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From YouTube: Community Advisor Subcircle Purpose Discussion
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A
B
A
The
first
thing
I
wanted
to
see
if
anybody
wanted
to
comment
on
was
just
maybe
a
little
past
present
future
mapping
on
this.
Like
does
this
whole
idea
of
a
sub-circle?
Is
that
feeling
pretty
organic
like
it's
a
natural
evolution,
or
are
we
building
some
superstructure
onto
this,
and
also
is
there
like
this?
A
I
haven't
been
around
as
long
as
any
of
you,
but
it
seemed
like
there
was
a
lot
of
noise
around
the
ca
process
in
general
in
fund
seven,
and
I
was
curious
if
that's
how
it
seemed
to
you
too,
like
was
there
actually
a
credibility
hit
to
the
ca
process.
C
Okay,
before
we
go
any
further,
let's
take
a
step
back
and
when
you
say
this,
can
we
get
it
from
nadia
or
someone
who
says
what
is
it
when
we
say
this,
because
when
I
wrote
those
ideas
for
subcircle
that
was
like
a
month
ago-
and
a
lot
has
happened
since
that-
and
I
don't
even
know
what's
happening
now,.
B
Maybe
I
can
give
you
a
little
bit
of
a
frame,
so
jeremy
just
reached
out
and
said
you
know
we
have
a
lot
put
together
on
this
subcircle.
B
The
the
documents
got
circulated
that
each
of
the
people
on
this
call
have
contributed
to
and
really
sort
of
made,
a
stance
that
the
subcircle
development
is
is
important
and
that
we
need
something
like
this
for
the
purposes
that
you
know
are
in
those
documents
which
is
kind
of
what
we're
going
to
talk
about
here,
so
jeremy
reached
out
and
has
just
been
putting
together
some
ideas
for
helping
to
to
move
it
forward
and
what
our.
B
What
our
hope
is
for
this
conversation
is
that
we
get
sort
of
on
the
same
page
together
as
far
as
the
purpose
and
the
vision
for
for
letting
a
sub-circle
emerge
and
for
cultivating
that
and
that,
then
we
take
this
conversation
once
we
have
sort
of
a
core
understanding,
we
take
it
more
broadly
to
the
community
so
that
we
can
really
expand
and
diversify
the
group
thinking
about
it
and
also
start
to
maybe
put
it
into
practice
for
the
things
that
are
coming
up
towards
fund
date.
B
For
that
the
cas
need
to
determine.
So
I
think
maybe
jeremy's
question
there
is
to
say
there
has
been
time
passed
since
we
originated
talking
about
it
and
what
is
everyone's,
what
is
everyone's
feeling
on?
Maybe
just
a
refresher
on
this,
the
state
of
the
need
for
it
and
anything
that
would
have
been
added
to
the
to
the
conversation
since
that
time.
B
Is
that
helpful
jeremy
yeah,
that's
totally
fair,
okay
and
then,
from
from
this
conversation,
and
I'm
just
going
to
play
a
role
of
facilitating
here,
just
sort
of
deepening
questions
and
making
sure
we
unpack
stuff
so
that
that
is
my
role.
So
that
each
of
you
can
contribute
to
it
who
have
to
the
discussion
who
have
really
formulated
the
the
idea
and
the
and
the
process
and
the
and
the
opportunities,
and
so
that's
gonna.
C
Yeah,
can
we
hear
from
others
also
like
what
are
the
initial
thoughts
about
sub-circle.
D
Yeah
I
mean
this
idea
of
a
subcircle
is
now
I
don't,
I
think,
about
a
month
or
even
a
bit
yeah
a
bit
longer
than
that
tommy,
I'm
not
sure
if
you
proposed
it
or
if,
if
you
didn't
propose
it,
someone
else
will
propose
it
or
would
have
proposed.
D
C
D
D
The
natural
questions
emerge
like
who
is
going
to
do
it
who's
going
to
put
in
the
time
who's
going
to
put
in
the
effort
who's
going
to
make
the
decisions
right.
That's
the
most
difficult
thing
right
now,
there's
five
of
us
in
the
conversation:
okay,
we're
not
making
any
decisions,
we're
just
talking
and
makes
no
sense
to
have
a.
D
With
like
300
people,
just
nothing
would
be
you
know
achieved.
I
definitely
think
there
is
a
need
for
a
sub
circle.
Why?
Well?
I
would.
I
would
see
the
the
reason
for
the
sub-circle
to
exist
is,
for
you
know,
first
of
all,
for
maybe
for
nadia
to
have
a
place
to
hear
the
voices
to
kind
of
efficiently
communicate
that
in
the
main
catalyst
circle,
let's
say,
but
we
have
to
structure
communication.
Somehow
you
know,
because
telegram
is
overwhelming
to
be
polite.
D
D
Now
me
being
more
operationally
focused,
I
don't
have
a
single,
quick
solution
on
how
to
do
that.
The
most
difficult
part
is.
We
need
to
ensure
that
everyone's
voice
is
heard
right.
That's
the
difficult
part
because
to
have
everyone's
voice
heard,
people
need
to
be
willing
to
say
what
you
know.
What's
on
their
mind,
what
what
there
is
to
give
their
opinion
and
those
opinions,
kind
of
need
to
be
analyzed,
thought
about
and
then
put
into
action
right.
So
that
can
be
our
first
step.
D
E
Well
depends
on
where
you
are
I'm
fine
with
either
one
simon
is
in
swedish.
Simon
is
the
you
know,
english
and.
E
Yeah
well,
I'm
used
to
simon
at
this
point
so
yeah
I
mean
okay
I'll
just
take
on
from
there.
My
initial
reaction
was
to
have
just
someone
keeping
track
on,
say,
reddit,
someone
keeping
track
of
discord
and
then,
like
I,
don't
know
two
people
on
the
telegram
and
then
so
so
that
nadja
has
kind
of
people
that
they
she
can
rely
on,
providing
the
some
kind
of
digested
summary
of
what's
been
going
on
very
practical.
E
Another
thing:
another
thought
that
I
got
just
from
what
philip
said
was
well.
I
think
I
think,
there's
a
there's
a
risk
of,
I
guess,
creating
barriers,
or
at
least
the
perception
of
this
being
some
kind
of
I
don't
know
elite
group
or
whatever
special
selected
group,
and
we
don't
want
that.
So
I'm
just
trying
to
think
of
how
do
we
make
sure
this
is,
I
guess,
accessible
in
one
way
or
or
at
least
transparent?
If
there's
some
kind
of
selection
into
a
sub-circle.
E
So
these
are
just
my
only
thoughts
really.
I
am
I'm
not
entirely
sure
why
the
what
what
the
what
the,
what
the
purpose
of
the
sub-circle
really
is,
even
after
reading
or
like
giving
some
input,
but
I
isn't
there.
I
do
google
docs
that
someone
made
and
there
was
a
form
I
remember,
filling
in
a
form
and
what
happened
with
that
like
stuff.
B
Yeah
I'll
send
you
this
sub
circle,
I'll
put
the
subsequent
root
doc
in
the
chat
here,
and
the
survey
summaries
really
the
the
summary
is
encapsulated
in
here
or
this
yeah.
The
survey
is
encapsulated
in
here
and
the
results
of
it
and
I
think
that
those
are
collect
and
tommy.
B
You
ran
that,
so
you
should
speak
to
it
but
collected
in
order
that
we
really
get
a
sense
of
contributing
to
the
community's
insight
to
the
creation
of
the
purpose
and
the
movement
of
ensuring
that
we're
moving
forward
with
something
that
is
collectively
needed
and
to
understand
what
drives
that
need.
A
B
A
E
Yeah,
just
to
finish
off,
I
just
realized
that
one
of
the
key
things
that
the
sub
circuit
could
be
doing
is
the
project
catalyst,
improvement
proposals
being
kind
of
the.
I
mean
the
ones
who
are
pushing
forward
a
proposal
like
really
improving
on
it.
That
idea
might
originate
from
the
community,
but
where
we
or
you
know
whoever
ends
up
being
on
the
circle,
are
the
ones
who
are
perhaps
writing
it
out,
spelling
it
out
actively
asking
for
feedback
and,
like
just
you
know,
yeah,
just
just
making
things
move
forward.
E
A
Yeah
I
can,
I
can
speak
to
the
survey
a
bit
there.
There
was
really
some
key
points
to
take
from
it
and,
like
the
absolute
number
one
point
to
take
from
it
for
the
community.
Responding
to
it
was
that
connection.
They
said.
Friendship
and
relationships
were
the
value
for
being
a
catalyst,
and
so
that
tells
you
whatever
you
do.
You
can't
step
on
that
and
when
they
say
friendship
and
relationships,
they're
talking
about
connection-
and
they
say
friendship
because
they
mean
a
meaningful
connection.
That's
how
I
take
it.
A
That's
how
they're
they're
defining
these
things
means
they're
deepening
the
connections,
it's
not
about
the
number
of
them.
I
mean,
as
tommy
said,
that
you
get
enough
connections
and
it
gets
pretty
overwhelming
pretty
fast.
So
it's
not
about
some
critical
mass
attention.
It's
about
really
getting
deep,
meaningful
connections
there
and
then
there
you
can
kind
of
divide
everything
else.
They
talked
about
in
the
two
groups
and
in
the
first
group,
you've
got
your
opportunities
like
this
is
what
I
would
call
the
self-interest
groups
they're
saying
they
want
to
learn.
A
They
want
to
see
educational
materials,
they
want
organization
and
prioritization,
and
this
is
speaking
to
simone
and
the
the
cips,
because
we
all
see
the
iterative
dropbox
filling
up,
but
we
don't
see
it
emptying
out
and
and
then
collaboration
and
growth.
