Community programmes run on relationships. Nectis maps them, measures how they grow, and turns them into the evidence that gets programmes funded and renewed.

United Kingdom
Joined November 2017
A British biologist looked at 200,000 years of human history and found that the entire reason humans broke out of poverty was not intelligence, not language, not even agriculture, but one mechanism so simple a 6-year-old could explain it. His name is Matt Ridley. He is a zoologist by training, an evolutionary biologist by career, and in 2010 he wrote a book called The Rational Optimist that quietly argued the most important fact about human progress had been hiding in plain sight for the entire history of economics. Naval Ravikant has been telling people to read everything Ridley has ever written for the last 15 years. The reason is the argument inside this one book. For 200,000 years, anatomically modern humans walked around with the same brain you have right now. Same skull size. Same neural architecture. Same raw capacity for language, planning, and abstract thought. For roughly 190,000 of those years, almost nothing happened. Generation after generation lived and died inside the same Stone Age toolkit their great-great-grandparents had used. Then somewhere around 50,000 years ago, the line on the chart of human progress started to tick upward. Then it bent. Then it exploded. The question Ridley spent years on was the only question that mattered. What changed. It was not the brain. The brain had been the same for 190,000 years. It was not language, which had existed long before the takeoff. It was not even agriculture, which arrived only 10,000 years ago and was actually preceded by the upward bend, not the cause of it. What changed was that humans started trading with strangers. This sounds too small to be the answer. Ridley argues that it is the answer to almost everything. The moment one human exchanged a useful object with another human from a different group, something happened that no other species on earth had ever done. Two ideas that had developed in isolation came into contact. The flint knapper learned what the spear maker had figured out. The fisherman from the coast learned what the hunter from the forest had figured out. The two pieces of knowledge fused into something neither side could have produced alone. Ridley calls this ideas having sex. The phrase sounds frivolous and it is meant to. The point is that ideas, like genes, get better when they combine with other ideas from different lineages. An idea sitting inside one head, no matter how brilliant the head, eventually hits a ceiling. The same idea exposed to ten thousand other ideas does something genes do under sexual reproduction. It mixes. It recombines. It produces offspring nobody planned. The cleanest proof of this argument is the most uncomfortable case study in the book. Tasmania. Around 10,000 years ago, rising sea levels cut Tasmania off from mainland Australia. A population of roughly 4,000 humans was now isolated on an island, with no possibility of contact with the rest of humanity. They had the same brains. The same language. The same starting toolkit as their cousins 150 kilometers north. The natural experiment was now running. What happened next is something no economist or geneticist had ever predicted. The mainland Australians kept inventing. Boomerangs. Spear-throwers. Fishing nets. Bone needles for sewing fitted clothes. Watercraft with paddles. Their technology compounded slowly across the centuries. The Tasmanians went the other way. They did not just fail to invent the new tools their cousins were developing. They started losing the tools they already had. Fishing was abandoned within a few thousand years. Bone tools disappeared. Fitted clothing disappeared. They forgot how to make fire from scratch and started carrying lit firebrands from camp to camp instead, relighting their fires from a neighbor's whenever their own went out. By the time European explorers arrived in the 17th century, the Tasmanians had the simplest toolkit of any human society ever recorded. Their material culture had gone backward for 8,000 years. The archaeologist Rhys Jones called it a slow strangulation of the mind. Joseph Henrich at Harvard later proved with formal mathematical models that there was nothing wrong with Tasmanian brains. There was something wrong with their network. A toolkit requires a critical mass of people exchanging skills to maintain itself. The act of teaching a skill is imperfect. Every generation loses a small percentage of what the last generation knew. If your population is large enough and trading widely enough, those losses get caught and corrected by someone else who still remembers. If your population shrinks below a certain threshold and stops mixing with outsiders, the small losses compound until entire technologies disappear. This is the part that should haunt anyone reading this in 2026. Intelligence is not a property of the individual brain. Intelligence is a property of the network the brain is connected to. A genius in isolation will produce less than a mediocre thinker inside a dense exchange of other mediocre thinkers. The thing your ancestors needed in order to break out of 190,000 years of stagnation was not better brains. It was better connections between brains they already had. The implication for any individual is direct and uncomfortable. If you are smart and isolated, you will be outproduced by people half as smart who are connected. The most successful people in any field are almost never the smartest people in it. They are the ones positioned at the intersection of the most idea flows. They are reading more authors than their competitors. They are talking to more people from more disciplines. They are in the rooms where ideas from different lineages bump into each other. Ridley ends the book on the line that sounds optimistic but is actually a warning its this "The future will be invented by people who connect ideas, not by people who guard them."
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Political parties across the spectrum are united in condemnation of Keir Starmer’s mandatory digital ID. Everyone must continue to call this out and stand against it. Britain must never become a “show us your digital ID papers” society. We are not China.
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Collaboration fuels transformation. Great leaders foster a culture where diverse talents come together, and the sum is greater than the parts. When everyone contributes, the results are nothing short of extraordinary.
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In Europe, people are going about their lives like everything's normal. But everything's not normal. Quite the contrary: the continent is on the cusp of a new dark age. If the European Commission gets its way, accessing the free Internet may become illegal, like it is in China.
