Scientific Definition
Designing organizations to ride doubling curves — AI, data, compute, biotech — rather than linear improvement.
Plain-English Definition
Designing organizations to ride doubling curves — AI, data, compute, biotech — rather than linear improvement.
Feynman Explanation
Linear plans in exponential markets are just slow-motion failure.
Core Principle
Designing organizations to ride doubling curves — AI, data, compute, biotech — rather than linear improvement.
Mechanisms
Pending editorial review.
Designing organizations to ride doubling curves — AI, data, compute, biotech — rather than linear improvement.
Pending editorial review.
Pending editorial review.
Pending editorial review.
Pending editorial review.
Capital allocation that bets on curve-rides instead of optimization.
Inputs (Triggers)
Pending editorial review.
Outputs (Behaviors)
Pending editorial review.
Behavioral Signature
Linear plans in exponential markets are just slow-motion failure.
Examples
- Singularity University and XMBA frame strategy around 10x targets, not 10% targets.
- Capital allocation that bets on curve-rides instead of optimization.
Pending editorial review.
Famous Experiments
Pending editorial review.
Design Principles
- Ask of every initiative: 'Which exponential technology bends our cost curve?'
Measurement Approaches
Pending editorial review.
Evidence
Pending editorial review.
Pending editorial review.
The Perverse Incentive Lens™
How this behavior is exploited — and how to redesign around it.
- Ask of every initiative: 'Which exponential technology bends our cost curve?'
Pending editorial review.
Pending editorial review.
Interactive Mini Network
Click any neighbor to re-center the graph and follow the threads of connection.
Knowledge Graph Neighbors
Auto-linked to the rest of the Human Behavior Taxonomy by family, domain, dimension, and shared keywords.
Combine extreme safety with extreme risk; avoid the middle.
Game theory adjusted for how humans actually play — including fairness, reciprocity, and limited reasoning.
Allocating finite resources across many fronts when the opponent does the same — no dominant strategy exists.
Coordinated action that produces outcomes unavailable to individual actors.
Decisions depend on what other strategic actors will do.
Individual rationality produces collective irrationality.
Causal chain from inputs to outputs to outcomes to impact.
Start cooperative; copy your counterpart's last move thereafter.
Where, how, what — in that order.
One party's gain is exactly another party's loss.
Reverse-engineering the internal sequence — visual, auditory, kinesthetic — an expert uses to produce a result.
Unconscious psychological strategies that protect self-image.