►
From YouTube: e-NABLE SPC Meeting - January 29, 2021
Description
This is a recording of the e-NABLE Strategic Planning Committee meeting for Friday, January 29, 2021.
The notes/agenda document can be found here: http://bit.ly/2L3JDnL
C
Okay,
we
were
just
getting
started
here,
so
all
right,
we've
got
the
recording
going
and
we'll
just
go
through
action
items
real
quick
here
and
then
we're
going
to
have
a
a
presentation
from
isabella
about
her
work
and
we'll
see
what
else
we
have
time
for
so,
let's
get
started.
The
first
action
item
was
ben
to
work
on
collecting
photos
of
people
wearing
enabled
devices.
Is
that
still
in
progress?
Ben.
D
That's
that's
still
in
progress,
and
maybe
it
just
involves
a
weekly
email
to
to
that
group,
but
I
could
also
expand
beyond
the
group
that
I
originally
emailed
I've
only
gotten
a
response
from
one
person
which
is
sort
of
not
so
typical.
So
I
think
it's
maybe
just
been
a
busy
time
for
people.
C
C
Okay,
all
right
and
then
the
rest
of
these
are
mine.
Let's
see
so
send
the
non-flex
parts
for
the
kinetic
hands
to
bob.
I
did
that,
although
he
reported
there
was
some
kind
of
an
issue
we
might
have
made
a
mistake
on
the
scaling.
I
need
to
follow
up
with
him
on
that,
but
it's
the
parts
were
sent
to
him
at
least
so
that's
being
worked
on
next.
C
One
is
for
me
to
write
up
the
lumio
discussion
thread
for
the
discretionary
fund
allocation
we've
been
talking
about
and
that's
the
one
I
did
not
get
to
yet.
I'm
gonna
need
more
time
on
that,
but
then
I
did
order
shirts
and
mugs
for
the
handbags
those
are
being
sent
directly
to
bob
and,
let's
see
then
I
was
supposed
to
set
up
a
form
and
spreadsheet
for
delivered
device
records.
C
Maybe
we
can
look
at
that
after
isabella's
presentation
time
permitting,
and
I
can
show
you
what
I
came
up
with.
We
can
talk
about
how
to
use
that
and
then
lastly,
was
for
me
to
reorganize
the
device
catalog.
We
talked
about
kind
of
grouping
them
according
to
recommended
designs
and
experimental
and
legacy,
and
I
started
to
do
this
too.
This
is
another
one
where
I'd
like
to
maybe
take
some
time
at
the
end.
C
If
we
have
time
available
and
I'll
share
my
screen
and
show
you
what
I've
run
into,
I
I
thought
we
had
the
ability
to
do
nested
subcategories
in
the
wikis,
but
they
apparently
have
still
not
added
that
feature.
So
I'm
struggling
with
how
to
do
this
so
I'll
show
you
what
I've
got
and
maybe
have
you
guys
give
me
some
suggestions
time
permitting
later,
so
that's
it
for
the
action
items.
I
did
not
actually
have
time
to
update
our
statistics
before
the
meeting
today.
C
I
was
working
on
other
things,
so
I
will
do
that
after
the
meeting,
so
those
statistics
and
charts
are
actually
currently
from
last
week,
so
we'll
just
move
right
along
if
you
guys,
if
you're
in
the
notes,
who's
who's
going
to
be
helping,
take
notes
today.
C
That's
a
good
indication
then.
So
then
I'll,
let
you
take
notes.
If
you
go
down
john
to
page
four,
where
the
agenda
items
start,
I
put
a
placeholder
in
there
for
for
isabella's
presentation
where
you
can
put
notes
with
that.
I'll
turn
it
over
to
you.
Isabella.
E
Great,
so
for
those
of
you
who
don't
know
last
semester,
I
did
an
internship
with
field
ready
and
I
was
studying
the
governance
needed
for
the
network
of
distributed
manufacturing
organizations
what's
working
well
and
how
to
improve
it.
This
presentation
is
about
a
half
an
hour
long.
So
if
there's
a
point
where,
like
okay,
we
don't
need
to
see
the
rest
of
it.
Just
you
know.
Let
me
know
I
don't
want
to
take
up
too
much
of
anyone's
time,
but
without
with
a
let's
get
started.
E
Okay
start
all
right,
so
welcome
to
tales
from
the
field,
the
global
governance
of
distributed
manufacturing
network.
So
my
internship
had
two
purposes.
The
first
purpose
was
to
understand
the
strength
and
weaknesses
of
the
current
governance
model
for
distributed
manufacturing.
E
It
was
also
to
identify
what
is
needed
to
improve
the
model.
So,
in
addition
to
a
literature
review,
I
interviewed
15
plus
distributed
manufacturing
professionals
and
leaders
from
around
the
world,
including
john
during
my
research.
I
studied
a
lot
of
different
governance
systems
because,
as
you
know,
a
governance
system
that
could
work
for
distributed
manufacturing
has
to
be
really
complex.
