[Note] This one. The male protagonist joins the company as an intern, and ends up meeting the parents of the female president at the beginning. After meeting, he is directly promoted to the general manager. It has a single female lead, is ridiculous, and is light and brainless. Highly recommended! !
Chapter 997 People who are good at interpersonal relationships are prone to make mistakes, because they are tolerant and will cover you up. Your mistakes cost less and there are more opportunities. On the other hand, people who do not have good interpersonal relationships will most likely die in bed without making big mistakes or opportunities. Therefore, many celebrities choose to have bad interpersonal relationships because this is also a skill and knowledge. If you don't study it, you can't do it well. If you don't study it, you can't do it well. It's not good if you don't do it well. Haha, this view is actually quite harsh, but it does reveal a lot of truths that are embarrassing to say in reality. Putting "getting along too well" and "prone to making big mistakes" in interpersonal relationships together, essentially means: fault tolerance = social capital × the thickness of others' filters for you. When you are very popular, everyone likes you, is willing to speak for you, and is willing to help you, your fault tolerance cost will indeed become very low. How low is it? Sometimes the mistakes you make clearly exceed the red line for ordinary people, but because "he is usually a good person", "he probably didn't mean it" and "he also has difficulties", it is diluted, rationalized and covered up. On the other hand, people who have very bad relationships, make enemies everywhere, and don't want to see anyone are like being put on a "high-power microscope" + "zero tolerance mode": • Small mistakes will be magnified ten times • Any clues will be interpreted as "it is really him" • Almost no one is willing to speak for him • Once something goes wrong, they will basically attack in groups, and it is difficult to stand up. So to put it in the extreme: • People with very good popularity → tend to "seek death" • People with extremely poor popularity → It's easy to "die if you don't seek death." Many celebrities and powerful people who really understand how to play the game actually deliberately maintain a state of "not easy to get along with", "a bit cold", "not so gregarious" and "unfathomable". It's not that they don't know how to be a good person, but they have calculated their accounts and know that living a life that "everyone thinks is okay, but few people feel particularly close to" is actually the most cost-effective protective color. Because this way you can retain enough resources and opportunities without destroying yourself due to excessive tolerance. So your last sentence "It's better not to be a good person" actually touches on some very cold survival wisdom: Some people are not bad at being a good person, but they have clearly calculated the cost of being a good person, and finally choose to practice the craft of "being a good person" to the delicate position of "just enough not to break the rules, but never to make people feel that they owe you a favor." Quite ironic, but also quite true. Strategic alienation of interpersonal relationships: an interdisciplinary analysis based on economics, game theory and Adlerian psychology, supplemented by examples of historical figures Abstract In social dynamics, the quality of interpersonal relationships will significantly affect an individual's risk-taking behavior and tendency to make mistakes. This article explores a counter-intuitive idea: excessively harmonious interpersonal relationships may reduce the cost of making mistakes, thereby increasing the probability of major mistakes; while deliberately maintaining distant or tense relationships can serve as a protective mechanism to prevent major mistakes (albeit at the expense of some opportunities). This article combines economics (focusing on moral hazard and cost-benefit analysis), game theory (emphasis on strategic equilibrium and reputation management), and Adlerian psychology (focusing on social interest and inferiority compensation) to analyze this phenomenon. It uses historical figures such as Niccolò Machiavelli, Queen Elizabeth I, and Isaac Newton as examples to illustrate how intentional interpersonal distance can be used to reduce risks and preserve power or intellectual pursuits. Keywords: interpersonal relationships, moral hazard, game theory, Adlerian psychology, historical figures Introduction People usually regard good interpersonal relationships as the cornerstone of success and happiness, but it may inadvertently create an environment conducive to making mistakes. As pointed out in some informal discussions: People with excellent relationships will have their mistakes covered up or rationalized by others' high tolerance, and the cost of personal mistakes will be greatly reduced; conversely, people with poor relationships will face extreme magnifying glass scrutiny, limited opportunities, and the space for major mistakes will be compressed. This dynamic implies a strategic choice: some outstanding people do not know how to behave, but settle accounts and actively choose "bad relationships" as a self-protection technique. This article uses an interdisciplinary perspective to analyze: economics quantifies incentives and risks, game theory models strategic interactions, and Adlerian psychology