I've been spending a lot of time exploring business ideas with Gemini 3.0 pro. It is both persuasive and inconsistent.
The pattern that has emerged is this:
My explanation for this pattern is that business viability is all-or-nothing: solve every problem, or fail. There are too many problems to focus on all of them in a single conversation. When the subset I can focus on gets solved by an idea, execution of the idea becomes the new focus of the conversation. But reintroducing the idea outside the previous context allows Gemini to focus on a new set of problems. Since nearly all business ideas have at least one fatal flaw, there will almost always be one for Gemini to discover.
Here are some examples of this dynamic. As a reminder, many of these ideas are Gemini-proposed modifications of ideas I'd suggested that were subsequently immediately rejected by Gemini in a followup conversation.
Haven't explored that option, thanks for the suggestion.
I agree sycophancy is part of the problem. However, the issue I'm getting at here has more to do with biases introduced by the way ideas are selected using my current approach.
Idea viability follows a multiplicative hurdle model based on independent factors. VALUE = A x B x C x D. AI (and human operator) only have intelligence and attention to address a subset of factors at one time (A and B). The others (C and D) are ignored. This problem is compounded by iteratively sampling ideas:
PARTIAL_VALUE1 = ... (read more)