E
Through
my
interviews,
I
came
across
all
these
different
type
of
governance
systems,
and
initially
I
didn't
really
understand
how
they
could
work
together
or
how
you
can
use
bits
and
pieces
until
actually
john
introduced
me
to
the
term
stigma.
G
stigma.
G
inspired
by
nature
is
a
method
of
indirect
coordination
by
individuals,
responding
to
other
actors
in
their
environment
to
bring
this
idea
to
life.
I
have
a
short
video
cool.
F
F
F
So
one
of
the
things
that
I
said
in
the
beginning
that
excited
me
about
having
a
thousand
robots
was
really
trying
to
create
new
kinds
of
collective
behavior.
What
are
artificial,
collective
behaviors
that
have
never
existed
in
nature,
ones
that
you
and
I
get
to
invent
so
can
I
invent
a
program
so
that
these
robots
self-organize
into
a
starfish
shape?
Well,
we
can,
and
actually
the
interesting
thing
is
that
the
program
that
we
use
to
self-organize,
something
like
a
complex
shape,
is
the
same
program
that
combines
things
from
before.
F
Like
synchronization
movement
pattern
formation,
you
put
those
together
and
you
can
actually
make
much
more
complicated
programs
that
combine
those
different
behaviors.
So
here
each
individual
robot
doesn't
actually
know
where
it's
going
to
end
up
in
the
shape.
There's
no
leader,
there's
no
overhead
camera
each
robot
talks
to
10
neighboring
robots,
but
as
a
group
they're
actually
able
to
form
a
pattern
that
all
of
them
know
is
the
goal,
but
none
of
them
know
which
role
they're
going
to
play.
E
So
you're
probably
all
wondering
what
does
this
video
teach
us
about
distributed
manufacturing
governance?
Well,
it
teaches
us
three
things.
First,
every
individual
within
this
network
needs
to
know
the
big
picture,
but
not
every
individual
needs
to
know
what
every
other
unit
is
doing
and
they
make
decisions
by
evolving
off
the
actions
of
its
neighbors,
and
I
want
to
go
back
to
number
one.
So
for
this
to
work,
the
big
picture,
the
big
picture
must
be
simple
and
the
rules
must
be
simple.
E
So,
let's
go
back
to
that
video
in
the
video
there
were
a
bunch
of
individual
robots
and
all
of
them
have
the
same
idea
in
mind,
a
big
picture
of
creating
a
starfish,
although
they
all
share
this
value,
they
don't
really
know
what
this
will
look
like
or
even
how
to
form
it
or
their
place
within
them
within
the
starfish,
but
with
talking
through
their
to
their
neighbors.
This
act
of
co-evolution
happens
and
with
this
interaction,
the
starfish
eventually
evolves.
So
now,
let's
bring
this
example
to
distributed
manufacturing.
E
Each
of
these
robots
represents
someone
within
the
group.
This
could
be
enabled
this
could
be
a
fab
lab.
This
could
be
a
college.
This
could
be
a
little
factory
somewhere
and
the
one
thing
that
connects
all
of
them
together,
the
big
simple
rule
is
distributed.
Manufacturing
is
the
best
way
to
proceed
right
now
to
meet
their
needs
now,
as
you
all
know,
distributed
manufacturing
is
really
new.
No
one
really
knows
exactly
what
distributed
manufacturing
looks
like,
even
though
they
all
share
this
value.
E
So,
as
you
all
know,
individuals
within
distributing
manufacturing
talk
to
their
neighbors,
either
within
the
same
organization
within
the
same
country
or
through
open
source.
Through
this
again
co-evolution
happens,
and
eventually,
with
these
stakeholders,
evolving
off
of
each
other,
distributed
manufacturing
can
form.
E
So
a
word
I'm
using
to
describe
this
phenomenon
that
I
stole
from
software
engineering
is
continuous
integration
and
continuous
deployment.
What
this
is
is
you
have
a
bunch
of
stakeholders
and
you
throw
data
into
the
system.
This
data
is
passed
from
stakeholder
to
stakeholder
to
stakeholder
and
through
this
process
the
data
is
improved.
E
Data
could
be
a
lot
of
different
things.
It
could
be
designs,
it
could
be
items,
it
could
be
educational
practices,
it
could
be
processes,
it
could
be
communication,
it
could
be
quality,
control,
half-baked
ideas,
as
I
also
stole
from
john
and
incentives
and
disincentives
or
how
to
act
within
the
system,
norms
and
ways
to
act.
Another
way
to
describe
incentives
and
disincentives
is
a
distributive
governance.
Now
you
all
are
probably
thinking
how
can
incentives
and
disincentives
act
as
a
form
of
distributed
governance.
Well,
let
me
give
you
two
examples.
E
One
of
the
organizations
I
interviewed
runs
a
company
where
there's
open
source
hardware
designs
that
are
for
free,
but
if
you're
manufacturing
something
from
it,
you
have
to
give
them
a
percentage
of
the
the
income
from
it.