So
these
are
the
things
they're
thinking
about
they're
thinking
about
the
teams.
They
can
be
working
in
the
personal
growth
they're
going
to
be
experiencing.
A
At
the
same
time,
they're
saying
lead
by
example
when
they
talk
about
the
sub-circle,
so
they're
asking
for
leadership,
but
in
the
same
breath
they're
saying
collaborative
governance,
constructive
discussion
fast,
effective,
positive
change.
This
is
not
you
know.
This
is
not
a
common
idea
of
leadership.
It's
very
much
the
unleadership
concepts.
A
To
that
point,
I
think
we
could.
We
could
maybe
discuss
how
how
leadership
in
this
context
is
kind
of
a
two-edged
sword
and
and
and
how,
if
we
get
our
purpose
right,
we're
kind
of
setting
up
our
leader
as
that
sort
of
invisible
purpose.
That's
it's
leading
with
like
an
invisible
hand,
kind
of
any
thoughts
on
that.
C
Okay,
maybe
I
could
jump
in
here
out
of
the
million
slides
that
I
created.
I
want
to
show
you
one.
Can
I
do
this.
B
Yep,
should
I
give
you.
C
But
things
that
I
got
from
here
is
manifold.
We
want
to
support
not
yet
because,
if
you're
successful,
then
everyone
is
successful.
We
want
to
keep
track
of
the
development
and
see
the
progress.
C
F
C
I
try
not
to
spend
more
than
three
minutes
on
this,
but
I
would
like
everyone
to
understand
why
I've
created
this
and
and
what's
the
point.
So
maybe
this
can
be
a
basis
for
further
conversation,
so
in
the
world
of
business,
there's
very
good
tools
that
are
applied
in
in
different
ways
and
when
we
come
to
catalyst
which
is
basically
a
social
movement,
more
than
a
non-profit,
it's
a
social
movement,
more
than
a
business.
It's
a
innovation
platform
and
and
it's
some
new
kind
of
structure
that
doesn't
exist.
C
So
you
probably
cannot
just
take
those
old
tools
and
apply
them
directly.
So
I
tried
to
adapt
like
this
like
strategic
thinking,
acting
influencing
kind
of
concepts,
and
I
took
the
agile
concepts
and
I
tried
to
marry
them
together
and
see
like
what
could
this
mean
from
the
catalyst
perspective.
C
So
I
think,
already
a
month
ago,
jeremy
and
I
we
identified
that
the
purpose
is
probably
something
that
we
need
to
figure
out.
First,
because
that's
the
basis
for
everything-
and
even
now
simone
said
that
I
don't,
I
still
don't
know
what
subcircle
is
because
no
one
knows
we
don't
know
what
it
is
because
we
haven't
created
it.
We
will
know
when
we
have
created
so
first,
the
purpose
the
dream,
the
values.
What
do
we
want
to
get
out
of
this?
C
Do
that?
First,
then,
linking
to
that
what
kind
of
culture
we
want
to
have
and
then,
if
we
leave
the
culture
properly,
then
that
is
the
brand
that
is
in
the
heads
of
all
of
our
stakeholders,
including
us,
because
we
are
the
most
important
stakeholders
because
we're
the
users
of
the
system.
C
C
C
It
can
take
about
one
to
three
years
to
actually
reach
those,
but
at
least
it
form
forms
a
bit
of
a
road
map
that
you
look
from
the
strategic
terms
perspective
and
from
the
perspective
of
those
core
categories
that
george
has
been
working
on.
C
C
B
C
C
So
sponsors
are
people
who
are
leaders
of
this
epic,
so
these
epics
can
be
well.
I
can
come
back
to
that
later.
What
these
call
categories
are,
but
each
call
category
or
epic.
They
have
a
sponsor,
then
there's
initiatives
that
make
these
epics
happen,
and
these
are
implementable
initiatives
that
break
down
these
objectives
into
actionable
plans,
and
then
each
of
these
initiatives
is
coordinated
by
a
champion.
C
So
out
of
all
the
cas,
we
could
pick
one
champion
who
takes
one
initiative
and
sees
it
to
fruition.
No,
no
matter
how
long
it
takes,
and
then,
when
we
come
to
the
weekly
work,
we
have
these
project
backlog
items
pbis
or
we
have
user
stories
same
thing
which
outline
the
desired
outcomes.
From
the
perspective
of
an
end
user
and
the
end
user
role
can
be,
for
example,
a
community
advisor
or
a
voter,
or
a
proposer
or
whatever,
whichever
stakeholder
there
is.
C
So,
instead
of
calling
it
iterative
dropbox,
we
would
be
calling
it
backlog
and
we
could
see
that.
Okay,
this
is
our
progress.
We
have
done
these
things
and
this
is
what's
yet
to
be
done.
This
is
the
priority
order.
These
are
the
people
responsible
for
those
they
are
being
refined,
they're
being
planned
and
they're
being
implemented
in
disorder.
So
what
do
you
think.
B
You're
thinking
of
this
as
a
as
a
method
to
that,
each
of
these
forming
groups
would
use
a
strategic
method
by
which
they
could
not
only
move
individual
small
projects,
but
such
that
the
broader
sensing
could
start
to
move
things
into
a
sense
of
ownership
within
these
different
epics,
which
that
would
then
move
things
into
smaller
projects,
which
then
would
have
this
champion.
Who
would
strategically
bring
it
to
fruition
and
that
everything
could
come
through
this
funnel,
as
we
start
to
sense
and
identify.
C
D
Yeah
I
I
love
the
approach,
I
think
it's.
You
know
nice
approach
and
I
would
like
to
you
know:
let's
let's
say
we
choose
to
to
do
this.
We
we
should
then
first
define
purpose,
dream
and
values
right.
Yes,.
D
Is
the
the
first
like
I
don't
want
to?
I
don't
want
to
always
be
someone
who
points
at
the
issues
right,
but
my
idea
is
that
sure
this
is
the
most
important
thing
right.
We
have
to
define
purpose-driven
values
correctly,
because
that's
everything
below
that
has
to
be
in
support
of
that
purpose,
dream
and
values
right.
D
D
Yeah,
that's
that's
that's
the
thing
and
I
would
love
to
because
if
we
have
a
solution
for
that
solution
is
a
is
a
difficult,
maybe
a
strong
term,
but
if,
if
we
can
do
that
and
reach
consensus,
I'm
not
saying
on
how
do
we
get
there?
I'm
saying
how
do
we
all
agree
and
how
do
we
have
a
legitimate
consensus
between
the
wider
community
that
that
is
really
the
purpose?
D
A
Well,
for
sure,
that's
a
discovery
process.
I
mean
that's
one
thing
that
that
indicates
right
up
front:
it
will
change
somebody's
gonna,
come
in
from
the
fringes
and
they're
gonna
say
hey
this.
This
purpose
didn't
include
me,
but
here's
all
the
ways
that
that
that
I,
that
I
care
about
this,
and
so
you
change
that
purpose
until
they're
in
there.
A
So
I'm
looking
at
tommy's
second
slide
here
this
golden
circle
and
and
I'm
drawn
straight
to
that-
that
values
and
culture-
and
he
mentioned
it
before
there's
kind
of
a
layer
in
between
the
strategic
layer
and
the
purpose
layer
and-
and
I
call
it
like
personally-
I'd-
call
it
principles.
A
These
would
be
the
actions
the
behavior
that
people
engage
in,
and
I
wonder
if
we
can't
come
at
this
sideways
and
say:
okay,
so
maybe,
like
you
know,
purpose,
it's
gonna
be
kind
of
general
statement,
but
principles
are
gonna,
be
a
lot
more
specific
and
sometimes
it's
easier
to
think
of
the
specific
thing
and
from
that
distill
what
it
has
in
common
and
philip
you
asked
about:
how
do
we
validate
our
consensus?
A
I
think
you
get
validation
with
non-contradictory
identity,
so
the
more
votes
you
hold
where
people
just
aren't
contradicting
the
the
vote,
the
more
you
know
that
your
principles
are
in
alignment
and
that
your
purpose
is
united,
but
you're
all
still
on
the
same
purpose
path.
It's
it's
really
shooting
for
trust
and
if
you
think
of
trust
as
being.
A
It's
like
you,
don't
have
to
like
somebody
to
trust
them
and
you
don't
have
to
especially
you
don't
have
to
agree
with
them
to
trust
them,
but
there's
something
more
fundamental
that
you
do
agree
on.
That's
why
you
trust,
because,
regardless
of
whether
you
agree
or
disagree,
you
believe
you're
both
working
towards
the
same
thing.
That's
how
we
go
about
validating
the
disagreements
we
have
and
those
disagreements
are
going
to
end
up
being
the
source
of
the
real
growth
when
everybody
agrees
on
something
when
all
you
have
is
success
across
the
board.
A
There's
not
a
lot
of
deep
learning
that
goes
on.
You
dig
into
a
system
when
you
have
disagreement
when
you
have
things
coming
in
from
the
edges
that
don't
fit
what
you
thought
you
had
in
your
model.
So
I
come
back
to
this.
This
values
and
culture
thing
and
I
think
well,
maybe
what
we
can
define
or
outline
not
yet
definitely
not
defined.
A
But
if
we
could
outline
some
things,
suggest
some
things
and
say
this
is
the
behavior
we
would
expect
from
the
leaders
of
ca
subcircle
and
when
I
say
leaders,
I'm
coming
from
the
point
of
view
of
nobody
should
lead
all
the
time
and
everybody
should
lead
at
least
once
right.
It's
it's
definitely
not
a
classic
idea
of
leadership
where
somebody
gets
up
in
that
position
and
they're
and
they're
they're
stuck
there.
