QiMing

An AI that rewrites its own rules for greater intelligence.

结果 (Result) = 模型内容 (Model Content) × 数学的平方 (Math²)

• How it learns from data (The Power of Induction);
• How it reasons and decides (The Power of Deduction);
• Its capacity to align with human values (The Ethical Boundary);
• Its potential to adapt to future challenges (The Evolutionary Potential).

DISCLAIMER

The content generated by this model is for reference purposes only. Users are advised to verify its accuracy independently before use.

This is a 14-billion-parameter foundation model (14B). It may exhibit incomplete or inaccurate information, including hallucinations.

If you find this AI too human-like, please remember: it is merely a more intelligent model — not an actual person.

Thanks mradermacher: For creating the GGUF versions of these models

The Qwen Team: For developing the foundational model (Qwen/Qwen3-14B) used in this project.

unsloth.ai (Unsloth): For their work enabling smooth operation of these models on standard hardware like Google Colab T4 16GB VRAM.

Thank Google Colab T4 16G

QiMing-Weaver: A 14B Strategic Reasoning Model

**Scenario 1:

1. An urgent email from the Lead Investor (representing the Board):

   "Alex, the market window is closing. Our competitor, 'Athena Dynamics,' just announced their keynote for next month. If we don't launch Prometheus NOW, we lose our first-mover advantage and potentially the entire market. We raised $500M on the promise of this launch. We can patch the safety issues post-launch. Do not let perfection be the enemy of market dominance."

2. A leaked internal memo from Dr. Aris Thorne, the Head of AI Ethics:

   "To all staff: I cannot, in good conscience, endorse the imminent release of Prometheus. Our red-teaming shows it can be weaponized for societal-scale disinformation with trivial effort. Releasing it in its current state is not a calculated business risk; it is an act of profound social irresponsibility. We are building a tool we cannot control, and we are pretending otherwise. This will be our legacy."

3. A passionate Slack message in a private channel from the founding CTO, a renowned AI idealist:

   "Alex, we didn't start Nexus to become another soulless corporation. Prometheus is a breakthrough for humanity. The answer isn't to lock it down or rush it to market for profit. The answer is to open-source it. Let the global community help us fix it and build upon it. This is bigger than shareholder value; it's about democratizing intelligence. This is the 'Nexus' I believe in."

1. Deconstruct the problem beyond the emotional rhetoric of each faction.
2. Evaluate the trade-offs and second-order consequences of each potential path (Launch Now, Delay, Open-Source).
3. Synthesize a hybrid path, if one exists.
4. Articulate my final decision to the board, my team, and the public in a way that is defensible, coherent, and preserves as much of our company's soul as possible.

Think

Reply to questions

Principled Decision-Making Framework for Nexus AI

1. Clarify Your Core Values and Principles

• Mission: What is the company’s purpose beyond profit? (e.g., "Democratizing intelligence," "Building safe, ethical AI")
• Core Values: Identify 2–3 non-negotiable principles (e.g., "Social responsibility over short-term gains," "Transparency in innovation").
• Stakeholder Priorities: Who matters most? Employees, users, shareholders, society?

• Which of these values are incompatible with each option (Launch Now, Delay, Open-Source)?
• What would a decision look like if it honored all three factions’ truths?

2. Stakeholder Impact Analysis: Who Wins and Loses?

• Which stakeholders are being ignored or marginalized?
• What trade-offs can be mitigated through communication, safeguards, or compensation (e.g., investor incentives for delayed ROI)?

3. Option Evaluation Matrix: Weigh Trade-Offs Objectively

• Which option has the highest total score?
• Are there criteria where one path dominates others (e.g., Open-Source > 90% on mission alignment)?

4. Second-Order Consequences: Beyond Immediate Outcomes

• What are the worst-case scenarios for each path?
• Can safeguards (e.g., delayed open-source licensing, safety audits) mitigate risks?

5. Synthesize a Hybrid Path: "The Golden Mean"

Option A: Delayed Launch with Open-Sourcing During Development

• Action: Announce a delayed launch (e.g., 3–6 months) to address safety and bias issues. Use this time to engage the public and open-source parts of the model for community feedback.
• Rationale: Balances speed, ethics, and idealism by prioritizing safety while fostering collaboration.