When
I
asked
how
do
you
enforce
this,
the
company
said?
Well,
we
really
can't,
however,
if
you
steal
a
design
to
produce
an
item,
but
don't
pay
your
fees.
E
As
you
know,
people
within
the
distributed
manufacturing
world
really
value
autonomy
and
saw
these
new
regulations
as
threats.
So
there
became
a
disincentive
to
work
with
cody
wilson
or
produce
3d
printed
guns
instructions.
So
again,
these
are
incentives
and
disincentives
that
promote
norms
in
the
system.
E
Another
reason
why
I
think
this
work
is
because
motivation,
as
you
all
know,
since
your
collection
of
volunteers,
is
that
people
are
motivated
more
than
making
money
or
maybe
causing
harm
they're
motivated
by
autonomy,
mastery
and
purpose.
These
three
things
can
happen
in
the
continuous
integration
and
continuous
deployment
system
autonomy,
because
its
incentives
and
disincentives
instead
of
rules
and
regulations
allows
people
to
work
at
their
own
pace
in
their
own
way.
E
It
also
allows
for
mastery
when
you're
in
the
system-
and
you
get
to
talk
to
all
these
different
organizations-
you
get
to
learn,
skills
and
produce
things
that
you
wouldn't
be
able
to
on
your
own
and,
lastly,
purpose
everyone
I
interviewed
said
the
reason
why
they
love
distributed
manufacturing
as
they
see
this
network,
this
system
bigger
than
themselves,
and
they
can
really
make
a
difference
by
being
a
part
of
it.
So
I
threw
a
lot
of
information
at
you
all.
How
do
we
bring
it
together
to
a
governance
system?
E
Well,
you
do
it
through
value-based
thinking,
you
start
with
the
value
and
then
address
the
alternatives,
so
the
value
the
thing
that
connects
everyone
together
in
distributed
manufacturing
is
for
people
outside
and
for
people
who
are
doing
distributed
manufacturing.
All
you
really
need
to
agree
upon
is
that
this
is
the
best
way
to
proceed.
E
So
when
you
break
that
down
into
some
of
the
shared
values,
there's
autonomy,
there's
efficiency,
end
of
the
monopoly
of
knowledge
shortage
supply
chain,
create
locally
tailored
items,
follow
the
local
customs
and
traditions,
fight
against
shortages
and
build
up
the
economy
and,
most
importantly,
transparency,
continuous
integration
and
continuous
deployment
allow
for
all
of
these
shared
values,
because
it's
a
distributed.
Governance,
that's
guided
by
a
system
of
dynamic
and
emergence
incentives
and
disincentives
so
you're,
probably
all
wondering.
Well,
how
do
we
create
this
continuous
integration
in
continuous
deployment?
E
E
E
E
A
lot
of
people
think
that
each
organization
should
train
their
own
people.
Some
people
think
there
should
be
ace,
train
the
trainer
program
or
a
certified
trainer,
so
this
is
still
developing
currently,
and
the
two
things
that
are
still
needed
is
a
shared
vision
in
stakeholder
alignment.
As
well
as
quality
control,
I'm
going
to
dive
into
the
things
that
are
needed
during
my
research,
I
was
trying
to
figure
out.
How
do
you
create
stakeholder
alignment
with
so
many
different
organizations
all
around
the
world
with
different
missions?
E
So
I
researched
a
lot
of
international
organizations
in
multinational
organizations
like
lego
and
see
how
they
created
shared
vision
among
all
their
different
groups,
and
what
the
research
showed
is
that
to
pre
create
stakeholder
alignment.
You,
you
can't
force
a
value,
but
you
need
to
understand
the
subcultures
and
look
for
complementaries.
E
So
to
do
this,
there
are
two
parts.
First,
you
need
value
complementary.
This
is
synergy
is
created
when
a
set
of
stakeholders
collectively
generate
more
value
than
the
sum
of
the
value.
Each
partner
creates
a
loan.
We
got
this
hands
down
distributed
manufacturing
already.
The
people
within
distributed
manufacturing
already
know
that
being
a
part
of
the
system
they're
doing
more
than
they
could
ever
do
alone.
E
The
thing
that
we
need
to
work
on
is
cultural,
complementary,
the
achievement
of
cultural
synergy
through
the
interaction
of
similar
subcultures
or
subcultures
that
link
to
a
dominant
culture,
values
or
distinct.
In
other
words,
how
do
you
connect
all
these
similar
and
dissimilar
groups
together
without
creating
tension
into
within
the
group?
E
Well,
you
need
to
figure
out
which
values
are
core
values
that
are
really
important
to
the
whole
and
which
values
are
important
to
some
groups.
But
if
some
groups
vary,
it
doesn't
create
a
tension
within
the
system.
So
let
me
give
an
example:
a
core
value
of
distributed
manufacturing
might
be
open
source.
E
Some
doubt
another
value
that
could
be
less
important,
more
weak
value
alignment
could
be
whether
you're
a
commercial
organization
or
an
academic
organization.