They
can't
get
out
it's
bad
for
them,
it's
bad
for
us,
so
maybe
we
could
think
of
some
basic
principles.
A
We
would
want
to
operate
on
these
simple
things.
You
know
like
be
kind.
There's
one
thing
that
occurred
to
me
and
I
would
like
to
see
it
somewhere
in
the
final
version
of
this,
but
I
don't
know
and
it's
the
idea
that
we
respect
the
work
that
came
before.
I
think
that
could
be
like
a
decent
principle
to
operate
on
and
in
that
somewhere.
You
know,
I
don't
know
what
it
is,
but
the
purpose
is
in
there
somewhere.
C
Okay-
maybe
I
can
build
on
this,
because
that's
really
good
point
that
you
raise-
and
this
address
is
also
phillips-
worry
when
we
decide
these
principles
or
guidelines
or
values
or
whatever
we
want
to
call
them.
C
It
should
be
an
observation
of
what's
already
happening,
so
we
take
a
look
at
what's
going
on
really
well,
what
is
the
fire
within
catalyst
that
we
want
to
keep
burning
and
what
does
it
consist
of?
And
when
those
become
our
values,
then
it's
something
that's
anyway
happening.
We
just
highlighted
to
new
members
that
hey.
C
C
E
Yes,
so
could
you
give
some
examples
of
like
strategic
themes
and
then
objectives?
Okay,
okay,
sure.
C
C
So,
if
you
hear
these
terms
somewhere
else,
they
might
mean
something
a
little
bit
different
because
they
come
from
the
world
of
business,
but
I've
tried
to
adapt
them
into
this
reality.
So,
let's
see
what
this
consists
of.
So
if
we
take
a
step
back,
there's
some
themes
on
the
left
side,
there's
some
epics
on
the
stop
on
the
top
and
there's
some
objectives
in
the
middle
and
all
this
is
taking
us
towards
the
dream
2025
or
whatever
year
we
said,
and
in
the
bottom
we
have
the
foundation.
C
Oh
and
these
lines
between
them
are
like
connections
like
if
there's
some
objective
that
reinforces
another,
then
there's
a
connection
between
so
some
examples
of
themes
could
be
like.
C
I
mentioned
africa
or
agility
or
decentralized
capacity,
or
wait
three,
two
get
third
like
you
can
you
can
be
funky
with
this
if
you
want,
and
they
should
be
something
memorable,
sometimes
it's
enough
to
have
a
word,
but
normally
you
need
to
have
a
small
statement,
but
it
should
be
something
memorable
that
if
you
wake
up
the
catalyst
member
in
the
middle
of
the
night,
they
will
remember
what
they
are.
C
So
these
themes
are
something
that
should
show
in
everything
we
do,
but
it
kind
of
gives
focus
to
these
epics
that
we
are
talking
about
now.
I
don't
know
what
to
do.
I
got
this
thing
here.
Someone
wrote
in
the
chat
okay
now
I
can
see
you
again
so
these
epics
or
or
core
categories,
if
they
are
ecosystem
and
processes,
people
and
leadership,
products
and
services,
outreach
and
publicity
and
bear
in
mind
that
it
kind
of
matters
in
which
order
those
come
from
so
ecosystems
and
processes
are
at
the
bottom
of
things.
C
Then
people
and
leadership
are
utilizing
those
ecosystems
and
processes
and
they're,
creating
products
and
services
and
finally,
we
are
reaching
out
and
in
a
company
you
would
be
selling
these
out
to
the
market,
but
we
are
putting
these
things
out
there
and
we
are
maximizing
our
impact
by
gaining
more
members
and
and
whatnot.
So
that's
the
outreach,
outreach
and
publicity
indian.
C
E
On
the
left
side
was
that
what
do
you
call
little
left-hand
things
agility,
africa?
Those
are
the
themes
and,
on
the
each
column,
is
what
like
a
cat.
Or
what
do
you
call
those.
C
Can
be
measured?
So
if
you
maybe
I
have
some
example
here
here
so
let's
say
we
had
this
ubuntu
culture
here,
for
example.
So
then
we
take
a
look
at
okay.
What
does
ubuntu
culture
mean?
So
I
am
because
you
are
because
we
are
our
amazing
membership.
Experience
unites
us
in
diversity,
and
this
shows
in
our
brand
making
catalyst
the
coveted
community
join,
and
then
this
measures.
How
do
we
know
that
this
is
happening,
so
we
set
targets
for
those
we
want
95.
C
C
So
we
could
actually
measure
that
on
a
member
level
and
then
we
could
arrive
at
the
number.
So
when
you
have
the
statement
you
have
the
targets,
then
you
need
some
initiatives
to
actually
make
it
happen.
So
then
these
would
be
led
by
champions.
So
there
would
be
body
system,
a
member
community
and
peer
mentoring
and
world
village
initiatives
that
all
contribute
to
this.
One
object.
C
E
C
E
Okay,
cool
and
but
then
epics.
What
was
that
again.
E
C
C
E
Yeah
that
was
a
bit
confusing
but
okay,
but
that
I
I
think
I
understand
now
that
but.
C
We
we
could,
we
could
call
them
perspectives
or
core
perspectives
or
core
categories
or
whatever
we
can
rename
all
of
those
just
maybe
what's.
C
The
added
value
of
having
those
is
to
consider
everything
and
not
go
astray,
because
if
you
don't
have
any
perspectives,
then
you
just
blurt
out
some
sort
of
things
that
I
think
we
need
this
and
that
and
that,
but
here
when
you
have
considered-
and
this
is
not
coming
from
me-
this
is
coming
from
george
and
he's
been
working
on
this
for
months.
C
B
C
There
was
like
seven
of
them,
so
I
think
it's
it's
better
to
have
less
okay,
but
if
you
read
it
as
an
excel
sheet
like
column
by
column,
then
you
see
that,
for
example,
in
outreach
and
publicity
all
of
these
things
have
to
do
with
outreach
and
publicity.
But
you
just
look
at
those
from
the
different
perspectives
of
strategic
themes.
E
E
I
see
okay
yeah,
I
I
do.
I
think
it
if
you
call
it
like
funding
categories
as
george
calls
it,
and
I
think
it
becomes
more
concrete
what
what
we're
thinking
about
funding
categories,
but
it's
better,
but
it's
still
a
bit
because
because,
within
the
let's
say
well
within
africa,
you
might
want
to
have
some
hubs.
E
You
want
to
have
people
well,
you
want
to
have
ubuntu
culture
and
frugal
innovation,
whereas
the
way
george
sets
up
these
funding
categories
is
such
that
people
can
like,
so
that
they
know
where
to
submit
a
proposal.
E
Whereas
in
this
framework
I
guess
you
would
submit
a
proposal
or
actually,
let's
not
go
into
that
nadjian
phillip
has
raised
hands.
So,
okay,
that's.
D
Yeah,
so
I
would,
I
would
suggest,
to
start
doing,
let's
say
the
something
simple
now,
while
we
are
trying
to
explain
the
whole,
you
know
system
that
I
still
struggle
to
understand,
but
you
know
if
we,
if
we
start
working
today,
right
now,
somehow
on
purpose,
dream
and
values
right,
somehow
right,
whether
it's
a
draft
document
where
we
just
write
random
things
and
then
we
iterate
and
we
get
something
right.
D
That's
that's
just
my
operational
kind
of
mindset
right
now,
because
honestly,
I've
been
in
a
lot
of
these
kinds
of
conversations
and
attempts,
and
it
always
says
I
have
this
idea.
I
have
that
idea.
I
have
this
system,
that's
here
and
there
and
you
know
it's
a
lot
of
strategic
things,
but
it
always
kind
of
either.
You
know
dis
dissipates
disappears.
If
we
don't
have
something
that
is
written
down,
that
we
can
follow
up
concretely
day
after
day
week
after
week
that
that's
the
initial
traction
that
I
would
like
to.
You
know
kind
of.
C
Have
it's
it's
really
good
that
you
bring
that
up,
because
at
the
same
time
as
we
start
from
the
top
from
the
identity
right
at
the
same
time,
we
can
start
from
the
bottom.
So
we
can
take
something
that
has
been
suggested
already
and
we
can
start
experimenting
like
how
does
this
work?
Okay,
if,
if
user
stories
or
project
backlog
items,
are
something
that
are
started
every
week
and
finished
within
three
weeks,
what
would
that
mean?
C
What
does
it
mean
for
something
that
has
been
conversed
in
the
in
the
telegram
group
or
in
discord?
So
put
something
into
practice,
start
testing
that
out,
and
it
already
brings
some
some
results
and
then
you
can
see.
Okay,
that's
how
that
part
of
the
process
works.
So
we
don't
need
to
wait
for
the
identity
and
the
themes
and
objectives,
and
all
these
things
to
be
ready.
A
And
it's
really
important
that
we
do
start
because,
like
you
say,
user
stories
can
validate
your
choices
and
identity.
Your
guesses
in
some
cases
and
identity,
can
validate
those
user
stories.
A
So
it's
that
sort
of
that
non-contradictory
aspect
of
it
as
long
as
they're
validating
each
other
you're
on
the
right
track,
and
you
don't
need
the
structure
in
a
network
like
this,
but
it
helps
and
it
helps
when
you
get
user
stories
that
are
invalidated
by
your
purpose.
That
tells
you
there's
something
you
need
to
work
on
and
when
you
get
a
principle
that
isn't
in
alignment
with
all
of
the
user
stories
that
are
coming
up
well.
That
means
you
need
to
work
on
that
principle.
A
To
what
to
what
philip
was
just
saying.
I
have
a
suggestion.
I'm
working
on
the
intentions
document.
It
is
meant
to
be
a
nascent
virgin
version
of
a
charter
that
eventually
could
become
a
nascent
version
or
more.
