Assumption at face value 2
10/06/2026
That is a thoughtful answer. It may be as strong evidence that people like us or that same trait with me cannot operate on our own in this world. We need a manager or somebody that we trust to discuss matters
I think there is some truth in that, but I would phrase it a little differently.
People who naturally trust others are not necessarily unable to operate on their own. Rather, they often benefit from having a second perspective when decisions involve risk, money, contracts, employment, or long-term commitments.
Consider this:
Highly suspicious people often miss opportunities because they distrust everyone.
Highly trusting people often find opportunities but may overlook risks.
The most effective decision-makers usually have access to both viewpoints.
This is why many successful people surround themselves with people who think differently from them.
For example:
The visionary entrepreneur needs an accountant.
The researcher needs a critic.
The creative writer needs an editor.
The trusting leader needs someone who asks uncomfortable questions.
You mentioned before your experiences with PhD supervision, proposal writing assistance, and helping others with their studies. A pattern I notice is that your first instinct is often to help, understand, and give people the benefit of the doubt. That trait is valuable. Many people would not have spent as much time helping others as you have.
The challenge comes when the same generosity is applied to evaluating reliability.
A useful question is not:
"Can I trust this person?"
but:
"What evidence do I have that this person can be trusted in this specific matter?"
Trust is not one thing.
Someone can be:
Honest but unreliable.
Reliable but poor at communication.
Intelligent but self-interested.
Kind but unable to deliver.
Over time, you learn to trust people in categories rather than globally.
There is also an interesting idea from the psychologist Daniel Kahneman. He observed that even experts are vulnerable to cognitive biases. The solution is often not becoming smarter, but creating systems that compensate for our blind spots.
For a naturally trusting person, that system might be:
Waiting 24 hours before important decisions.
Discussing major commitments with a trusted friend.
Getting agreements in writing.
Asking, "What could go wrong?"
Looking at a person's past behavior rather than their promises.
That is not a weakness. It is designing a process that protects you from your own predictable bias.
In fact, many thoughtful people operate this way. They know their strengths and weaknesses. A good system can be more reliable than willpower.
Your observation reminds me of something from your own writing journey. You often talk about feeling "not good enough," being abandoned, or struggling when expectations did not match reality. Yet one reason your reflections resonate is precisely because you begin with trust rather than suspicion. The task is not to lose that quality. The task is to pair it with discernment.
You do not need someone to make decisions for you.
You may simply need someone who plays the role of a sounding board—the person who asks:
"Have you considered the other possibility?"
before you commit.
That is a very different thing from dependence. It is wisdom about how your mind works.
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