During
my
research,
I
found
a
lot
of
commercial
organizations
did
not
feel
welcome
into
the
distributed
manufacturing
system,
so
maybe
what
it
is
like
some
groups
can
be
commercial.
Some
groups
can
be
academic
and
that
doesn't
create
tension
as
long
as
they
all
agree
to
follow
open
source.
E
E
A
lot
of
people
are
actually
really
worried
about
quality
control
because
they
see
it
as
a
barrier
to
access
for
poorer
countries.
A
lot
of
people
want
to
think
of
quality
controls
like
a
certification
system,
and
maybe
some
communities
can't
afford
it
or
they're
in
a
place.
That's
not
accessible
to
be
trained,
but
at
the
same
time,
people
really
want
quality
control
because
they
want
to
ensure
that
what
is
produced
is
high
quality,
because,
right
now
there
are
some
association
with
the
hobby
movement
and
bad
quality
that
we
really
need
to
get
rid
of.
E
E
So
what
I
determined
that
could
work
for
this
that
allows
for
flexibility
based
on
the
product
as
well
as
allow
for
good
standards,
is
a
layered
quality
control
system
which
has
two
steps
to
do
the
layered
quality
control.
You
first
need
to
do
a
risk
analysis
and
then
the
second
you
use
the
layer
quality
control
to
determine
the
quality
control
needed.
E
So
an
example
of
a
quality
risk
assessment
is
something
that
field
ready.
Does
they
look
at
when
producing
an
item?
They
look
at
the
hazards
involved,
such
as
what
are
the
hazards
to
property
to
environment,
to
lives,
and
they
also
look
at
vulnerability
like
what
happens
when
you
make
the
item,
store
it
and
deliver,
and
they
also
look
at
the
control
and
mitigation
measures,
the
severity
and
likelihood
and
additional
considerations.
E
E
E
So
once
you
understand
the
risk
level
you
put
it
into
the
matrix,
the
matrix
is
risk
versus
manufacturing
stage.
It's
really
important
to
look
at
the
different
manufacturing
stages,
because
the
type
of
quality
control
varies
at
each
stage,
as
well
as
who's
accountable
for
the
quality
controlled
varies
so
for
the
instructions
like
the
quality
control
should
be
the
responsibility
of
the
designers.
E
E
So
you're
probably
wondering
if
each
layer
of
quality
stage
manufacturing
stage
is
a
different
quality
control.
How
do
you
make
sure
they're
all
on
the
same
level?
Well,
it's
based
on
the
item
produced.
Let's
say
you
have
a
3d
printer
and
you're
producing
a
toy
car.
The
overall
risk
is
really
low,
so
each
level
or
stage
of
quality
control
can
be
low
risk.
Let's
say:
you're
enable
and
you're
producing
prosthetics.
E
The
overall
risk
is
a
little
bit
higher.
So
all
the
quality
control
in
each
stage
should
be
a
higher
level,
so
this
might
be
a
little
confusing.
So
let
me
give
an
example
how
this
would
work,
let's
say:
you're
an
artist
and
you
want
to
produce
art
with
a
laser
cutter,
and
you
want
to
sell
it
so
the
instructions
and
design
there
doesn't
need
to
be
any
quality
control
because
you're
just
producing
it
to
use
the
tools
and
clean
the
tools
and
take
care
of
them.
That's
based
on
the
space.
E
E
E
E
Of
course,
my
research
and
understanding
are
not
without
limitations.
Some
of
the
limitations
are
the
chicken
or
the
egg
problem.
Will
the
values,
rules
and
language
evolve
on
their
own,
or
will
the
rules
have
to
be
created?
First?
How
can
we
add
accountability
to
quality
control
without
creating
barriers?
E
Distributing
manufacturing
is
the
best
way
to
proceed
right
now.
Is
this
sufficient
enough?
How
can
we
centralize
communication
without
creating
barriers
as
of
right?
Now?
I
don't
really
see
these
as
limitations,
but
I
see
these
as
questions
that
still
need
to
be
discussed.
E
So
what
I'm
hoping
you
get
out
of
my
presentation
today
is:
it's
will
spark
future
conversations.
I
hope
following
my
presentation,
you
will
think
about
what
connects
all
stakeholders,
how
to
build
trust
between
stakeholders,
what
is
needed
for
a
layered
quality
control
and
how
to
balance
standards
and
not
create
barriers
to
entry.
Thank
you.
A
Yeah
yeah
lindsay
you
haven't,
met
isabella
and
hi.
Lindsay
is
a
teacher
and
administrator
in
mid-state
new
york.
Isabella
is
a
graduate
student
at
brandeis
and
doing
an
internship
with
us
and
by
the
way,
also
taking
a
a
course
in
fundraising
that
she's
applying
her
tools
to
us
on
all
right.
So
question
can
do
we
have
time
for
questions
and
discussion
on
her
presentation?