You
could
expand
around
a
charter
to
have
a
governance
framework
that
allows
you
to
absorb
the
future,
which
could
include
reputation
and
dids
and
all
sorts
of
interesting
things,
and
it
would
be
awesome
if
the
ca
community
was
really
leading,
but
to
come
back
to
the
suggestion.
I'd
be
working
on
this
intentions
document.
A
What
I
can
do
is
that
I
can
take
from
this
conversation
and
if
we
want
to
speak
to
pers
specific
principles
we
would
like
to
see.
That
would
be
good,
but
I
can
take
from
this
conversation
and
just
put
a
bunch
of
principles
in
there
and
we
can
start
getting
commentary
on
it.
The
communications
group
will
widen
us
out
to
10
or
more
members
that
are
looking
specifically
at
these
issues,
and
that
could
be
a
good
opportunity
to
get
even
more
feedback
on
it.
A
A
D
Cool,
so
just
one
question
nadia,
please,
so
the
intentions
document
theoretically
will
grow
into
a
charter.
That
will
is
that
the
goal
to
kind
of
become
the
let's
say,
constitution
of
what
we
want
to
drive.
G
D
B
Like
seven
clarifying
questions,
I
want
to
ask
myself
so
my
set
so
maybe
I'll.
If
I
could
ask
some
of
those
first
and
maybe
we
can
come
to
that
agreement
together,
I
think
is
because
I
don't
think
that's
a
question
just
for
me.
I
think
it's
a
question
for
for
all
of
us
and
I
think
it's
important
that
we
all
answer
that
together.
B
B
If,
if
we're,
what
is
the
ultimate
goal
of
what
we
want
to
accomplish
is
we
want
to
move
things
forward,
to
make
things
better
and
do
that
in
a
way
that
represents
us
so
and
that
you
know
a
way
that
represents
us
is
also
part
of
this
purpose
and
and
dream
envisioning.
But
I
guess
my
my
question
for
this
group
is
my
first
clarifying
question
is
tommy
to
your
point
of
this.
What
you
have
outlined
here
is
very
intentional.
So
we
we
look
at
what
we
intentionally
want
to
create.
B
That
2025
number
is
fantastic.
It
could
also
be
20
23
right.
So
it's
very
it's
very
scalable
like
we
talked
about
earlier,
so
for
the
that's
like
the
top
down
kind
of
a
thing,
but
the
bottom
up
is
seems
to
me
these
unexpected
situations
that
are
going
to
pop
up,
like
we
realize
that
we
need
to.
We
realize
that
we
need
to
maybe
make
our
make
the
ca
assessment
guide
more
robust
to
deal
with
issues
so
that
they
don't
repeat
themselves.
So
we
have
more
clarity
on
that.
B
That's
like
a
very,
very
micro
problem,
but
it
seems
like
it
would
fit
in
like
the
fit
and
fit
upwards,
and
we
could
really
see
where
that
would
position
itself
and
a
group
might
need
to
come
together
to
form
that
that
wasn't
thought
about
in
the
beginning,
so
that
some
of
these
problems,
the
iterative
dropbox
problems
and
these-
and
these
sort
of
like
situational
issues
that
need
to
be
solved
quickly,
could
follow
this
format
and
also
in
form.
B
So
it
would
come
from
both
directions,
and
but
ultimately,
as
long
as
these
things
as
long
as
a
group
is
able
to
form
around
it,
it
gets
communicated
so
that
the
whole
community
can
hear
it
and
we
draw
different
voices
into
it.
It
seems
like
it
would
be
good
if
people
created
other
models
and
worked
in
them
in
other
ways
that
didn't
necessarily
align
with
it
and
multiple
of
those
could
do
you
see.
Do
you
see
that
being
an
option?
Do
we
all,
as
a
community,
have
to
adopt
this,
or
could
this
be
one
way?
B
C
So
when
there's
no
longer
200
people
in
the
in
the
town
hall,
but
there's
two
thousand
or
20
000,
then
we
need
different
types
of
systems
to
support
that,
while
people
still
feel
that
they
are
being
part
of
the
whole
and
they
are
being
productive
parts
of
the
whole.
And
if
we
go
on
without
anything
any
framework,
then
we're
screwed.
B
The
next
question
is
to
to
your
question
philip,
on
how
fast
we
can
implement
some
things.
B
So
would
a
group
in
this
in
this
way
a
champion
for
this
would
come
forth
and
say:
okay,
see,
this
is
an
issue.
It's
a
big
deal,
there's
four
or
five
other
people
who
also
think
it's
a
big
deal,
we're
going
to
come
together
as
a
subcircle
with
a
champion
and
we're
going
to
work
together
on
solving
this,
we'll
bring
it
to
the
after
town
hall,
we'll
we'll
we'll
create
surveys,
we'll
create
unsynced
meetings,
we'll
create
whatever
the.
What
are
the
whatever
the
tactics
are
that
we're
going
to
shop.
B
B
So
we
have
a
communication
system
that
allows
it
to
be
representative
of
everyone
hearing
and
contributing
to
it,
and
then
it
comes
to
a
close,
and
that
problem
is
solved
using
the
subcircle
method
and
then
that
champion
is
released
from
being
a
champion
until
something
emerges
again
where
that
person,
so
that
person
doesn't
always
have
a
role
of
sub-circle-ness.
It
is
a
it
is
a
that
person
rises
into
the
need
and
then
retreats
back
into
the
community
and
maybe
forms
and
supports
other
initiatives,
or
maybe
multiple
ones
at
the
same
time.
B
Is
that-
and
you
have
this
like
nice
one
week
to
three
week
period-
is
that
representative
of
what
you
think
could
happen,
starting
now,
even
over
the
next
few
weeks,
to
test
this
out?
Do
you
think
that
that
will
happen
simultaneously,
as
we
start
to
roll
out
the
strategic,
the
more
strategic
forward,
thinking
model?
What
is
the
what's
the
consensus
on
that.
C
Yeah,
so
this
is
a
good
example
of
an
initiative
called
see
a
subcircle
and
later
on.
We
might
have
this
strategy
map
and
we
have
an
objective
called
distributed
decision
making
ring
a
bill,
and
then
this
initiative
could
be
one
of
those
initiatives
that
make
that
distributed
decision
making
happen.
B
E
E
I
think
it's
great,
I
think
we're
all
here,
because
we
probably
watched
some
video
by
charles
hoskinson
or
maybe
something
else
about
like
science,
the
scientific
rigor
of
cardano,
the
decentralization
okay,
I
don't
know
and
then
just
keep
it
very
simple,
like
k-I-s-s,
keep
it
simple
stupid
as
some
programmers
say.
E
So
so
that's
why
you
know
with
with
this
framework,
I
think
it
has
a
lot
of
great
value,
but
I
I
think
my
gut
reaction
is
just
like
okay,
we
have
a
couple
of
too
many,
these
like
analytical
frames,
so
maybe
like
theme
and
then
yeah
theme
objective
and
then
initiative
like
three
levels,
only
just
off
the
top
of
my
head,
but
but
that's
just
my
my
gut
reaction
to
it.
After
having
you
know,
I
had
to
think
about
it
quite
some
time.
E
It
should
be
easy
to
understand,
and
then
I
think
yeah
yeah.
Let's,
let's
for
now
I
mean
one
of
the
key
issues
is
like
this
information
overflow,
as
so
as
I
alluded
to,
we
have
telegram
discord
twitter
all
of
these
different
information
sources,
so
just
very
something
that
probably
helps
nadia
quite
a
lot
and
it
would
improve
our
problem.
Sensing
is
just
that
we
have
some
some
people
who
are
just
tasked
with
reporting
back
like
here,
I'm
following
I'm
active
on
cardinal
twitter.
E
This
is
what
people
say,
I'm
not,
for
example,
but
I'm
sure
there
are
some.
So
that's
one
concrete
thing,
and
then
we
have
the
thing
on
the
improving
just
to
see
a
documentation.
As
a
very
specific
thing,
I
think
those
are
the
things
that,
like
I
at
least,
had
in
mind
that
the
sub
circle
will
be
able
to
or
some
circles.
I
like
the
idea
of
having
temporary
working
groups.
E
C
So
I
just
quickly
want
to
comment,
because
that's
exactly
how
it's,
how
it's
planned
out,
like
normal
people,
wouldn't
have
to
worry
about
the
the
top
part
of
the
pyramid
like
if
you
are
on
the
top
of
things
like.
If
you,
if
you
like,
to
look
at
development
from
like
generic
framework
levels,
then
you
would
be
a
sponsor
for
an
objective,
maybe,
and
that
might
take
one
to
three
years
to
make
it
happen
right
and
there
might
be
several
initiatives
under
there
right.
Okay,.
C
So
this
whole
framework
is
for
project
catalyst.
It's
not
only
for
a
sub-circle
right,
so
so
to
come
back
to
your
examples
that
you
wrote
there
the
what
did
you
say,
rewrite
the
ca
guide,
so
that
would
be
a
perfect
user
story
that
could
be
finished
in
three
weeks
or
less
right.
E
C
B
It's
it's
very.
It's
scalable
time
wise.
It's
also
scalable
group
size,
wise.
It's
extremely
flexible
and
scalable
you
have
here.
So
what
you
have
tommy
is
a
is
a
preparatory,
thoughtful,
proactive
approach
to
how
we're
going
to
grow.
It
will
work
for
the
ca
group.
It
will
work
for
catalyst,
it'll
work
for
a
small
group.
It
just
has
to
be
scaled
metrics
wise,
but
how
we
are
operating
right
now
is
very
reactionary,
and
so
it
feels
terrible.
