of how motivation & cognition works is that any inner resistance is a sign of something going unaccounted for in making the plan. Sometimes it’s just a feeling of wishing it were easier or simpler, that needs to be honored & welcomed in order for it to release… other times the resistance is carrying meaningful wisdom about myself or the world, and integrating it is necessary to have an adequate plan.
In either case, if the resistance isn’t welcomed, it’s like driving with the handbrake on: constant source of friction which means more energy is required for a worse result.
Months ago, I did a 5 sessions of being coached by friends of mine as part of Coherence Coaching training we were all doing. Mostly fellow Goal-Crafting Intensive coaches. My main target of change with this coaching was to untangle my resistance to growing Intend. I think it loosened a lot of it up but I still have work to do to really integrate it.
In this post, I’m going to share some of the elements I noticed, as part of that integration as well as working with the garage door up and sharing my process of becoming skilled at non-coercive marketing. Coercion is quite relevant to some (but not all!) of the resistance I’ve found so far.
I’m going to do my best to be more in a think-out-loud, summarize-for-my-own-purposes mode here, rather than a mode of presenting it to you. Roughly in chronological order by session, which happens to mostly start by looking at money and end by looking at marketing…
This isn’t one I have very strongly, but it did arise a little bit. There was a sense of I don’t want to have too much money because then people will want my money. (Interestingly, time doesn’t work like this since it’s not so fungible in most cases!) But overall I like being generous and I expect that if I suddenly had a bunch of people trying to get me to contribute to their things, I’d do a good job of figuring out how to manage that. And frankly probably lots of people I know have likely assumed that I have more money than I do and I haven’t received the slightest pressure related to that (although a couple people over the years asking if I’d angel invest, which is the kind of message I’d like to get from friends anyway!)
» read the rest of this entry »Last year I started a new habit of taking a weekly “day off”. The two key things that make my day a “day off” are:
I’ve kind of tried to keep those 2 elements alive during the day too though, meaning:
If some event is particularly juicy and only happens that day, I might put it on my 2nd calendar (more of an “fyi”) so that I know that the opportunity is there.
But I make it clear for people not to assume I’ll go.
Sometimes, a day or two before my day off, I imagine what I might do that day, but I still have to find out.
Saturday-me can delight in the present FEELING of how satisfying it might feel to spend my Sunday day off finishing an old backburner project… but it’s a fantasy, not a plan!
If anyone asks me “what are you doing on tomorrow/Sunday?” I just say “whatever I feel like doing!”
It’s simultaneously kinda scary & profoundly liberating to tell people I’m not available on a given day not because I’m busy but because my schedule is completely empty and NOBODY (not even me) is allowed to fill it.
» read the rest of this entry »While queuing up the 100× vision post last week, I realized I hadn’t published another vision doc that I wrote awhile back and had been sharing with people, so I figured out would be good to get that out too. In contrast to the 100× vision, which is imagining the 2030s, this one is the adjacent-possible version of the vision—the one where if you squint at the current reality from the right angle, it’s already happening. I wrote this one originally in November 2020. There’s also A Collaborative Self-Energizing Meta-Team Vision, which is a looser sketch.
This is intended to evoke one possibility, not to fully capture what seems possible or likely.
In fact, it is highly likely that what happens will be different from what’s below.
Relatedly, and also central to this whole thing: if you notice while reading this that you feel attracted towards parts of it and averse to other elements (even if you can’t name quite what) then awesome!
Welcome that.
Integrating everyone’s aversion or dislike or distrust or whatever is vital to steering towards the actual, non-goodharted vision. And of course your aversion might be such that it doesn’t make sense for you to participate in this (or not at this phase, or not my version of it). My aim is full fractal buy-in, without compromise.
This diagram (except for the part where one of the people is marked as me 😉) could apply to any network of people working on projects together, that exists around a closed membrane, but I want to elaborate a bit more specifically about what I have in mind.
The Collaborative self-energizing meta-team vision public articulation 2020-10-19 is describing the outermost regions of the above diagram, without any reference to the existence of the membranes. The open-network-ness is captured by this tweet:
This is a beacon—want to work with people doing whatever most deeply energizes you? Join us!…how? There’s no formal thing.
Joining = participating in this attitude.
The attitude is one of collaboration in the sense of working together, and in particular working together in ways that everybody involved is excited about and finds energizing and life-giving. Where people are motivated both by the work they’re doing as part of the collaboration, and by the overall vision. That’s not to say it’ll all be easy or pleasant or straightforward—working with people is challenging! And that’s where the other layers come in.