Of
course
anyone
want
to
go
before
me.
C
Well,
I
had
one
question:
I
I
also
found
it
very
interesting
and
I
I
there
were
a
few
key
concepts
in
there
that
particularly
stuck
with
me.
That
will
be
useful,
but
but
one
thing
that
I'm
kind
of
curious
about
is
understanding
that
the
context
here
from
our
previous
discussions,
I
was
under
the
impression
isabella
that
you
were
going
to
be
focusing
on
fundraising,
and
this
seemed
like
it
was
more
about
governance.
Equally
useful,
I'm
just
curious.
Where
is
your
focus
and
is
this
is?
E
Oh
well,
let's
see
I
was
thrown
into
the
world
of
distributed
manufacturing
last
semester.
I
knew
nothing
so
all
of
this
information,
you're
seeing
was
started
from
a
zero
understanding
of
not
even
knowing
what
distributed
manufacturing.
Is
I'm
not
an
engineer.
I
don't
have
any
of
this
background,
so
I
was
kind
of
thrown
into
this
internship
because
I
understand
operations
and
how
things
flow
together
and
through
this
internship
I
really
fell
in
love
with
it
so
of
this
field.
E
I
think
it
can
solve
a
lot
of
problems
in
the
future,
so
I
actually
reached
out
to
john
I'm
like
john.
I
want
to
continue
to
work
in
this
field.
What
can
I
do,
and
so
that's
where
the
idea
of
the
fundraising
came
into
play
and
again
I
am
a
project
management.
E
That's
where
I'm
going
to
be
in
the
future.
So
even
though
operations
and
fundraising
and
governance
might
seem
different,
they
all
kind
of
play
together.
So
I
guess,
like
I'm,
seeing
this
internship
as
part
b
as
the
previous,
so
I
understand
the
governance,
but
now
I'm
like
broadly,
but
now
I
need
to
understand
how
it
works.
On
a
like.
A
more
local
level.
A
Okay,
you
know,
I
should
say
we
latched
on
to
fundraising,
just
because
it
was
the
path
of
least
resistance,
she's,
taking
a
course
in
fundraising,
and
so
that
was
a
way
in
which
we
we
sunk
the
hook.
Then
she
took
it
upon
herself
to
develop
an
internship,
which
means
she
has
more
time
to
work
with
us
and
while
she's
just
submitted
a
proposal
on
the
internship,
I
frankly
am
open
to
the
notion
that
the
internship
is
more
flexible.
C
Well,
yeah,
because
you
know
fundraising
is
certainly
important.
I
would
say
that's
one
key
tactical
area
that
we
need
to
have.
You
know
focus
in,
but
at
a
broader,
more
strategic
level.
Governance
is
something
that
we've
struggled
with
for
years
and
figuring
out
how
to
effectively
govern
a
community
of
of
you
know.
Semi-Autonomous
volunteers
and
chapters
has
always
been
a
challenge,
and
so
I
personally
I
would
welcome
having
further
involvement
on
the
broader
sort
of
you
know,
approach
to
governance
and
not
limiting
your
your
work
just
to
fundraising.
D
I
I
was
just
going
to
say
I
I
think
one
of
the
the
sub
observations
that
I
made
to
isabella's
presentation,
which
really
was
just
wonderfully
organized
to
to
communicate.
D
D
You
know
sort
of
stepping
on
toes
of
autonomy,
but
I
do
think
that
the
support
of
the
survey
for
some
of
these
points
is
really
instrumental
in
giving
it
a
bigger
picture
of
how
these
pieces
fit
together
from
a
lot
of
different
perspectives.
So
I
was
just
gonna
say:
definitely,
a
big,
bravo
and
also
hooray
for
the
survey.
If
it's
used
correctly.
C
I
just
want
to
add
to
that
because
I
think
I
think
that
was
one
key
takeaway,
but
that's
that's
getting
information
from
the
community
to
us.
Surveys
can
be
an
important
tool
for
that,
but
the
other
important
takeaway
that
I
gained
from
the
presentation
was
communicating
in
the
other
direction
the
importance
of
every
individual
in
the
community
having
a
clear
understanding
of
the
goals
and
the
vision,
while
not
necessarily
needing
to
understand
what
everyone
else
in
the
community
is
up
to.
That
was
a
really
key
takeaway
for
me.
C
So
that's
that's
about
us
communicating
out
to
the
community
here's
what
we're
trying
to
achieve,
and
I
and
that's
another
area
that
I
don't
know
that
we've
done
a
good
enough
job
in
so
so
there's
the
challenge
of
getting
communication
and
data
back
from
our
members,
but
there's
also
the
community
the
challenge
of
setting
clear
goals
and
visions
for
all
of
us
which,
which
is
equally
important.
I
think.
C
A
Literally,
a
sorry
was
it
literally
a
survey
or
15
of
these
focused
interviews,
or
did
you
do
both.
E
I
did
a
little
bit
of
both.
