Tupperware is an American company that manufactures and internationally distributes preparation, storage, and serving containers for the kitchen and home. It was founded in 1942 by Earl Tupper, who developed his first bell-shaped container and introduced the products to the public in 1946. As of 2007, it was sold by approximately 1.9 million direct salespeople on contract.[3] In 2013, the top marketplace for Tupperware was Indonesia, topping Germany. Indonesia's sales in 2013 were more than $200 million.[4] https://en.wikipedia.org/wiki/Tupperware (more)

process of Making Sense for yourself? subtype of model building (more)

Game B is a memetic tag that aggregates a myriad of visions, projects and experiments that model potential future civilisational forms. The flag on the hill for Game B is an anti-fragile, scalable, increasingly omni-win-win civilization. This is distinct from our current rivalrous Game A civilisation that is replete with destructive externalities and power asymmetries that produce existential risk. Yet Game B is not a prescriptive ideology (or an ideology at all): while the eyes of Game B players may be fixed on the same flag, the hills are multitudes and the flag sits atop each, and no player individually is equipped to map a route in advance. Rather, Game B players gather together to feel their way up each hill with their toes, sensing for the loamy untrodden ground beneath them, slowly inching forward, listening for signals from one another, adjusting at each step to orient themselves toward the flag that is barely visible. In that way, just like a game, Game B describes a modus operandi as much as it does a goal, although for now, the former can be brought into sharper focus than the latter. https://www.gameb.wiki/

Approaches to the Meta-Crisis: someone fowarded this gsheet, I don't know the original source. Here's the dump of the text, in case that's more convenient than a table: (more)

Venkatesh Rao: How to Take Your Brain Off-Road (more)

Goal Setting/ToDoList app/service. (2023: renamed Intend) https://intend.do/ | https://intentionality.substack.com/ (more)

Taylor Pearson on Why I Gave Up on AI Meeting Notes. (more)

Are you an otrovert? Why this personality type could be your greatest gift. So if introverts look inwards, and extroverts outwards, where the hell do otroverts look? Neither of the above. “Their fundamental orientation is defined by the fact that it is rarely the same direction that anyone else is facing.” (more)

Sven Brodmerkel: You're Not Too Sensitive. The Feeling Rules Were Written Without You. Part 4 of a series on why (smart) organizations do strange things to smart people. (2026-05-12) Brodmerkel Why Competent People Disappear: Functional Stupidity And The Invisible Professional Picture a moment you’ve probably had more than once. A meeting. A presentation. A conversation with a senior colleague about a decision you have significant reservations about. And in that moment, you had the wrong feeling. (more)

Sven Brodmerkel: You Solved It. The Institution Didn’t Notice. Part 5 of a series on why (smart) organisations do strange things to smart people. (2026-05-12) Brodmerkel Why Competent People Disappear: Functional Stupidity And The Invisible Professional You solved the problem before anyone else knew there was one... Not through the correct channel (more)

Sven Brodmerkel: Why Sensible Suggestions Get Strange Reactions. Part 6 of a series on why (smart) organisations do strange things to smart people. (2026-05-12) Brodmerkel Why Competent People Disappear: Functional Stupidity And The Invisible Professional (more)

Sven Brodmerkel: The Story Forms Before the Meeting Starts. Part 3 on why (smart) organizations do strange things to smart people. (2026-05-12) Brodmerkel Why Competent People Disappear: Functional Stupidity And The Invisible Professional Picture the aftermath of something that went wrong....a project that didn’t land the way it was supposed to, or a meeting that went sideways, or a decision that produced consequences nobody had planned for (more)

Sven Brodmerkel: How Organizations Teach Us Not to Think. Part 2 of a series on why (smart) organizations do strange things to smart people. (2026-05-12) Brodmerkel Why Competent People Disappear: Functional Stupidity And The Invisible Professional Picture a problem you’ve flagged before. Not once. Several times. With evidence, with context, with a clearly articulated explanation of why this keeps happening and what would need to change to stop it happening again. (more)

Venkatesh Rao term: something fundamentally mediocre (lowish value/quality), but with some extra-yet-pointless feature that makes it seem better. e.g. paying for signalling. Or even an entire Lifestyle Design outcome. See (2017-08-18) Rao Premium Mediocre Life Of Maya Millennial. (more)

Sven Brodmerkel: Why Most Values Exercises Don't Actually Help You Find Your Values. A few years ago I sat down and tried to find my values with one of those lists. Forty-odd words in two columns. Integrity. Growth. Connection. Courage. Etc. Circle five. (more)

Venkatesh Rao: A Quick (Battle) Field Guide to the New Culture Wars. the United States is in the middle of the worst culture wars I’ve seen in my life, either in my 20 years in the US, or in the previous 20 years in India (which in the 90s saw equally ferocious, but less digitally mediated, culture wars). And for once, you can’t blame Donald Trump. He’s more consequence than cause. (more)

Emotional labor is the act of managing one's own emotions and the emotions of others to meet job expectations. It requires the capacity to manage and produce a feeling to fulfill the emotional requirements of a job.[1][2] More specifically, workers are expected to regulate their personas during interactions with customers, co-workers, clients, and managers. This includes analysis and decision-making in terms of the expression of emotion, whether actually felt or not, as well as its opposite: the suppression of emotions that are felt but not expressed. This is done so as to produce a certain feeling in the customer or client that will allow the company or organization to succeed.[1] Roles that have been identified as requiring emotional labor include those involved in education, public administration, law, childcare, health care, social work, hospitality, media, advocacy, aviation and espionage.[3][4] https://en.wikipedia.org/wiki/Emotional_labor (more)

Acceptance and commitment therapy (ACT, typically pronounced as the word "act") is a form of cognitive behavioral psychotherapy (CBT) that uses mindfulness to recognize one's psychological responses and be open to one's experiences and accept them, and commitment to one's core values to create a meaningful life. ACT was developed in the 1980s by Steven C. Hayes, taking a contextualistic and holistic[a] approach to human behaviour, arguing that human suffering is created by human language (cognition), that is, the way we create and are entangled in our subjective world, and avoid certain unpleasant feelings.[1] Theoretically, ACT is rooted in B. F. Skinner's philosophy of radical behaviorism and in Hayes' post-Skinnerian functional contextualism.[2][3][4] As a therapeutic practice, ACT takes a holistic approach[3] borrowing aspects from "the human potential movement, Eastern traditions, behavior therapy, mystical traditions, and the like". https://en.wikipedia.org/wiki/Acceptance_and_commitment_therapy

Making the invisible rules of professional life visible. I explore communication, creativity, culture & neurodivergence at work — drawing on 20+ years in academia and advertising, and being late-identified at 52. Cats and sarcasm included. https://substack.com/@svenbrodmerkel

Sven Brodmerkel: Why Competent People Disappear: Functional Stupidity and the Invisible Professional. Picture a meeting you’ve been in — probably more than once. The agenda is ambitious, the stakes are real, and you’ve done your homework... And somehow, again, the meeting moves around you. The person who delivered three confident-sounding sentences about “alignment” and “moving the needle” gets the nod. Your point — the careful one, the one with the nuance and the caveats and the actual evidence — gets a polite “that’s interesting” before the conversation cheerfully rolls on without it. (mediocrity) (more)