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.@cdbirt - we need a #MIG because there is a massive increase in #DeepPoverty #SocialSecurity massively cut for disabled ple and single people over many years. Almost 4 million ple living in destitution although Scotland has done better due to Scottish Child Payment, Welfare Fund
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What is incentivized is policy--all else is lip service. Incentives are how you bring your "Is Culture" more in line with your "Ought Culture". charleslambdin.com/2021/01/0…
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“All these executives going around talking about the need for innovation and increasing agility while pushing an out-of-date command & control structure focusing on efficiency aren’t going to get agility or innovation. Why? You know why. What is incentivized is policy, period.”
What is incentivized is policy--all else is lip service. Incentives are how you bring your "Is Culture" more in line with your "Ought Culture". charleslambdin.com/2021/01/0…
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Compared with people at low-trust companies, people at high-trust companies report 74% less stress, 106% more energy at work, 50% higher productivity, 13% fewer sick days, 76% more engagement, 29% more satisfaction with their lives, and 40% less burnout. hbr.org/2017/01/the-neurosci…
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When Mohammed Qahtani takes the stage at the 2015 World Championship of Public Speaking, he pulls out a cigarette and attempts to light it. That's when the crowd starts to jeer and react, " no, no, no!" He looks up, raises his arms, and replied with surprise, "what!?" Everyone starts laughing, probably out of surprise and relief! He then responds by challenging the audience. "Oh, you all think smoking kills?," he asks. "Let me tell you something." He challenges the audience with another question. "Do you know that the amount of people dying from diabetes is are 3 times as many people dying from smoking?," he asserts. "Yet, if I pulled out a Snicker bar, nobody would say anything," he continues. Again, the audience laughs along, unsure of where this is all going. Qahtani then argues, "Did you know the leading cause of lung cancer is not actually a cigarette? It's your DNA. You could smoke for years and nothing would ever happen to you." The crowd dwells in silence. At this point, the audience is not sure how to respond. He's incredibly persuasive. People are probably questioning their own knowledge at this point. "I use these arguments," he says, "...even though I just made them up." The crowd erupts into laughter. He then tells the story of how he tested this argument with a group of friends. "Two started smoking," he jokes. Qahtani takes a serious tone, now. "Words, when said and articulated in the right way, can change someone's mind." And with that, he sets the stage for a moving talk about the power of words. This reminds me of the way I introduced my TED talk years ago about social media. As a keynote speaker, I try to use words and body language to connect with the audience, to inspire and empower them to lead the way in a time when traditional management masquerades as "leadership." I don't take any stage without first interviewing people to understand what they're thinking about, what challenges they face, what keeps them up, and what they care about. Words have power and words are power. This is how we learn how to use words to move people. Wield them carefully and thoughtfully. It is how you connect with people and motivate them to change. It is how you open someone's heart and mind to change how they see and feel. It's how you inspire someone to take action in the face of uncertainty, and to create a movement that shifts the trajectory of everyone, together, for the better. #powerofwords #storytelling #keynotespeaker #innovation #leadership
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It makes me sad to see that most organizations prefer to remain in Command-and-control mode (with some agile embellishments), instead of adopting the much more functional alternative that’s now within everybody’s reach. youtu.be/B55gIWHMMXc?si=g58e… #betacodex #cellstructuredesign
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The way that Jensen Huang runs Nvidia is wild: 40 direct reports, no 1:1s - Believes that the flattest org is the most empowering one, and that starts with the top layer - Does not conduct 1:1s - everything happens in a group setting - Does not give career advice - "None of my management team is coming to me for career advice - they already made it, they're doing great" No status reports, instead he "stochastically samples the system" - Doesn't use status updates because he believes they are too refined by the time they get to him. They are not ground truth anymore. - Instead, anyone in the company can email him their "top five things" with whatever is top of mind, and he will read it - Estimates he reads 100 of these everyone morning Everyone has all the context, all the time - No meetings with just VPs or just Directors - anyone can join and contribute - "If you have a strategic direction, why tell just one person?" - "If there is something I don't like, I just say it publicly" - "I do a lot of reasoning out loud" No formal planning cycles - No 5 year plan, no 1 year plan - Always re-evaluating based on changing business and market conditions (helpful when AI is developing at the pace that it is) This org is optimized for (1) attracting amazing people, (2) keeping the team as small as it can be, and (3) allowing information to travel as quickly as possible
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“Transforming a system is really about transforming the relationships between people who make up the system...Simply bringing people into relationship can create huge impact.” Kania, Kramer and Senge
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Nectis retweeted
Creation beats consumption.
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“Hierarchy has a built in survival mechanism. It’s design has always been such that those with the power to change it have absolutely no motivation to do so.” Fiona Tribe
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'Employee Engagement' is shaped by the harmonious interplay of social needs, esteem needs, and self-actualisation needs, forming a powerful foundation and purpose within an organisation. @28praveensinha #EmployeeEngagement #EmployeeRelations peoplematters.in/article/emp…
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Toxic cultures exploit generosity. Takers impose extra work on givers, and no good deed goes unpunished. Healthy cultures reward generosity. People protect givers from takers, and cream rises to the top. Helpfulness is not a weakness to target. It's a strength to safeguard.
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The role of mycorrhizal fungi in transporting carbon into soil systems on a global scale remains under-explored.
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Never underestimate the power of collaboration. When diverse minds come together, magic happens. Let's work together to solve the world's grand challenges and create a brighter future for all.
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There are multiple barriers for disabled people self organising: #PhysicalBarriers #StructuralInequalites #LackOfFunding ; lack of #DisabilityEqualities understanding amongst funders & policy makers incl. unique role of #DPOs; lack of understanding need for #AccessFacilitation
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