Some
people
couldn't
commit
to
a
our
interview,
but
I
found
that
longer
like
I
got
more
valuable
information
from
those
15
or
those
one
hour
interviews
than
I
did
from
the
surveys,
because,
like
at
least
I've
done
a
lot
of
qualitative
research
in
undergrad
and
people
don't
really
respond
well
to
surveys,
but
they
like
casual
conversations.
E
So
I
find
that
I
got
most
value
and
connections
and
resource,
because
I
got
so
many
comments
where,
like
off
the
record
this
and
this
right,
so
I
think
it's
also
again,
there's
not
a
lot
of
trust
so
having
that
face
face-to-face
conversation
rather
than
just
a
survey
being
like
here
fill
this
out
is
really
helpful,
because
people
didn't
seem
to
know
where
I'm
coming
from
until
I
was
like
hi
I'm
here,
just
trying
to
learn
and
people
are
like
okay,
I
feel
safe
to
give
you
information.
A
A
Field
ready
has
got
paid
staff
right,
you
were
an
intern,
but
they
have
paid
professionals
on
board.
Yes,
how
many
do
you
know.
E
Oh,
I
don't
know
off
the
top
of
my
head,
but
I
think
a
good
amount
I
think,
because
they
have
headquarters
in
england
and
in
chicago
as
well
as
stations
all
over
the
world,
mostly
nepal.
I
think
afghanistan
and
not
remember
the
other
country,
so
I
think
they
have
a
lot,
but
all
the
interviews
I
did
were
not
paid.
I
wasn't
paid
the
people
who
interviewed
with
me
were
not
paid
people
like
talking
to
people.
People
like
talking
that's.
A
Right,
that's
right,
but
the
systematic
layered
approach
that
you
laid
out,
which
field
ready
is
really
really
good
at
and
our
pioneers
at.
I
think
I
think,
may
only
be
possible
when
you've
got
people
who
are
being
paid
to
do
the
work
because
it
takes
it.
It's
hard.
C
E
E
It's
a
list
of
suggestions,
so
I
guess
like
what
I
would
do
for
enable
is,
I
would
have
a
booklet
would
be
like
a
suggestion
where
it'd
be
like
these
are
the
suggestions
of
how
to
do
a
risk
assessment
and
then,
once
you
have
the
layer,
then
you
can
kind
of
use
the
matrix
to
figure
out
like
okay,
it's
this
level
of
risk
for
each
stage.
This
is
what
you
need
to
do,
so
it
wouldn't
have
to
be
like
mandatory.
E
It
would
be
like
a
booklet
of
suggestions
of
how
to
proceed,
but
at
the
same
time
I
also
understand
developing
your
own
risk
assessment
is
expensive
and
timely
and
hard
to
get
that
across
the
board.
I
know
you
probably
have
to
translate
it
right,
because
you
have
a
lot
of
different
countries,
but
yeah.
B
I
have
a
couple
of
thoughts,
but
I
don't
want
to
like
diverge
from
the
conversation,
but
so
a
couple
of
things
like
I
first
of
all,
your
your
research
is
very
you
know
compelling
it
is,
and
so,
when
I
was
listening
to
you,
I
just
popped
in
today,
because
I
could,
but
so
when
I
was
listening-
and
I
was
thinking
in
the
context
of
enable-
because
I
wasn't
even
familiar
with
you
or
your
research
or
anything
or
what
was
going
on
and
when
I
was
thinking
in
that
context.
B
What
I
noticed
in
your
presentation
at
one
point
when
you're
talking
about
the
motivational
factor
which
I've
actually
done
significant
research
on
academically.
You
know
and
you're
talking
about
the
autonomy,
and
there
was
like
the
three
different
tiers
of
that
motivational
internal,
like
that
intrinsic
factor
that
just
makes
you
want
to
create
and
participate
voluntarily.
B
At
one
point
after
that,
you,
you
kind
of
separated
the
manufacturing
component
and
the
academic
component,
which
academics
speaks
a
lot
to
my
heart.
That's
where
I
can
speak
from.
So
when
I
was
listening
to
you.
I
was
thinking
about
those
two
parallels
that
really
are
running
currently
in
enable
being
the
manufacturing
component
and
the
academics,
the
educators
who
want
to
teach
and
how
to
create
and
make,
and
so
I
just
I
thought
that
it
was
interesting
that
you
pulled
those
two
pieces
out.
B
You
know
I
so
I
just
started
teaching
a
graduate
level
course
to
teachers
who
are
in
the
field
of
stem
education,
and
so
I've
also
presented
voluntarily
at
a
lot
of
different
meetings.
You
know
international
and
you
know
in
the
educational
realm,
and
so
when
I'm
presenting
this
idea
about
enabling
the
helping
hands
project
that
I
did
in
my
district
and
then
I'm
pushing
forward
these
resources
that
are
free
and
open
source.