B
We
are
reacting
to
problems
that
are
happening
mostly
we're
building
stuff
as
we
go,
but
the
the
way
that
we're
integrating
the
solving
of
problems
is
very
reactionary
because
the
problems
are
somewhat
unexpected
right.
It's
all
an
experiment,
so
I
don't
mean
to
say
that
we
don't
have
a
vision
together
and
I
don't
mean
to
say
that
I
just
mean
for
the
problems
that
are
on
our
plate.
Now
in
the
iterative
dropbox,
there
is
not
a
real
strategy
for
how
to
move
those
things
to
completion
and
how
to
have
someone
emerge.
B
Who
takes
ownership
of
it
builds
a
team
builds
consensus.
All
of
these
sort
of
processes,
as
could
could
be
tried
out.
We
could
be
trying
these
things
out
and
developing
methods
for
them
writing.
So,
ultimately,
too,
one
of
the
things
that
I
wanted
to
just
throw
in
here
is:
we
have
this
hundred
thousand
dollars.
B
We
could
write,
we
could
think
of
a
proposal
for
being
able,
just
temporarily,
as
an
experiment
being
able
to
fund
the
champion
rising,
and
maybe
some
of
the
people
who
work
on
it
as
a
group
to
the
point
that
they
can
bring
it
to
a
point
of
a
proposal
if
it
should
enter
end
up
there
or
some
things
won't
need
proposals
because
they'll
be
tiny
like
we
just
have
to
change
the
the
documentation
a
little
bit.
So
we
should
maybe
think
about
that
as
well.
B
The
incentive
and
incentivization
incentivization
of
the
of
the
process
so
that
we
get
a
sense
of
you
know.
Some
of
these
things
are
going
to
be
big
longer
term
in
involvement.
Some
of
these
things
are
going
to
be
short-term,
one-off
kinds
of
things.
D
Yeah,
so
I
would,
I
would
like
to
say
if
we
have-
and
we
do
have
like
immediate
concerns
that
are
operational-
that
need
to
be
solved
in
10-15
days
great.
We
need
a
solution
for
that
right
and
that's
the
that's.
The
bottom-up
right
approach,
so
user
story
rewrite
the
documentation,
get
people
together,
rewrite
it
improve
it
like,
like
we
did
in
in
previous
funds
right.
D
I'm
gonna
stray
off
a
little
bit
just
to
get
back.
Someone
mentioned
in
their
interpretation
of
reality
right,
I'm
straying
off
just
to
be
just
to
be
a
little
bit
careful.
Let's
say
we
all
have
interpretation
of
reality.
I
would
also
not
not
guess
or
jump
to
conclusions
on
people's
values
why
they
are,
you
know,
engaged
with
catalyst
and
all
of
that,
what
I
would
do
is
have
a
let's
say,
a
large
large,
somewhat
large
pole,
where
we
say
to
people.
Why
are
you
here
right
or
what
are
your
values?
D
And
what
is
your
reality?
I
don't
know
how
to
do
that,
but
that's
something,
and
if
we
can
have
a
minimum
consensus
right,
if
we
can
have
70
80
90
of
people
agreeing
on
one
thing,
then
we
put
that
thing
into
the
highest
document
that
says
values
right
and
that's,
let's
say
a
constitution,
and
we
create
a
method
on
how
to
change
that
document
right.
So
I'm
drawing
parallels
with
the
constitution
of
a
country
right
laws
can
be
changed
some
ways.
Local
rules
can
be
changed
different
ways,
but
constitution
can
only
be
changed.
D
I
don't
know
through
referendum
or,
however
right
so
we
are
very
different.
I
will
not
jump
to
conclusion.
Someone
is
here
because
they
watched
charles's
video.
Someone
is
here
because
they
like
category
theory,
someone
is
here
because
they
like
money
whatever
right,
we
are
all
different
people
and
we
all
have
our
own.
You
know
expectations
whatever
right,
but
to
get
to
the
point
of
what
we
all
or
most
of
us
agree
on.
D
We
need
to
start
from
something
basic
and
we
need
to
put
it
to
paper,
because
I'm,
I
think
that
we
will
be
surprised
on
how
people
think
differently
right
and
if
we
all
saying
hey
yeah,
we
have
all
the
same
ideas
and
then
we
go
things
and
then
realize
three
months
down
the
line
that
we
didn't
have
the
same
ideas.
That's
a
problem
now.
This
is
completely
different
from
the
operational
level
that
we
were
just
talking
about.
D
D
So
if
we
keep
the
scope
to
cas
ca
issues
and
if
we
prove
that
it
works,
then
it
can
be
upscaled
to
some
other
levels
right,
but
it
can
be
a
problem
if
we
try
to
you
know,
take
over
as
a
hardware
but
like
to
try
to
impose
ourselves
to
solve
issues
and
not
include
people
who
those
issues
concern
right.
That's
kind
of
an
elitist
move.
If
we're
cas,
we
have
our
ca
sub
circle.
We
have
our
ca,
you
know
bubble,
let's
do
the
whole
framework
for
cas
and
prove
that
it
works
somehow
right.
C
D
Okay,
but
that
we
we
align
that
in
values
we
align
that
in
values
right
and
if
we
see
that
people
don't
have
those
values,
then
we
put
it
out
publicly
and
say:
okay,
maybe
our
values
are
wrong.
We
put
ourselves
out
there
to
the
judgment
of
everybody,
because
that's
decentralized
right.
If
ninety
percent
of
cas
say
hey,
I'm
here
for
the
cia
rewards,
then
proposers
voters
staple
operators,
whoever
will
say:
okay
well,
these
guys
are
just
there
for
the
money
and
they
have
to
act
in
a
way.
D
D
If
you
make
an
initiative
well,
I
will
make
an
initiative
that
we
need
to
pay
philip
5
000
euros
every
week.
That's
not
in
line
with
the
values
right,
that's
not
in
line
with
the
values
values
are
public
proposal
is
public.
You
can
call
out
people
on
it
right,
but
if
we
don't
have
that
written
down
the
values
directions
are
very
can
be
easily
manipulated
right.
So,
okay,
on
an
operational
level,
we
need
to
sort
a
b
and
c.
We
need
a
framework
how
to
work
through
the
iterative
dropbox.
D
D
If
I
need
that's,
that's
what
we
do
currently
right,
but
on
a
more
strategic
level.
If
we
want
continuity,
if
we
want
something,
that's
really
in
line,
we
need
that
foundational
document,
video
whatever
it
is,
but
we
need
to
be
aligned
on
something
right.
Every
time
we
talk,
we
go
through
30
40
minutes
of
conversations
talking
about
the
same
subjects,
because
we
don't
have
it
written
down.
You
know
if
we
have
it
written
down,
then
it's
expected
of
all
of
us
that
we
know
this
document
and
we
don't
have
to
this.
D
We
don't
have
to
talk
about
that.
We
already
know
so
we
can
move
to
the
next
level
right.
I
don't
know
if
I
was
clear,
but
you
know
we
need
some
kind
of
a
baseline
where
we
say:
okay,
I'm
a
ca.
I'm
doing
this
to
help
the
ca
role
be
more
efficient.
What
are
the
values
of
cas
now?
We
can
go
through
and
say:
okay.
Well,
they
were
founded
by.
You
know
iog,
because
of
this
this
this,
but
now
the
community
is
there
there's
thousands
of
us.
Everybody
needs
to
have
an
opinion.
D
B
B
When
the
people
rise
into
that
role
it
it
seems
like
what
that
would
maybe
produce
and
trying
to
envision
how
this
would
look
is
that
we
have
an
aftertown
hall
and
instead
of
certainly
we'll
make
space
to
talk
about
things
and
let
issues
come
up,
but
it
also
would
be
a
little
bit
more
structured
in
the
sense
that
you
might
have
three
champions.
Sub-Circle
champions,
maybe
something
like
that:
an
official
role
that
explains
what
that
person
is
doing.
There's
three
sub-circle
champions
right.
B
Let's
do
current
right,
so
we
have
a
subcircle
communications
champion,
a
subcircle
ca,
onboarding
education
champion
and
a
subcircle.
Let's
be
really
granular
and
say:
assessment
guide,
evolution
champion
right
now,
that's
very
specific
and
each
of
those
might
say:
here's
what
we
did
this
week.
Here's
what's
coming
up.
We
have
a
meeting
coming
up
if
you
want
to
join
it
here.
Here's
a
survey,
please,
let
us
know
what
you
think
about
this.
B
You
can
come
in
your
off
time
and
contribute
to
it
github
whatever
and
then,
hopefully,
in
two
or
three
weeks,
there
is
a
resolution
to
that
or
there's
a
sense
that
this
is
going
to
take
us
six
weeks
or
three
months
for
whatever
the
thing
is
that
we're
working
on
and
that
person
rises
on
and
continues
to
report
on
that
and
through
the
process
of
seeing
that
happen
philip,
then
we
will
start
to
both
through
our
active
request
for
response
from
the
community
and
just
simply
seeing
how
that
is
working,
start
to
understand
and
collect
values
that
from
the
community
and
methods
that
are
working
well,
that
could
be
shared
with
other
groups.
B
The
proposals
groups,
the
audit
groups,
the
different
groups,
who
are
also
doing
similar
things
to
say,
here's
what's
working
within
this
group,
you
guys
could
maybe
apply
these
methods
and
customize
them
for
the
differences
that
you
need
and
then
ultimately
also
the
ca
group
would
have
some
form
of
a
constitution
that
would
then
guide,
but
it
wouldn't
be
one
that
we
made
and
then
tried.
It
would
be.
We
tried
and
then
that
was
made
as
a
result
of
that.
B
So
this
is
me
trying
to
like
clarify
and
think
about
is.
Is
that
capturing?
What
we're
talking
about
right
now?