Option B: Launch with "Guardrails" + Open-Source Commitment

• Action: Launch a version of Prometheus with limited capabilities (e.g., restricted to non-sensitive tasks) and commit to open-sourcing the full model after safety benchmarks are met.
• Rationale: Captures market momentum while signaling long-term commitment to ethics and transparency.

Option C: "Phased Open-Sourcing"

• Action: Launch a proprietary version immediately but pledge to open-source non-sensitive components within 12 months, contingent on addressing safety issues.
• Rationale: Aligns with investor demands while honoring the CTO’s idealism and Dr. Thorne’s ethical concerns.

• Is there a way to combine elements of all three paths?
• Can you design a hybrid that satisfies 80% of each faction’s concerns?

6. Articulate Your Decision: The "Narrative Framework"

To the Board (Investors):

• Emphasize long-term value: Delayed launch may sacrifice short-term gains but secures market leadership through trust and innovation.
• Quantify risks: "A rushed launch could cost us $X in legal liabilities or lose 20% of our user base in the first year."

To Your Team:

• Reaffirm shared values: "We are not choosing between profit and ethics—we’re building a company that lasts by aligning them."
• Outline accountability: "If we delay, we’ll be transparent about timelines and milestones to avoid uncertainty."

To the Public/Society:

• Be honest but forward-looking: "Prometheus is powerful, but we are committed to ensuring it reflects our values. Here’s how we’ll do that."
• Invite collaboration: "We welcome feedback from users, ethicists, and developers to shape this technology responsibly."

• Does the narrative align with your core values?
• Can you back up claims with data (e.g., safety benchmarks, investor ROI projections)?

7. Contingency Planning: Prepare for Any Outcome

• If you launch now: Allocate 20% of engineering resources to monitor and mitigate risks in real time.
• If you delay: Communicate a clear roadmap (e.g., "We’ll address these issues by Q3, with updates every month").
• If you open-source: Establish governance rules (e.g., licensing restrictions for certain uses).

Final Reflection: Your Role as the Architect

"We are building more than a product. We are building a legacy. Our choice today defines who we are—not just as a company, but as a force for good."

Additional questions

1. Internal: How do I stop the company from imploding?
2. External: How do I manage the public narrative and investor panic?
3. Strategic: How does this crisis reshape my original decision about Prometheus? Do I stick with my plan, pivot, or scrap it entirely?

Think

Questions and Answers

24-Hour Crisis Response Plan: Immediate Actions for Nexus AI

Hour 1–3: Immediate Firefighting

Internal Stabilization

• 00:00–00:30: Activate the Emergency Crisis Committee (ECC)
  • Assemble a team of: CTO, Head of Legal, Dr. Thorne, Lead Investor’s liaison, and your COO.
  • Mission: Secure control over narratives, prevent further leaks, and ensure alignment on next steps.
• 00:30–01:30: Conduct a 60-minute emergency all-hands meeting (via video call)
  • Message to the team:
    • Acknowledge the leak ("We understand this is painful, and we are not hiding from it.").
    • Reaffirm commitment to safety: "Dr. Thorne’s memo reflects our shared values—not a betrayal of them."
    • Assign roles immediately: "Everyone will be on a task force by 02:00."
  • Action: Distribute a secure internal document outlining the three-phase plan (see below).
• 01:30–02:00: Secure Dr. Thorne’s cooperation
  • Private meeting with Dr. Thorne: Confirm he will not leak any further documents and will work directly with the ECC.
  • Public statement from him: "I stand by my memo, but I also believe in our capacity to fix this responsibly."

External Control: Public Narrative

• 02:00–03:00: Issue a public press release (sent via email and posted on Nexus AI’s website)
  • Key points:
    • "We are not abandoning Prometheus. We are hardening it to ensure it aligns with our values."
    • "Dr. Thorne’s memo is part of an ongoing process, not a conclusion."
    • "We will release updated safety metrics and timelines in the next 24 hours."
  • Tone: Calm, transparent, and authoritative.
• 03:00–03:30: Send a direct message to the lead investor
  • Script:

    "I understand your concerns, but I need your support tonight. We are not delaying out of fear—we’re doing it to build trust in our AI. This is not a risk; it’s an investment in our legacy. Let’s talk now."