B
Sometimes
people
will
just
latch
on
and
say
that's
a
great
idea
and
then
just
stick
it
in
their
back
pocket
and
it
doesn't
go
anywhere,
even
though
I'm
trying
to
get
them
to
buy
in
and
collaborate,
but
now
them
that
I'm
in
this
graduate
level
course
and
the
students
are
having
to
move
through
and
get
credit
for
this,
and
they
are
super
interested.
B
B
So
that's
something
like
in
the
academic
realm
that
I'm
always
trying
to
uncover
is
what
is
that
intrinsic
motivator,
and
how
do
we
layer
it
and
then
send
it
out
there
when
we
think
about
open
source
in
the
academic
realm?
I
mean
you
know
if
it
is
volunteer
based
work.
Everything
that
I
create
is
all
open
source
and
I
continually
share
it
out
with
people,
but
I
mean
sometimes
it's
used.
B
Sometimes
it's
looked
at
and
said:
wow
nice
job
and
that's
it
and
then
it
falls
flat,
but
when
we
think
about
having
it
that
accountability
factor
and
that
quality
control
of
okay,
I
am
moving
forward
in
this
project,
and
now
I'm
gonna
showcase
it
to
other
people
who
have
as
well
and
share
it
out.
B
I
feel
like
inadvertently,
teachers
when
they're
taking
on
that
perspective,
will
look
at
it
and
try
to
produce
their
best
quality
work
and
then
getting
themselves
into
a
spot
where
they
are
able
to
reflect
on
making
a
better
practice
in
a
community
is
ideal.
But
those
are
all
just
really
big
ideas
in
my
brain.
E
E
People
like
me
to
share
this
with
everyone,
so
yeah
there
there's
a
lot
of
there's
a
lot
of
complications,
but
if
you
haven't
read
this
already
the
gershenfeld
brothers,
neil
joel-
and
I
can't
remember
the
other
brother's
name-
wrote
the
book
designing
reality
and
they
started
the
fab
labs
and
they
teach
a
course
how
called
how
to
make
anything
or
how
to
make
almost
anything,
and
it
talks
about
how
to
motivate
kids
to
be
involved
in
distributed
manufacturing
and
how
to
inspire
that
love
of
making.
B
Yeah,
no,
it's
not
the
kids,
the
kids
absolutely
love
to
make
my
students,
it's
the
teachers
who
are
teaching
these
students
and
getting
brave
enough
to
to
venture
out,
but
the
students,
man,
they're,
they're
right.
There.
A
It's
it's
a
really
important
point
and
it's,
I
think
one
of
the
great
problems
with
academia
today
is
that
we
take
people
and
we
spend
18
years
teaching
them
how
to
get
good
grades
and
rewarding
them
for
getting
good
grades.
A
Even
when
it's
getting
good
grades
about
how
to
do
things,
but
they
don't
get
the
good
grades
by
doing
things
they
get
the
good
grades
by
passing
the
exams
about
how
people
do
things
and
then
you've
got
professors
who
teach
people
how
to
teach
people
how
to
do
and
it's
the
point
is
getting
people
to
actually
do
stuff,
especially
if
they
take
an
intellectual
interest
in
this
in
the
field
is
a
big
challenge
and
it's
a
frankly.
I
I
don't
think
it's
it's
something.
A
We've
done
well
at
this
panel
discussion
last
night
in
which
you
had
all
of
these
open
source
medical
supplies,
people
you
should
watch
the
video
isabella
and
others.
It's
really
quite
interesting,
but
d
cavalcanti
and
a
number
of
other
people
who've
done,
who
really
raised
the
bar
on
what
enable
has
been
doing
for
a
while,
there's
still
a
big
need
to
figure
out
how,
at
the
high
level.
F
A
Are
really
good
about,
but
I,
but
but
frankly,
I
think
the
very
act
of
discussing
the
problems
tends
to
remove
you
from
the
process
of
solving
the
problems,
and
I
so
it
it's
a
big
issue.
I
mean
in
some
ways
enable
has
done
well,
because
we
said
we
can
do
this
and
we
do
it
and
then
we
sort
of
run
around
afterwards
trying
to
figure
out
how
we
do
it
and
how
we
can
do
it
better.
But
meanwhile,
we've
got
lots
of
people
who
are
getting
their
their
hands
dirty
but
they're,
mostly
not
academics.
A
The
academics
tend
to
work
on
the
papers
anyway.
Isabella
have
you
seen
people
wrestling
with
this
this
issue
of
how
to
go
from.
A
How
to
organize
for
actual
action
I
mean
field
ready,
for
example,
is
a
crisis
organization,
and
so
I
think
they're
they
are
indeed
action.
Oriented
and
yet
they've
applied
a
real
discipline
to
it.
But
I
think
many
of
the
groups
you've
talked
to-
and
I
know
enable.
A
E
You
get
to
affection
action.
Unfortunately,
most
of
the
people
I
talked
to
were
either
purely
academic
or,
like
already
established.