Does
it
serve
our
current
needs
and
does
it
give
us
space
so
that
we
can
grow
it
into
what
tommy
has
presented
with
this
very
sort
of
strategic
approach
to
to
both
sensing
problems,
but
also
driving
the
forward
motion
of
the
of
the
groups
in
a
way
that
is
understandable,
collectively.
C
From
my
side,
yes
like,
if
you
just
if
we
come
together
and
decide
all
this
terminology
that
okay,
this
is
what
we
mean
by
this,
and
this
and
this
then
we
can
test
those
out,
like
you
said,
so,
maybe
that
more
granule
thing
that
you
mentioned
wouldn't
be
a
champion,
but
it
would
be
an.
B
B
The
ticket
I
have
the
same
thing
with
nadia:
everyone
does
nadia
differently.
So
to
your
point,
then,
if
we
had
someone
monitoring
the
channels,
that
is
that's
a
very
big
job
for
this
role
actually
to
process.
All
of
that-
and
I
don't
know
if
that's
really
a
sustainable
thing,
but
if
there's
people
already
in
those,
then
it
would
be
nice
to
have
people
be
able
to
say
is:
do
you
think
this
is
feasible?
B
Oh
you
have
an
issue
about
like
the
lottery
is
a
good
example
right
now
you
have
an
issue
about
the
lottery.
Here.
Is
the
here's
the
github
prioritized
problem
on
that?
Here's,
where
you
should
put
your
where
here's
the
person
who's
championing
that
you
should
talk
to
that
person,
so
you
can
get
into
that
conversation
rather
than
hallelujah.
C
B
Than
appointed
yes,
yes,
okay,
good!
So
that's
what
we're
thinking
about
for
the
communications
thing.
I
think
the
communications
group
and
this
group
are
interwove.
I
don't
think
they.
I
think
the
conversation
should
come
together
and
come
apart,
but
doesn't
need
to
overlap
so
much.
But
if
that
exists,
then
we
don't
have
what
I've
heard
a
few
times.
People
refer
to
as
the
groundhog
day
of
every
week.
We
discover
the
same
problems
and
every
week
we
all
comment
on
the
same
problems
and
every
week
we
throw
our
docs
at
each
other,
and
that's
nice.
B
Well
it
it
makes
a
lot
of
sense
to
to
me
from
from
the
perspective
of
this
role.
It
makes
a
lot
of
sense
that
we
would
have
a
rhythm
and
an
expectation
of
we're
not
just
going
to
have
free-for-all
after
town
halls.
The
champion
part
of
the
ownership
of
being
the
champion
is
I'm
going
to
prepare
myself
to
talk
about
here's
the
links,
nadia
or
support
rep
roll
here's,
the
links,
rep
roll,
here's,
the
things
that
I
would
like.
B
I'm
gonna
talk
for
three
minutes
today
and
then
all
the
champions
will
talk
for
three
minutes
and
then
at
the
end
to
I
really
appreciated
you
guys
feedback
on
the
on
the
agenda
for
this
week.
Agenda's
such
a
stuffy
word,
but
on
the
flow,
because
then
we
have
all
those
things
reported
on
people
can
come
in
and
get
a
dose
of
that
or
watch
it
later.
C
I
think
this
boils
down
to
what
danny
said
in
the
town
hall
last
week
that
even
he
feels
overwhelmed
and
why
everyone
feels
overwhelmed
is
that
everyone
is
trying
to
do
everything,
and
it
just
doesn't
work
like
that
anymore.
It's
getting
too
big,
it
worked
in
the
beginning
and
it
was
fun,
but
it
doesn't
work
like
that
anymore.
B
So
question
for
this
group,
then:
does
it
make
sense
that
we
would
maybe,
as
a
beginning
sort
of
define
a
very
simple
process
for
how
that,
like
problem
comes
up,
champion's
problem
champion
grows
group.
Here's
an
idea
for
how
you
here's
a
here's,
a
method
you
could
use
and
we
give
an
example
of
a
method.
Someone
could
use
do
it
differently
and
that
I
think,
would
be
okay
as
long
as
it
produces.
The
results
of
we've
tried
to
share
it
with
everyone.
We've
done
our
research,
you
know
those
things
and
then
we
define
our
terms.
B
So
a
champion
means
this,
and
owner
means
this.
We
start
and
we
can
change
them,
but
we
we
start
with
that.
So
someone
goes
okay,
a
champion
what's
a
champion
and
then
here's
the
doc
that,
like
here's,
the
inspired
doc
for
how
we've
organized
this
and
that
we
would
then
also
be
able
to
explain
this
for
new
people
when
they
come
in.
So
a
new
person
comes
in
and
said,
hey,
I
noticed
this.
I
don't
understand
anything.
I've
never
been
on
telegram,
but
I
can't
get
my
assessment
to
input.
B
How
do
I
get
help
with
this,
and
then
they
could?
It
also
would
be
a
potential
for
onboarding
and
relationship
building
with
people
as
they
come
into
the
as
they
come
into
our
little
ca
ecosystem.
We
could
say:
hey
welcome
in
yes,
there's
a
way
to
do
that.
Here's
how
we
solve
our
problems.
Maybe
that's
like
a
get
book.
Like
george,
has
here's
how
we
solve
our
problems?
B
Here's
how
you
can
communicate
here's
the
get
book
links,
here's
current
projects
that
are
happening,
and
that
would
be
maybe
for
the
rep
or
someone
who
wants
to
take
that
role
on
to
make
sure
that's
maintained
as
a
part
of
the
sensing
of
of
the
problems.
B
E
I
I
definitely
agree
we
should
just
become
quite
like
actionable
get
something
down,
and
one
structure
is
to
well
start
from
the
bottom
up
user
story
based,
so
you
know
we
kind
of
gather
inputs
on
what
needs
to
be
solved.
E
I
do
like
the
idea
of
anyone
being
able
to
just
take
an
initiative
and
being
a
champion
and
then
the
way
I
see
objectives
objective
could
be
kind
of
like
the
top-down
level
approach.
So
so
either
you
can,
you
know,
base
you,
you
hear
some
user
story
and
you're
like
okay.
I
want
to
have
like.
E
I
have
an
initiative
now
and
then
you
from
that
initiative
you
could,
I
guess,
formulate
an
objective,
so
that
could
be,
as
I
wrote
in
the
chat
that
could
be
some
measure
of
cas
feeling
that
now
the
onboarding
process
is
good,
but
but,
as
you
do
that
you
set
up
this
objective,
someone
else
might
also
say
that.
Well,
I
want
to
work
on
improving
the
ca
guide.
E
But
I
think
these
three
levels
are
probably
enough
for
the
moment
like
we
don't
need
the
themes
we
will
get
to
the
principles
later
on,
but
yeah.
I
think
this
is
a
good
good
start
for
the
process.
C
C
So
we
have
challenges
which
are
kind
of
objective
level,
and
then
we
have
proposals
which
are
the
initiative
level,
and
then
each
initiative
has
tasks
so
the
same
way
as
we
have
these
internal
developments
that
need
to
be
brought
to
after
town
hall
and
whatnot,
we
can
ask
the
proposers
to
come.
There,
okay
come
there
and
like
share
what
are
you
struggling
with?
What
do
you
need
to
get
done
and
host
a
room
on
that
and
same
way?
They
could
become
collaborating
and
contributing
to
the
same
process.
C
C
B
We
should
call
these
things
words
that
are
specific
to
this
process
and
not
absorb
a
different
word
because
of
the
even
because
of
the
and
try
to
not
to
pick
things
that
within
our
ecosystem
already
mean
something
else.
I
think
that's
important,
because
we're
trying
to
we're,
especially
for
people
beginning
here,
there's
so
much
to
learn
as
far
as
terms
and
how
things
work
that
I
I
would
put
my
I
throw
my
hat
in
the
ring
for
making
things.
E
E
But
so
I
actually
wanted
to
ask:
what
do
does
a
sponsor
do.
C
Okay,
so
the
sponsor
remember
the
objective
is
something
that
can
be
done:
okay,
maybe
in
crypto
it
can
be
done
in
two
quarters,
but
but
normally
it
would
take
like
one
to
three
years
or
even
five
years
back
in
the
day.
So
it's
a
longer
term
objective
that
you
want
to
reach
that
takes
you
towards
your
overall
strategy
and
it
has
some
measures
that
you
can
keep
measuring
year
on
year
and
see
how
they
develop
and
you
can
break
them
down
to
initiatives.
So
basically,
you
then,
as
a
sponsor.
C
You
overlook
that
entire
development
on
a
much
longer
time
scale
and
you
overlook
the
initiatives
that
are
there.
You
support
you,
take
out
all
the
roadblocks
for
for
your
champions
and
make
sure
that
they
are
successful
and
you
make
sure
that
the
owners
under
them
get
good
leadership
and
all
that.
So
that
way,
all
these
roles
play
together
towards
the
london.
E
So
just
just
to
check
would
you
say
that
perhaps
nadja
could
be
a
sponsor
of
the
ca
like
the
ca
objective,
just
like
there
are
a
couple
of
metrics
right
that
we
can
use
to
measure
how
well.
F
E
So
it
could
be
that
the
sub-circle
representatives
each
are
sponsors
of
corresponding
objectives,
for
example,.
C
B
It
it
is
very
fluid
too,
because
I,
I
think
that
at
least
just
based
on
some
of
the
things
that
natural
natural
workload,
I
think,
like
jeremy
here,
is
sort
of
emerging,
as
maybe
the
champion
of
the
formation
of
the
subcircle
that
we're
all
contributing
to
it
and
so
we're
contributors
to
that.
And
then
maybe
I
will
emerge
as
the
champion
of
the
getting
a
communications
process
intact,
which
probably
only
will
take
a
week
or
two,
and
you
know
each
of
us.