I’m now going to jump to the innermost, closed membrane, because the dotted-line teal group kind of exists as a natural liminal area between that and the wider group.
» read the rest of this entry »
Last year, I was inspired by a fellow friend and consciousness-evolution-furtherer, who sent a screenshot of his “100× vision” in a newsletter. I replied “I feel dared by you doing that to do something similar myself.” A couple months later, I finally wrote something up. At the time it felt too big and scary to post anywhere, but perhaps I’ve grown, or just gotten more comfortable with it, or shared it with enough people who responded positively… because I now feel pretty easeful about posting it to my blog.
I’ve written some adjacent-possible visions. This one is about 10-15 years into the future—sometime in the 2030s—and is written as if I wrote it then, in the present tense, describing what I see when I look around at my life. It’s not a complete description of what I want—it’s actually very abstract and is designed to be a sort of generic placeholder vision that many people would also find themselves wanting. A friend recently challenged me to make an actual personal vision, so I’ve now done that too and it’s called “Malcolm’s bespoke personal selfish vision” but that I’m also not ready to publish. Wants can be very vulnerable!
Without further ado: here’s what I see from an imagined place in the 2030s:
I’m deeply embedded in beautiful, bountiful, brilliant collaborative human superintelligence on many scales, of which I’ll highlight 3 below. I’m not the leader on any of these scales – to some extent because there is no single leader but also because inasmuch as there is, that’s not what I’m called to do. But I was one of the major figures getting it all off the ground years ago, because I knew I needed all of this to exist in order to be thriving this much… I wouldn’t settle for anything less, and nobody else was already simply doing it in a way I could join, so I Sourced some of it.
Since precisely *what* we’re all working on at this point is highly contingent and path-dependent on both what else has happened and is happening in the world, as well as on who’s involved, and I’m writing this from a trans-timeline perspective that’s independent of those details, I can’t specify in detail what projects we’re working on, but I can describe the rough structure of things as they look right now in 2035.
I’m part of a slowly growing group of 10-20 people who are capable of getting profoundly in sync and are thus able to actually think as well as… it’s hard to put it but something like “as well as a single human could if it had 10-20x as many neurons”. Another analogy might be “a five year old is to an adult as an adult is to this collective brain”. We’re able to solve problems better than almost any individual could (except given specific expertise). Individual wisdom is integrated—the group is wise about anything that any individual in the group is wise about.
This group is one of several that are connected, and we’ve had some splittings and mergings over the years to find better configurations of people.
We have been and are ongoingly achieving this through a combination of…
» read the rest of this entry »(adapted from this twitter thread)
One thing most people don’t realize about starting a small business, particularly in the context of something with low overhead and low fixed costs, like software or media: not-enough revenue is still money!
Say you have $16k and need $2k/mo to live on. That’s 8 months of runway.
Say that after 3 months, your business makes $1k/mo. Not sustainable yet, but now you have 10 months runway! ((16-2*3)/(2-1)=10)
Not-enough revenue is still real money! 🤑
Huh. “runway” is actually backwards metaphor for this thing, at least in a personal context (may be different with “moon or bust” startups, that aren’t making any money while burning up runway).
Real runway is fixed distance, & certain speed needed for takeoff, but faster you go the sooner you run out of runway! 🛫 All-or-nothing. It’s dangerous to be going very fast but not fast enough, because it means that
By contrast, as you get momentum going with a personal business, that actually buys you more time.
» read the rest of this entry »Some years ago, I invented a new system for doing stuff, called Complice. I used to call it a “productivity app” before I realized that Complice is coming from a new paradigm that goes beyond “productivity”. Complice is about intentionality.
Complice is a new approach to goal achievement, in the form of both a philosophy and a software system. Its aim is to create consistent, coherent, processes, for people to realize their goals, in two senses:
Virtually all to-do list software on the internet, whether it knows it or not, is based on the workflow and philosophy called GTD (David Allen’s “Getting Things Done”). Complice is different. It wasn’t created as a critique of GTD, but it’s easiest to describe it by contrasting it with this implicit default so many people are used to.
First, a one-sentence primer on the basic workflow in Complice:
There’s a lot more to it, but this is the basic structure. Perhaps less obvious is what’s not part of the workflow. We’ll talk about some of that below, but that’s still all on the level of behavior though—the focus of this post is the paradigmatic differences of Complice, compared to GTD-based systems. These are:
Keep reading and we’ll explore each of them…
» read the rest of this entry »