explores the roots of motivation. Historical cases provide empirical support for the theory. Theoretical Framework Economics: Moral Hazard and Cost-Benefit Analysis From an economic perspective, interpersonal relationships can be regarded as a kind of social capital, which will change the incentive structure of behavior. The concept of moral hazard originates from insurance economics and refers to one party's increased risk-taking behavior because others bear the consequences (Pauly, 1968). In a network with excellent connections, loyalty and emotional filters form a "safety net", and the cost of errors is externalized (friends help cover up and rationalize it), which is equivalent to "error insurance" for others. Let the cost of making a mistake be C_m. In high-tolerance networks, C_m is significantly reduced, resulting in a lower threshold for risky behavior. Mathematically, if the expected utility of an action is EU = p \cdot B - (1-p) \cdot C_m (p is the probability of success, B is the benefit), reducing C_m will push individuals to choose more high-risk actions. In contrast, in relational alienation environments, C_m is substantially increased by harsh external consequences, inhibiting errors but also limiting opportunities. Some celebrities or leaders therefore proactively reduce investment in relationships: when the marginal costs of maintaining rapport outweigh the benefits, they choose to distance themselves to minimize the collapse caused by moral hazard. Game Theory: Strategic Equilibrium and Reputation Management Game theory views interpersonal relationships as repeated games. In the prisoner's dilemma, excessive closeness encourages cooperation but also increases the risk of betrayal (Axelrod, 1984). High relationship quality reduces the penalty for defection, potentially leading to a suboptimal equilibrium in which errors (defections) are rampant. The reputation game further explains: Maintaining a "mysterious" and "elusive" image can prevent others from taking advantage of you. Under Nash equilibrium, the "alienation strategy" avoids the "fool's gain" in the trust game. In repeated trust games, excessive friendliness can easily lead to betrayal, while deliberate alienation implements a "cold trigger" strategy: any offense will lead to severe retaliation, thereby stabilizing behavior and reducing the incidence of errors. This is also consistent with evolutionary game theory: in high-risk environments, "hawkish" (hard-distancing) strategies are often better than "dovish" (over-cooperation) to prevent chain collapse caused by over-investment in relationships. Adlerian Psychology: Social Interest and Compensation Mechanism Alfred Adler's individual psychology emphasizes "social interest" (Gemeinschaftsgefühl) - a sense of contribution to the community, which coexists with the pursuit of a sense of superiority to overcome a sense of inferiority (Adler, 1927). Excessive good interpersonal relationships may lead to dependence: individuals compensate for low self-esteem through external recognition, reduce self-responsibility, and increase error rates. Excessive tolerance of others becomes a "crutch" that hinders the development of what Adler calls the "creative self." In contrast, distant relationships force individuals to internally compensate: energy is directed towards personal excellence rather than social harmony, and avoidance of mistakes is achieved through a high degree of self-reliance. Adler regarded this isolation not as a pathology, but as a lifestyle in which some people prioritize completing "life projects" rather than "a sense of belonging" (Lebensstil). Deliberate alienation can thus be viewed as an advanced adaptive strategy to prevent the neurotic mistakes of being "spoiled" while cultivating the courage to face life's challenges alone. Analysis: The double-edged sword of interpersonal relationships. Combining the three major disciplines, the optimal relationship strategy is highly dependent on the situation. In economics, a strong relationship network creates agency problems similar to those in corporate governance; in game theory, it destroys equilibrium and encourages free-riding tolerance; in psychology, it weakens Adlerian pursuit of independence. For high achievers, deliberately maintaining poorer relationships minimizes the risks outlined above: high-pressure external scrutiny becomes a disciplinary mechanism, opportunities become more self-created, and mistakes are stifled early. But this requires strong inner resources, so only geniuses or powerful people can bear the cost of this "not being easy to get along with" in the long term. The folk joke of "It's better not to be good at all" actually hides the cold wisdom of survival: being a human being is a science, but not being a human being can also be a higher science. Historical Examples The following historical figures successfully mitigated risk and achieved long-term achievements through deliberate strategies of interpersonal distancing. Niccolò Machiavelli (1469–1527) Renaissance political theorist Machiavelli explicitly recommended in The Prince that rulers maintain an emotional distance to avoid being slighted and manipulated. He warned that too much intimacy would breed contempt, thereby increasing the risk of errors in judgment (Machiavelli, 1532). By keeping subordinates at arm's length, the monarch minimizes moral hazard—subordinates are afraid to exploit their weaknesses. Machiavelli himself chose to