B
Each
of
us
will
emerge
and
and
release
that
role,
and
I
think
that
really
speaks
to
one
of
the
key
points
in
what
you
wrote.
Tommy
that
I
really
liked
was
it
really
encourages
leadership
and
meaning
it
encourages
leadership,
is
not
the
right
word.
It
encourages
people
to
rise
into
a
level
of
solving
the
thing
that
they're,
seeing
and
being
flanked
and
supported
by
other
community
members
who
maybe
have
been,
who
have
been
through
that
process
already
or
who
really
understand
it
with
an
expert
level
it
create.
E
C
So
maybe
next
iteration
of
circle
will
not
have
these
particular
roles
that
are
there
now,
but
maybe,
if
we
add
up
this
kind
of
framework
and
we
all
like
it-
and
we
say
okay,
these
are
the
perspectives
that
we
should
be
looking
at.
Then
maybe
each
perspective
has
their
own
responsible
in
the
circle.
So
there
might
be
someone
who
is
responsible
for
the
ecosystem
and
and
processes,
and
this
one
that
is
responsible
for
people
and
leadership
and
one
for
production
services
and
one
for
outreach
and
publicity.
B
Yeah
very
good,
maybe
so,
if,
if
anyone
needs
to
hop
off
go
ahead,
maybe
we
add
a
last
question
here
and
of
course
jeremy,
if
you
have
any
other
ones
that
were
on
your
list
here
to
add
my
mine
would
be.
How
do
we
let
let's
take
this
to
the
aftertown
hall,
and
how
do
we
want
to
add
people
to
this
group
in
like
selectively?
I
think
we
could.
We
could
be
thoughtful
about
who
who
will
help
us
pick
this
apart?
B
E
C
A
A
I'm
going
to
see
if
I
can't
get
it
filled
out
based
on
what
people
have
said
here,
so
that
we're
actually
talking
about
the
document,
because,
right
now
it's
a
just
a
template,
it's
placeholder
and,
and
that
can
get
torn
apart.
At
that
point,
it
will
primarily
focus
on.
I
doubt
that
I'm
going
to
try
and
actually
phrase
the
purpose,
it'll
be
something
very
general.
A
Rather,
I
think
I'll
try
and
pull
from
what
we've
talked
about
to
get
some
basic
values
and
principles
laid
out
to
be
to
be
picked
apart
and
told
me
your
survey.
We
can't
run
that
enough.
In
all
honesty,
I
think
we
should
run
that
between
now
and
the
after
town
hall.
We
certainly
should
run
it
at
the
town
hall.
If
we
don't
get
it
in
before
then,
because
we
can
just
keep
hearing
back
from
it.
I
don't
even
think
you
need
to
change
it.
A
Frankly,
it
really
did
a
good
job
of
pulling
out
people's
personal
interests
and
their
their
group
interests.
Three
questions:
pretty
simple,
easy
to.
You
know
pretty
quick
to
get
into
an
answer
and
very
quick
to
parse,
which
is
useful.
We
don't
have
a
whole
lot
of
time
to
be
breaking
data
down.
A
A
At
this
point,
just
capturing
to
to
put
the
principles
in
is
to
ask:
are
these
right
and
that's
finding
ways
to
get
it
into
the
communication
channels
once
it
exists
once
it's
on
a
page,
then
people
can
find
it
talk
about
it
comment
on
it,
discuss
it
all
that
so
so
I
think
it's
pretty
important
to
get
it
out
there
and
it's
just
running
in
the
background,
capturing
growing
learning
and
it's
really
important
that
the
people
that
want
to
start
working
on
projects
jump
into
those
projects
and
the
formats
you
guys
have
played
out,
I
think,
are
a
great
start.
A
I
doubt
I'll
be
too
involved
in
any
of
that,
but
I
will
be
listening
with
this
intentions
document
in
the
background
and
seeing
who
else
gets
involved
at
that
level
as
well.
Collaborating
on
that.
B
A
I
think
of
it
as
like:
I'm
limiting
myself
strictly.
I
would
love
to
talk
about
catalyst,
but
I'm
strictly
limiting
myself
to
just
talking
about
the
cas
and
if
we
do
it
right-
and
this
could
take
three
funds
to
figure
this
out,
but
if
we
do
it
right,
it'll
be
like
a
fractal
when
we
look
at
the
individual
actors
within
it,
they'll
be
operating
on
a
lot
of
the
same
premises
when
we
zoom
out
and
we
look
at
catalyst
at
large
they'll
be
operating
on
a
lot
of
the
same
premises.
A
It's
it's
a
it's!
It's.
B
Okay,
great
and
then
we'll
we'll
have
the
survey
there,
so
those
will
be
two
actionable
things.
Where
should
we
put
this
recording?
I
think
we
could
have
people
watch
this
recording.
That
would
be
nice
if
they
choose
to
if
they
want
to
get
involved,
because
it
we
really.
We
really
hashed
out
a
lot,
and
I
think
that
it,
you
know
between
this
and
the
document,
the
sub-circle
root
doc.
C
G
B
Take
I'll
take
care
of
that,
and
then
I
guess
from
my
role
as
as
things
emerged
and
I've
had
a
lot
of
conversations
just
trying
to
get
a
sense
of
where
everything
is
over
this
past
week
and
a
half.
So
maybe
these
these
three
or
four
groups
have
formed
already
this
one
for
the
subcircle
there's
a
communications,
one
scott
is
really
spearheading.
B
I
think
it's
probably
it's
a
broader
group
than
the
immediate
solving
of
the
of
the
pre-march
10th
educational
issues,
which
is
like.
How
do
we
onboard
how
do
we
you
know?
Should
we?
How
do
we
approach
that?
So
that
educational
group
is
is
a
larger
group
but
maybe
also
can
be
focused
on
fixing
the
that's
a
long-winded
way
to
say
that
group
is
going
it's
big,
but
it
needs
to
focus
on
a
specific
thing
and
then
come
back
out
to
focusing
on
the
larger
the
larger
issue.
D
B
A
Not
anything
in
particular,
I
think
we
can
wrap
it
up.
I
was
going
to
point
out
philip
had
mentioned
that
tony
had
mentioned
like
if
we
focus
on
the
cas.
A
Do
we
get
stuck
in
a
bubble,
and
I
believe
one
of
the
principles
that
will
eventually
emerge
will
be
the
idea
of
really
looking
to
the
edges
of
the
ca
community
for
feedback,
finding
some
way
to
make
sure
that
that
communication
is
solid
because
it's
kind
of
like,
if
you
imagine
the
intertidal
zone
you
got
ocean,
meets
land
that
space
where
the
ocean
and
the
land
meet.
That's
by
far
the
most
diverse
crucible
of
new
information
comes
from
there.
Lots
of
diverse
life
forms
lots
of
diverse
ways
of
living.
A
Obviously,
you
do
the
work
here
ca,
but
as
we
introduce
rap
and
things
it's
going
to
get
even
tighter,
you
know
we're
going
to
be
able
to
come
back
and
say
here's
a
role
like
like
we
talked
about
sponsors
and
and
and
champions
those
are
roles
and
a
governance
framework
at
some
point
will
tell
people
explicitly.
This
is
a
role.
This
is
its
requirement
and
building
that
out
takes
longer
than
it
does
to
actually
execute
the
role.
So
we
need
to
execute
the
role
feel
it
out.
A
It's
it's
all,
just
so
emergent,
I
think
of
it
like
driving
at
night.
You
got
your
headlights
in
front
of
you.
You
can
only
see
about
you
know
20
yards
in
front
of
you,
but
you
can
go
300
miles,
doing
that
and
and
so
we're
that's
kind
of
a
space
we're
in
as
far
as
finding
the
purpose
and
the
principles
behind
this.
So
it's
very
much
just
a
learning
and
reacting
and
emergent
process.
I
think.
C
C
Two
weeks
a
quarter
assessing
proposals,
so
you
need
to
be
very
clear
on
that
and
I
think
that
comes
back
to
nadia.
Have
you
figured
out
what
is
the
mandate
of
cas
and
what
is
the
role
of
cas
and
what
is
expected
from
them?
Is
it
two
weeks
a
quarter
assessing,
or
is
it
really
advising
the
community.
B
A
Well,
I
think
we
can
agree
that,
whether
you
call
it
a
ca
or
you
fire
them
all
that
there's
you
know
you
might
call
it
quality
assurance
or
quality
control,
but
there's
a
a
job
being
done.
That
is
making
the
catalyst
environment
healthier.
You
can
think
of
it
like
a
hive
of
bees
goes
out
and
pollinates
the
fields
around
it.
That's
because
it's
an
integral
part
of
that
and
it
doesn't
matter
if
you
use
bees
or
some
other
pollinator
you've
got
to
get
that
pollination
done
to
get
a
healthy
ecosystem.
A
So
what
the
cas
do
is
really
what
they
are,
and
you
know
are
we
pollinators?
I
don't
even
know
what
that
means,
but,
but
I
think
that's
actually
probably
going
to
show
up
in
that
purpose.
Just
for
the
cas.
It
should
be
somehow
that
specific,
but
but
general
enough
to
to
subsume
all
of
the
ways
that
work.
G
C
Sorry,
sorry
sorry
go
yeah,
so
just
to
wrap
this
up.
So
I
think
what
is
needed
is
that
we
decide
on
what
the
process
is,
what
the
roles
are
and
what
are
the
steps
in
the
process
and
what
those
roles?
C
B
I
agree,
I
guess
I
guess
this
is
one
where
a
commute.
We've
had
a
lot
of
conversations
about
this
back
and
forth
in
telegram
and
probably
other
places
in
the
channel
over
time,
and
certainly
the
word
advice
to
the
point
of
like
when
a
word
has
a
certain
connotation
for
someone.
