Changes

Stephen Le’s Adaptive Persistence protocol across all six views: 62 proposed statements and 45 proposed connections, each with a source locator. No endorsement, trial or outcome is recorded.

• Added

  AI reconstruction from Stephen Le’s two Adaptive Persistence documents.

  A group lasts and does well in its environment.Members manage the dynamics among them.It adapts to changes in its environment.It withstands severe shocks.Its capacities match its environment.Decisions are inclusive and conflicts get resolved.Costs and benefits are fair; norms are visibly upheld.It watches its environment and makes sense of it.It tries small bets and learns from them quickly.It keeps spare capacity and can recover.Failures stay local; crisis authority is clear.It knows how volatile, hazardous and varied its world is.Pressure for visible progress favours quick fixes.Competitive settings discourage vulnerability.Fear keeps real needs hidden.It hasn't assessed its environment.Fixes treat symptoms; the mismatch remains.Free riders make cooperation hard to sustain.Conflict keeps returning; trust and morale fall.It cooperates well enough to compete.Members need to say what really gets in the way.Members need to protect their standing.Be open and vulnerable.Keep your guard up.Assess, close the biggest mismatch, and repeat.Emphasise the capacity the environment calls for.Name what gets in the way, and move anyway.Start lighter where vulnerability feels unsafe.Agree success criteria and test against them.It sees which capacity it is short of.Hidden needs get voiced.Members take part in the fix.Fixes reach causes, not symptoms.Conflict gets resolved, not repeated.Capacities fit the environment better each cycle.Le reports four cases where groups reconciled.The group can run one full cycle.Members disagree on the main issue.One agreed main issue with success criteria.There is no data on environment or capacities.Assessments describe the environment and capacities.Members feel too unsafe to speak.A format that fits the group's size and trust.Leading the method takes training.Someone trained can lead the matrix.The group is wary of emotional methods.The matrix speaks the group's language.Members disagree about the main problem.Orient: agree one issue and what success means.One agreed issue, with success criteria.No shared picture of environment or capacities.Assess: interview and survey about the five factors.Shared data on the environment and 24 principles.It is unclear which capacity to work on.Analyse: choose the capacity to adjust.One capacity chosen to improve.Fear keeps the real obstacles unspoken.Adjust: work through the matrix together.Agreed ways of acting toward the capacity.Nobody knows yet whether it worked.Repeat: reassess, and stop when criteria are met.Criteria met, or a new cycle starts.and 45 connections