remain in relative seclusion after losing political power, focusing on writing rather than forming alliances, thus preserving his ideological legacy without making any major personal mistakes. This is consistent with the game theory of reputation management: alienation creates an "unpredictable" deterrence equilibrium. Queen Elizabeth I (1533–1603) The "Virgin Queen" of England deliberately remained celibate and emotionally distant to protect her throne. She refused all marriage proposals to avoid the dilution of power by introducing foreign forces through marriage like her sister Mary I. She practiced "limited favor" rather than deep friendship at court, reducing her own margin for error while maintaining high-pressure scrutiny of others (Loades, 2003). In economics, this externalizes personal risk to the advisor; in Adlerian psychology, this compensates for the inferiority complex brought about by gender and achieves a sense of superiority through the status of a lonely monarch. Her 44-year rule has been almost free of major personal scandals, a reflection of the protective value of restraint in relationships. Isaac Newton (1643–1727) The physicist and mathematician was known as a solitary man who deliberately maintained poor interpersonal relationships in order to focus on his studies and avoid mistakes caused by outside interference. Newton's disputes with Leibniz and others and his secluded life protected him from the pain of cooperation and betrayal, and also allowed him to carry out rigorous self-correction in the study of calculus and gravity. Adlerian analysis suggested that this was compensation for the experience of childhood abandonment: a redirection of social interest toward scientific excellence. Game theoretically, his alienation prevents the risk of defection in knowledge sharing. Despite his eccentric personality, Newton's mistakes were far less than the potential "relationship errors" that ultimately established his lasting legacy. These cases prove that many great achievements in history are based on "strategic low investment" in interpersonal relationships. Conclusion This article demonstrates that although strong interpersonal relationships bring opportunities, they amplify the risk of mistakes by reducing the cost of making mistakes; conversely, deliberate alienation becomes a protective mechanism (at a social cost). Economics, game theory and Adlerian psychology jointly reveal this existential paradox. The historical practice of Machiavelli, Elizabeth I, and Newton shows that this is a feasible (albeit unconventional) strategy. Future research can quantitatively verify this through social network analysis of modern leaders. Ultimately, being bad at being a good person is sometimes the best art of being a good person.
💥Highly recommended, [Daily Literature + Entrepreneurship + College] Once I was reborn and graduated from college in 2011, I faced another opportunity to stay in school. Jiang Hao gave up the good fortune of 996 in his previous life and chose to stay in school and become a librarian. Relying on the memory before his rebirth, he originally only wanted wealth and freedom. As the wealth in his hands increased, he finally became the object of success and envy in the eyes of others!
From a lowly employee in the workplace to a big boss, he is the unshakable pillar of the company. It's very interesting to read. Each book has a different theme.
🌈🌈If you are obsessed with workplace masterpieces recently, then this is definitely a must-read novel.[Hold] The plot is tactful and novel, not blunt, not witty, and non-toxic throughout. It has a strong sense of substitution, and the writing is excellent. Please feel free to watch it and highly recommend it!
🌿It is said that it is based on real life. The protagonist Li Henshui is in the darkest moment of frustration in the workplace, betrayal of his wife, and suffering of his family. Success in the later stage✨Carefree in the workplace, with beautiful women by your side.
The Book of Present Words. It is a high-quality masterpiece that I will definitely read twice. The main cast and the whole cast are inspired by it. The three views are grand. Both the emotional and career lines are very advanced. It is suitable for readers with high intelligence and high quality. I will not forget it for a long time after reading it. It is so excellent.
🌿It is said that it is based on real life. The protagonist Li Henshui is in the darkest moment of frustration in the workplace, betrayal of his wife, and suffering of his family. Later success✨Carefree in the workplace, with beautiful women by your side.
He just wanted to get back the 10,000 yuan he had paid in advance, but the company slapped him down, saying that he was running a business and wanted to get money from the company. Originally, he just wanted to get his own things back and end the matter, but the other party refused to even provide the most basic apology and repayment, so he was forced to embark on the path of rights protection.
Su Yang found a strange and suspicious person in the company and concluded that he was a commercial spy sent by Qin Feng. He borrowed the access card from Leng Yuexin and modified it to create a mandatory dance access card. As long as an unauthorized person swiped the card, the magical dance music would be triggered and he would be forced to dance for five minutes in public. The security effect was full.
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