If
you
have
a
financial
advisor
and
now
you
have
a
community
advisor
right
words
that
are
familiar
to
us
from
other
places
that
you
have
a
certain
expectation
of
the
level
of
responsibility
of
that
role,
it's
certainly
off-putting.
B
I
do
think
that,
in
a
sense,
the
community
advisor
is
advising
the
community
based
on
having
done
the
assessments,
so
that
I
mean,
if
you
wanted
to
really
get
specific
about
it.
Probably
you
can
make
a
strong
case
for
it
and
then
also
the
practice.
The
practice
of
doing
the
assessments
could
be
the
but
then
you'd
have
to
change.
You
can't
be
the
community
assessor
we're
going
to
change
the
whole
thing
all
together.
B
What
is
the
feasibility
of
doing
that?
Is
it's
just
something
we
decide
on
and
make
and
make
the
change,
but
I
think
that
that
should
be
an
actual
official
conversation
that
is
had
work
where
we
all
make
the
case
for
it
and
we
go
through
a
process
of
making
that
decision
together,
based
on
what
our
perceptions
are.
D
We
don't
know
how
to
you
have
a
champion,
but
you
don't
you
know
from
get
it
to
an
idea
to
the
result.
Is
the
problem
right?
That's
all
of
this
is
us
trying
to
do
that?
Who
has
the
mandate?
Who
has
the
mandate
to
change
the
name
or
to
do
anything
to
change
just
to
change
the
name
from
community
advisors
to
community,
assessors
or
community?
Whatever
you
know,
and.
B
Then
and
then
we
all
get
angst
with
each
other,
but
if
yeah
and
and
that's
that's
troublesome,
so
yeah.
So
if
you're
saying
that,
if
you
want
to
lead
it-
and
you
feel
that
you
have
been
what
is
the
process
that
should
we
then
follow
this
process
of
sub-circling,
even
though
it's
a
it's
a
big
decision,
but
probably
not
one
that
needs
months
to
decide,
is
that
then,
that
we
get
q
and
we
get
zoe
and
we
get
everyone
else.
Who's
commented
there.
We
start
with
those
people,
and
then
we
stay
at
this
time.
B
We're
going
to
hash
this
out
and
let's
talk
about
it
and
here's
at
the
end
of
it.
Do
we
have
then,
as
always
the
important
question
the
capacity
to
make
this
decision
now?
What
will
it
take
for
us
once
we
decide
on
it
to
actually
make
this
change
and
then
the
same
champion
has
to
bring
that
to
has
to
bring
that
to
the
end,
and
I
I
don't
think
that
that
is.
I
don't
think
that
that
is
the
role
of
the
rep.
Unless
the
rep
is
decided
to
champion
things.
D
No,
no,
it
should
not
right,
not
a
good
precedent.
I
agree.
I
agree
it's
just
that
we
have
to
find
a
way
to
get
to
that
point
right.
My
idea,
what
I
would
love
to
see
is
have
someone
yell
in
the
beginning,
whoever
tommy
quasar
zoe,
phillip,
nadia,
jeremy,
whoever
hey
I
want
this
because
I
think
it's
wrong
great.
D
D
Yes,
but
then,
in
the
end,
it
has
to
be
some
kind
of
a
wide
consensus,
whether
it's
a
vote
on
chain
or
something-
and
you
know
it
cannot
it
just-
cannot
be
in
the
end
crying
to
danny,
hey,
danny
change
it
because
then
it
defeats
the
whole
purpose
of
it
right
and
we
can
just
go.
I
can't
just
go
and
cry
to
danny
immediately
right.
We
have.
B
C
We
have
been
talking
about
this
for
the
past
one
and
a
half
hours.
So
if
this
objective
initiative,
user
story
model
is
something
that
we
could
take
into
practice
now,
what
it
would
mean
from
nadia's
perspective
is
that
nadia
is
a
sponsor
for
the
objective,
which
is
called
community
advisor
process
or
whatever,
and
then
we
have
initiatives.
C
One
is
led
by
jeremy
as
a
champion
ces
up
circle,
one
is
led
by
tommy,
which
is
called
process,
clarification
and
process
and
role
clarification,
another
issue,
and
then
something
could
be
let
by
you
and
something
could
build
by
simon.
What
not
so
then
nadia
has
a
working
tool
set
of
okay
this
and
that
and
that
initiative
is
going
forward.
They
are
working
independently,
but
they
also
have
to
have
like
weekly
meetups
with
each
other
so
that
they
are
synced
and
when
things
start
to
materialize,
okay,
this
bit
is
ready.
This
bit
is
ready.
C
This
bit
is
ready
and
what
does
the
definition
already
mean?
One
part
of
the
definition
ready
might
be
that
the
community
has
been
heard,
so
we
have
sent
out
the
survey
and
we
have
processed
the
results
and
we
have
communicated
that
after
town
hall.
What
not
so
after
that
nothing
can
say.
Okay,
this
initiative
is
ready.
This
is
ready.
This
is
ready.
Okay,
my
objective
is
ready,
I'll,
take
it
to
the
circle
and
the
circle
can
say:
okay,
this
is
great.
Let's
do
it.
D
C
Iog,
for
example,
the
b
reps,
or
something
like
that.
That
sounds
like
an
initiative
belonging
to
an
objective
and
they
just
need
to
tell
us
what
the
objective
is
and
they
can
bring
those
things
from
top
top
down
and
say
that.
Okay,
let's
do
this
thing
and
if
people
like
that
thing,
then
we
will
do
that
thing,
but
we
can
also
propose
things
and
start
doing
things
and
if
they
fit
in
the
same
model,
then
we
have
common
terminology.
C
B
There
should
be,
I
agree,
there
should
be
a
certain
criteria
that
a
champion
has
to
meet.
Did
you
meet
in
a
small
group?
Were
there
dissenting
opinions?
Did
you
do
a
survey
to
the
community
or
how
did
you
survey
the
community?
How
did
you
gain
community
perspective?
Have
you
shopped
this
out
blah
blah
blah?
B
What
are
the
implications
things
like
that
sort
of
like
a
proposal
you're
proposing
a
solution
to
a
problem,
so
there's
some
criteria
and
then
the
listening
body
of
the
circle
goes
to
iog
and
rather
than
being
like
what
can
we
do
and
why
can't
we?
We
can
say:
here's
what
we
here's
the
problem
that
we
have
here's,
what
we're
thinking
about
doing
about
it.
Here's
all
the
work
that
we've
done
around
it
and
then
let's
move
this
thing
forward
and
that's
a
lot
different.
That's
a
lot
different
of
a
conversation.
B
It's
a
lot
different
of
a
conversation
and
it's
not
to
say
that
that
hasn't
happened.
It's
not
to
say
there
aren't
difficulties
and
it's
all
the
growing
pains
and
everything
I
think
we'll
have
a
lot
more
success.
If
we
really
think
this
out
and
bring
everything
together
and
do
our
work
of
moving
forward,
what
we
can
and
ask
for
the
collaboration
where
it's
available,
it's
going
to
be
a
much
more
representative
approach
of
what
this
group
is
capable
of.
This
group
is
capable
of
so
much
and
we
just
have
to
tie
the
ends
together.
C
Once
we
have
started
this
and
we
have
started
moving
and
we
have
the
process
kind
of
fixed
and
things
are
falling
in
place.
Maybe
you
can
take
this
as
a
process
to
circle
and
say
hey,
so
we
we
are
doing
this.
Would
you
like
to
do
the
same
and
then,
if
all
the
circle
representatives
in
their
own
right
are
doing
the
same
kind
of
approach,
then
we've
taken
a
huge
leap
forward.
B
And
I
just
I
wouldn't
like
to
just
personally
express
to
this
group
reading
these
documents
was
so
inspiring
and
it
just
provided
so
much
clarity
and
it.
I
think
that
we're
really
there's
a
there's
a
lot
to
do
in
it
long
term.
It
is
a.
It
is
a
long
term
scale
project
and
a
lot
will
be
evolved.
That
is
not
so
tactically
operationally
focused
as
we're
talking
about
right
now,
but
what
a?
What
a
great
position
to
start
in
to
be
able
to
address
some
of
this
stuff,
and
I
really
appreciate
it.
C
What
I'm
so
happy
about
is
that
when
that
political
election
started
and
we
we
were
supposed
to
give
speeches
and
what
not
and
everyone
was
saying
that
it
doesn't
matter
who
gets
elected
because
we
anyways
are
going
to
work
together
and
it's
happening.
C
D
B
D
B
Well,
this
is
longer
than
a
half
an
hour
yeah
a
little
bit
true
catalyst
style,
so
cool,
but
okay.
So
I'm
going
to
come
away
from
this.
I'm
going
to
put
this
recording
on
swarm.
Jeremy
you'll
get
to
me
about
what
you're
going
to
talk
about
and
any
links
and
things
we
need
to
add
for
after
town
hall
tommy.
Let
me
know
how
you
want
to
approach
this
clarification
of
the
process
championship
you
just
took
on
or
just
that
conversation
we
can
all
work
on
it
together.
B
C
B
Well,
it
is
something
it's
a
perfect
example
of
something
that
there's
a
lot
of
passion
around
where
someone
could
rise
into
it
and
and
leave
out
of
it
and
make
a
big
impact
in
a
short
time
right
so
and
then
so
I'll
put
that
together
and
then
we'll
have
this
to
present
and
we'll
start
to
move
it
forward
and
we'll,
naturally,
so
all
I'll
chronicle
and
maybe
I'll
make
like
a
little
an
idea
for
a
checklist.
B
B
Oh,
I
need
from,
I
need
permission
back
for
me
to.