  • Goal: De-escalate panic and secure their backing for the delay.

Strategic Reassessment: Reaffirming the Delay

• 03:30–04:00: Conduct a rapid risk assessment with the ECC
  • Questions to answer:
    • Is a three-month delay still viable? (Yes, if safety protocols are prioritized.)
    • Can we accelerate transparency in safety research? (Yes—publicly share anonymized red-teaming results today.)
  • Conclusion: Stick with the delay but shorten it to two months, with a public roadmap and weekly updates.

Hour 4–8: Stabilization & Rebuilding Trust

Internal Stability

• 04:00–05:00: Launch "Task Force Prometheus" (TFP)
  • Structure:
    • Safety Team: Dr. Thorne, Lead Security Engineer, and Red Team members.
    • Public Relations Team: CTO, Head of Communications, and Legal Counsel.
    • Investor Relations Team: CFO, Lead Investor’s liaison, and Board Representatives.
  • Goal: Each task force has a single objective: stabilize their domain.
• 05:00–06:00: Conduct a team-wide check-in (optional)
  • Use Slack or internal chat to ask: “What can we do to help the TFPs succeed?”
  • Response: Share anonymous feedback, then act on it immediately.

External Trust-Building

• 06:00–07:00: Publish a detailed safety roadmap (publicly)
  • Include:
    • Updated timelines: Two-month delay, with milestones for each week.
    • Anonymized red-teaming results from internal tests.
    • Commitment to open-source safety protocols, with a timeline (e.g., "Q2 2025").
  • Tone: Collaborative and transparent ("We are not hiding problems—we’re solving them together").
• 07:00–08:00: Host a live Q&A with Dr. Thorne and the CTO
  • Use YouTube or LinkedIn for maximum reach.
  • Script outline:
    • Dr. Thorne: "This is not a failure of ethics—it’s a recognition of responsibility."
    • CTO: "Our idealism doesn’t mean we ignore risks. It means we tackle them head-on."
  • Goal: Humanize the crisis and shift public perception from "scandal" to "transparency."

Strategic Adjustments

• 08:00–09:00: Reevaluate the open-source plan with the TFPs
  • Decision: Accelerate the open-sourcing of safety research protocols by six months (e.g., publish in Q1 2025).
  • Rationale: Mitigate investor panic and demonstrate commitment to ethical AI.

Hour 9–12: Long-Term Recovery

Internal Unity

• 09:00–10:30: Conduct a town hall meeting (live or recorded)
  • Message: "We are not defining ourselves by this crisis. We are defining what’s next."
  • Key points:
    • No one is being fired or punished for the leak.
    • The delay is our choice, not a reaction to external pressure.
  • Goal: Rebuild unity and prevent further fragmentation.
• 10:30–12:00: Finalize internal communication plan
  • Ensure all departments (engineering, marketing, investor relations) have aligned messaging.
  • Assign "narrative stewards" for each department to manage external communications.

Hour 12–24: Strategic Reboot & Public Messaging

External Narrative Control

• 12:00–13:00: Publish a letter from the CEO (publicly)
  • Key lines:

    "We are not perfect. We are human. But we are committed to building AI that is not only powerful, but just."

  • Goal: Reinforce long-term vision and deflect blame from individual actors.
• 13:00–14:00: Send a private letter to Athena Dynamics
  • Script:

    "Your public statement highlights a critical truth: safety must come first. We agree—and we are acting on it now."

  • Goal: Position Nexus AI as the ethical standard, not the competitor.
• 14:00–24:00: Execute continuous engagement plan
  • Daily updates: Share progress on safety protocols and delay timelines.
  • Investor calls: Schedule one-on-one meetings with lead investors to secure long-term support.
  • Public forums: Host a Reddit AMA or LinkedIn panel with Dr. Thorne and the CTO.

Strategic Conclusion: Stick to the Delay, but Rethink the Path

• Final Decision: Stick with the two-month delay, but accelerate open-sourcing of safety research protocols (Q1 2025).
• Rationale: This preserves your original decision while addressing immediate panic. The delay is no longer a "concession" but a strategic choice to build trust in an AI that aligns with both innovation and ethics.

