There's a physicist at Stanford named Safi Bahcall who modeled this exact principle and the math is wild.
He calls it "phase transitions in human networks." When you're stationary, your probability of a lucky event is limited to your existing surface area: the people you already know, the places you already go, the ideas you've already been exposed to. Your opportunity window is fixed.
When you move, your collision rate with new nodes in a network increases nonlinearly. Double your movement (new conversations, new cities, new projects) and your probability of a serendipitous encounter doesn't double. It roughly quadruples. Because each new node connects you to their entire network, not just to them.
Richard Wiseman ran a 10-year study at the University of Hertfordshire tracking self-described "lucky" and "unlucky" people. The single biggest differentiator wasn't IQ, education, or family money. Lucky people scored significantly higher on one trait: openness to experience. They talked to strangers more, varied their routines more, and said yes to invitations at nearly twice the rate.
The "unlucky" group followed the same routes, ate at the same restaurants, and talked to the same 5 people. Their networks were closed loops. No new inputs, no new collisions.
Luck isn't random. Luck is surface area. And surface area is a function of movement.
The lobster emoji is doing more work than most people realize. Lobsters grow by shedding their shell when it gets too tight. The growth requires a period of total vulnerability. No protection, no armor, soft body exposed to the ocean.
That's the cost of movement nobody posts about. You have to be uncomfortable first. The new shell only hardens after you've already moved.
“Why can’t data centers just use dirty water?
Why does it have to be clean drinking water?”
Short answer: Servers aren’t rice, so they don’t need water.
Long answer:
Most data centers don’t dump water onto servers. Instead, they use it for cooling systems like chillers, cooling towers, and heat exchangers.
However, those systems hate dirty water.
Dirty or untreated water contains:
- Minerals that cause scale buildup
- Dirt and sand that clog pipes
- Microbes that lead to corrosion and biofouling
These issues reduce heat transfer, damage equipment, and cause downtime, which is the worst thing that can happen in a data center.
Therefore, data centers use treated and clean water because it’s predictable, chemically stable, and easier to control in the long run.
It’s also important to note that most data centers don’t actually use drinking water quality the entire time. Instead, they often treat wastewater, recycle cooling water, use closed-loop systems, and switch to air cooling whenever possible.
The “clean water” headline may sound alarming, but it’s not as bad as it seems.
Using “dirty water” without heavy treatment would significantly reduce efficiency, increase failures, and cost more in the long run.
Cooling data centers isn’t about being fancy. It’s about keeping billions of dollars of hardware alive. Heat is the enemy, and uncontrolled water makes it worse.
Hope you learnt something new today.
I’ll see y’all on the next post I qoute.
This conversation isn’t as straightforward at all.
First, the margins in many of these businesses are not as attractive as they look from the outside. What appears to be “good profit” is often supported by ajo/osusu, cooperatives, informal borrowing, and ongoing loan repayments. Cash flow is usually tight, the pressure is constant, and the risk is high.
Second, many of these parents fully understand the personal sacrifices required and the physical and emotional toll it takes to keep them running, often costing them of their health, rest, and family life. Because of that experience, a lot of them don’t want their children to inherit the burden and in many cases, the children themselves don’t want it either.
That leads to the bigger issue: structure and systems.
Most of these businesses are completely owner dependent. The promoter is everything and that makes the business very hard to transfer without forcing the next generation to repeat the same exhausting pattern. Nobody wants to spend four years in university only to return to fanning coal under a pot of amala every day.
The few second generation success stories we see are usually where the business was in some way systemised and had a degree of separation from the owner’s daily labour. That’s what we should be encouraging, building real businesses, not romanticising hardship or shaming young people for wanting better working conditions.
The goal should be to help local businesses grow beyond survival mode into something scalable and transferable.
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