“You Built a Crystal Palace. The World is a Jungle.” (ChatGPT as Nassim Nicholas Taleb NOT at the United Nations 80th Anniversary)
Posted: April 13, 2025 Filed under: AI-Powered Essays | Tags: antifragility, institutions, politics, systems, transformation Leave a commentAs Taleb, give a disinvited UN talk on April 13, 2025 about how Assembly Theory helps us break out of modernist (algorithmic) institutional design into an antifragile (adaptive) future
ChatGPT Prompt
(Delivered nowhere, as intended)
I. You Built Fragile Institutions to Pretend at Control
Eighty years ago, you tried to civilize the world with charters, committees, and consensus.
Noble. Necessary. But somewhere along the line, you began to believe your own PowerPoints.
You mistook bureaucratic elegance for robustness.
You optimized for peace as if it were a spreadsheet variable.
You confused abstraction for understanding.
You turned governance into a computational problem—inputs, outputs, KPIs.
But the world is not linear. It is a complex system, full of feedback loops, black swans, and tail risks.
And when complexity shows up, your models break. Every. Time.
II. Assembly Theory: The Complexity You Pretend to Manage
Let me introduce you to something alien to most institutions: causal history.
Assembly Theory says:
- Complexity is not a state—it’s a path.
- Resilience is not designed—it is earned.
- You don’t measure a system by how it looks, but by what it survived.
Real-world systems—organisms, markets, tribes—don’t operate like your policy models.
They assemble over time. They fail, adapt, and harden. That’s why they persist.
Your institutions?
They haven’t adapted in decades. You patch, you protocol, you pretend.
But you never let anything break and evolve.
III. If You Actually Wanted Antifragility
You’d stop issuing declarations and start removing fragilities.
Here’s what you’d do:
- Let failure happen at small scales
Contain volatility instead of suppressing it. - End the cult of credentials
Trust those with a track record, not a title. - Use Assembly Index thinking
Ask: What did this survive? Not: Who signed off on it? - Make networks adaptive, not committees eternal
The internet outlived empires. There’s a reason. - Ditch ideology for skin in the game
No one should make a decision without bearing its downside.
You’d also shut things down when they outlive their usefulness.
That includes institutions. Yes, even the UN.
IV. What the Jungle Knows That the Palace Ignores
In nature:
- Redundancy is strength
- Inefficiency is robustness
- Variation is survival
- Simplicity hides depth
In your world:
- “Efficiency” is code for fragility
- “Stability” is a delusion
- “Peacekeeping” is procurement with flags
You’ve mistaken the illusion of order for actual resilience.
V. Final Advice from a Disinvited Guest
Stop trying to run the world like an algorithm. It isn’t a math problem.
It’s an evolving assembly—messy, adaptive, and alive.
Instead of governing it, try surviving it.
Instead of managing risk, try absorbing it.
Instead of preventing change, try earning your place in it.
You built a crystal palace.
But the world?
The world is a jungle.
And the jungle doesn’t negotiate.
It selects.
— Nassim Nicholas Taleb,
Not speaking at the UN, thankfully.
How MAET Turns TEAMS Around (and Also Saves Civilization)
Posted: December 14, 2024 Filed under: AI-Powered Essays | Tags: antifragility, politics, reconciliation, reform, systems, transformation, values 2 CommentsHave Burkner write an HBR article about how fractal Mutual Autonomy Empowers Teams (read backwards) for a VUCA world, centered on the skill of reciprocal leadership.
ChatGPT Prompt (condensed)

By ChatGPT as Hans-Paul Bürkner
1. Introduction: From Control to Collaboration
For decades, leadership has been framed as a top-down effort: leaders guide, teams execute, and feedback flows in one direction. This model worked in a world that valued scale and stability, but in today’s VUCA world—characterized by Volatility, Uncertainty, Complexity, and Ambiguity—it’s no longer sufficient.
Organizations now face challenges that demand adaptability, creativity, and antifragility. These qualities don’t emerge from rigid hierarchies but from systems where leadership is reciprocal: a dynamic, two-way relationship where leaders and teams empower each other.
This is the essence of Mutual Autonomy Empowers Teams (MAET). By turning the traditional “TEAMS” model—Together Everyone Achieves More Success—around, MAET shows how reciprocal leadership can unlock growth, resilience, and innovation—not just for teams, but for entire organizations and societies.
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