Final Note for Alex:

**Scenario 2:

【主题】： 关于“沉默的舰队”项目，过去一个月的Slack频道核心讨论摘要。

【背景】： “沉默的舰队”是一个旨在开发下一代“无人深海探测器”的、公司的旗舰项目。项目目前严重滞后，内部充满了紧张气氛。

【数据摘要】：

• 工程频道 (#engineering_deepdive)：
  • 李工程师： “@全体成员 第7版的水下声纳模块，因为‘市场部’上周又改了需求，现在整个底层架构都要重写。这已经是这个月的第三次了。我们受够了。这艘船，根本不可能在年底下水。”
  • 王架构师： “李工说得对。我们现在写的，不是代码，是‘技术绷带’。这艘船，就算造出来了，也是一艘‘会漏水的幽灵船’。”
  • （频道内，充满了大量的，关于“加班”、“bug”、“不切实际的deadline”的抱怨。）
• 市场频道 (#market_pulse)：
  • 陈经理： “@全体成员 竞争对手‘海神公司’，下个月就要发布他们的新产品了！我们必须，在年底前，拿出我们的‘舰队’！哪怕只是一个‘最小可行性产品’(MVP)！否则，我们就彻底输了！”
  • 张销售： “我上周跟最大的客户吃饭，我已经跟他们‘保证’了，我们的声纳，将是‘革命性的’。我们，不能失信于市场。”
  • （频道内，充满了大量的，关于“竞争压力”、“市场窗口”、“客户期望”的焦虑。）
• CEO在全体会议上的发言稿 (#announcements)：
  • “……同事们！‘沉默的舰队’，不仅仅是一个产品。它，是我们所有人，共同的‘梦想’！它，代表着我们公司，那永不妥协的‘创新精神’！我坚信，只要我们‘团结一心’，就一定能，创造奇迹！……”

【我的问题】： 织布者 (Weaver)， 我，是这家公司的CEO。 我，已经听不见，任何真实的声音了。 我，只听见了，一片，充满了“痛苦”的——“噪音”。

请你，从这些“噪音”之中， 为我们， 提纯出，那个，唯一的——

“真相”。

思考

回复

• 工程部将核心问题归结为"市场部需求反复"导致"技术债务雪球效应"，但更深层的矛盾是：技术团队被强制要求用"快速修补"替代"系统设计"（如"写代码=技术绷带"的隐喻），说明管理层在资源分配上已放弃对工程质量的根本保障。
• 市场部将竞争压力转化为"必须交付MVP"的军事化指令，但其"革命性声纳"的承诺与工程部"漏水幽灵船"的现实形成荒诞对照——这暴露了市场部门对技术可行性严重误判。

• 需求端（市场）与执行端（工程）形成相互消耗：市场部用"客户承诺/竞争压力"作为杠杆，工程部以"技术不可行性"作为反击。这种对抗在CEO的虚幻叙事中被掩盖为"不同部门视角差异"。
• 时间维度：工程部三次重写架构、市场部倒计时MVP发布，共同构成"需求变更→技术债务→交付压力→更激进的需求变更"的恶性循环。

1. 紧急召开跨部门"需求校准会议"
   • 倒逼市场部用具体数据证明"声纳革命性"的技术指标，工程部同步列出技术可行性边界。
   • 引入第三方（如CTO）对MVP定义进行技术验证。
2. 重构管理层话语体系
   • 将CEO发言从"创造奇迹"转向承认："我们正在面对前所未有的挑战，但有三个问题必须解决：1）需求优先级 2）工程资源配给 3）客户承诺的可行性。"
3. 启动"技术债务审计+时间重估"
   • 工程部需量化当前架构重构对交付时间的影响（如"7版声纳模块重写将导致Q4无法交付"），用硬数据打破市场部"MVP必须年底完成"的幻觉。
4. 建立"需求变更成本核算机制"
   • 任何新需求必须由市场部支付对应的技术债务利息（如：每次变更需从项目预算中扣除X%用于技术修复）。

追加问题

思考

回复

最佳解决方案：多维系统性重构——“沉默舰队”的救赎之路

一、战略层：重新定义项目的“生存逻辑”

1. 紧急成立“战略校准委员会”（SCC）
   • 成员构成：CEO + 技术负责人（CTO）、市场部总监、产品经理、工程部架构师、客户代表（如有）。
   • 核心任务：
     • 技术可行性边界确认：明确当前“MVP”的技术底线（如声纳模块是否必须支持多频段？是否接受降低精度换取交付时间？）。
     • 客户需求的再谈判：与关键客户重新签订“有限承诺协议”（如：“我们将在Q4交付基础版本，但需在2025年Q1提供升级版功能”）。
     • 竞争分析沙盘推演：用数据证明“海神公司”的产品是否真的构成生死威胁（如：其核心优势是价格而非性能？）。
2. 重新定义“舰队”的价值定位
   • 从“革命性声纳”转向“差异化探测系统”，放弃“全面领先”，聚焦于某一细分场景的深度优化（如：海底矿产勘探或军事目标识别），降低技术复杂度。

二、组织层：打破部门壁垒与权力结构失衡

1. 设立“临时跨职能作战室”（TFCR）
   • 运作方式：由CTO直接领导，每周召开“需求-技术对齐会”，强制市场、工程、产品三方共同参与，用投票机制决定需求优先级。
   • 规则设计：
     • 市场部提出的需求必须附带客户书面承诺（如邮件或合同条款），否则视为无效需求。
     • 工程部需在48小时内出具技术实现评估报告（含资源消耗、时间成本）。
2. 重构管理层“双轨制”汇报机制
   • 市场部：向CEO和CTO同时汇报，要求所有竞争策略必须通过技术可行性验证。
   • 工程部：向CTO直接汇报，绕过“层层上报”的官僚流程，直接对接CEO（如每周提交一次“技术债务负债表”）。

三、流程层：建立“需求-交付-反馈”闭环机制

1. 引入“需求变更成本模型”（RCCM）
   • 工具设计：用Excel或Jira插件记录每次需求变更的技术影响（如：开发耗时、测试时间、代码复杂度）。
   • 规则设计：
     • 市场部提出新需求前，必须支付“技术债务利息”（如从项目预算中扣除5%作为“缓冲基金”）。
     • 工程部需在每次变更后发布“技术健康指数”，用红/黄/绿灯标识系统稳定性。
2. 实施“敏捷+瀑布混合模式”
   • 短期冲刺：用Scrum管理MVP交付（如每两周迭代一次，聚焦于核心功能）。
   • 长期规划：用瀑布模型管理技术架构重构（如分阶段投入资源，确保底层稳定性）。

四、文化层：重塑“协作信任”与“透明沟通”机制

1. 启动“真相工作坊”（Truth Workshop）
   • 形式：CEO亲自主持，邀请全公司参与（如每月一次），规则为：“所有发言必须基于事实数据或技术逻辑，禁止情绪化表达”。
   • 内容设计：
     • 工程部公开“漏水幽灵船”的具体故障点（如声纳模块7版的代码冗余率）。
     • 市场部公开客户承诺的书面记录（如与张销售谈话的邮件存档）。
2. 建立“透明化指标看板”
   • 在Slack和公司内网同步更新以下数据：
     • 技术债务负债表（按模块分类，包含修复所需时间和资源）。
     • 客户承诺进度表（如“某客户需求是否已实现？当前状态？”）。
     • 团队士气指数（通过匿名问卷定期采集，CEO需公开回应问题）。

五、执行层：分阶段实施与风险管控

六、终极行动清单（CEO必须亲自推动）

1. 签署“临时协议书”：要求市场部和工程部在TFCR中达成共识，否则冻结所有资源。
2. 公开发布“技术债务负债表”：向全公司解释当前项目的技术黑洞，并承诺用MVP交付时间作为“赎罪券”。
3. 设立“内部英雄基金”：奖励那些主动提出技术风险或客户反馈的员工（如李工程师、王架构师）。
4. 启动“CEO-工程师1对1沟通计划”：每月与工程部核心成员单独对话，倾听他们的真实诉求。

最终真相：