E
I
didn't
really
see
anyone
in
the
middle
ground,
part
of
it,
but
I
think
what
happened
was
honestly
like
a
lot
of
divergent
of,
like
small
groups
like
I
know
when
I
talk
to
fab
lab
like
each
fab,
lab
kind
of
specializes
in
different
things,
and
they
kind
of
like
each
group
kind
of
evolves
on
their
own,
and
they
do
have
like
these
yearly
meetings
where
they
kind
of
inspire
each
other
to
work
and
join.
E
So
again,
it's
a
lot
of
that
letting
everyone
do
on
their
own,
but
again
allowing
people
to
come
together
to
discuss
and
collaborate
and
invite
people
to
join.
I
know
that's
not
really
answering
the
question.
It.
C
Know
what
what
I
found
myself
thinking
was
again
going
back
to
isabella's
point
about
setting
clear
vision
and
values
and
goals
if
we
do
a
better
job
of
clearly
messaging
to
our
community.
This
is
what
we
want
to
accomplish.
This
is
what
we're
trying
to
do,
and
we
continually
reinforce
that
and
we're
setting
a
really
clear
message
in
tone.
I,
I
think
the
individual
actors,
their
their
actions,
are
going
to
tend
to
gravitate
in
that
direction.
They're
going
to
tend
to
automatically
move.
You
know
in
the
direction
of
those
goals.
C
As
long
as
we're
being
clear
about
that.
So,
to
john's
point
of
you
know:
how
do
we
move
past
this?
Just
where
you
know
we're
just
kind
of
going
where
the
wind
takes
us?
I
to
me
that's
what
it's
about
it's
about,
agreeing
on
exactly
what
we're
trying
to
accomplish
and
communicating
that
clearly
and
consistently
and
repeatedly
to
the
community,
and
I
think
that
that
clear,
messaging
and
and
consistent
messaging
is
the
key
to
you
know:
we're
not
we're
not
telling
them
what
to
do
we're,
not
telling
them
how
to
achieve
those
goals.
C
We're
just
saying
this
is
what
we
want
to
try
to
accomplish
and
let
them
figure
out
the
best
way
to
get
there.
But
I
I
I
think
that's
that's
really
important
is,
is
the
messaging.
E
Yeah
and
I
could
I'm
trying
to
figure
out
how
to
share
a
document
in
the
chat,
but
I
wouldn't
say
copy
the
fablab
charter,
but
the
favlab
charter
is
this
very
loose,
very
broad
things
that
connect
all
the
groups
together.
That
still
allows
for
some
differentiating,
but
like
still
like,
this
is
who
we
are
again.
There
was
a
lot
of
critiques
of
this
charter,
but
it
might
be
a
good
way
to
kind
of
you
know,
base
something
off
of
it.
D
D
How
do
you
move
forward?
Do
you
think
about
it?
First,
you
know
jeremy's
saying
we
need
to
communicate
and
think
about
it
and
and
then
sort
of
direct
john's
asking
what
about
it's,
the
body?
First,
how
do
you
get
people
to
to
do
these
things
and
move
forward
with
the
actions
and
and
how
does
the
body
the
action,
the
making
inform
the
thinking
and-
and
I
think
finding
that
balance
is
really
worthwhile
for
for
us?
It's
not
just
coming
up
with
here's
our
pitch.
D
Let's
get
this
out
there,
but
it's
it's
really
observing.
What's
actually
happening,
I
mean
the
robot
video
that
isabella
shared
is
wonderful.
You
know
in
the
same
way
that
ants
are
working
together.
D
There
is
a
pattern
that
that
is
being
enacted
and
I
think,
for
example,
nobody
said
anything
to
the
enabled
community
about
making
ppe
there
wasn't.
You
know
a
big
champion,
everybody
just
did
it.
You
know
if
we
had
said
no,
no,
no,
we
don't
do
ppe,
we
just
do
prosthetics.
D
C
Yeah
I
mean
when
I
when
I
say
I
think
it's
really
important,
that
we
clearly
communicate
the
vision
and
the
goals
and
what
we're
trying
to
accomplish.
I'm
not
saying
that.
That's
some
static
thing.
It's
going
to
change
it's
going
to
evolve
over
time
when
something
like
the
covet
situation
came
along.
You
know
we
might
have
realized
that
we
can't
expand
into
these
new
areas
and
the
the
nature
of
that
messaging
may
have
changed
accordingly
and
that's
and
that's
fine.
C
I
I
see
it
as
kind
of
a
feedback
loop,
almost
to
ben's
point
where
you
we.
We
have
to
sort
of
say
what
we're
about
as
a
community
and
what
we're
trying
to
accomplish.
But
then
we
also
need
to
look
within
our
community
and
see
what
people
are
doing,
what
the
chapters
are
doing.
That's
effective.
What
is
it?
That's
working,
that's
actually
moving
us
towards
those
goals
and
then
share
those
things
with
the
rest
of
the
community.
As
examples
of
you
know
how
we
can
be
successful
in
in
those
goals.
So.
A
A
Well,
it's
the
the
incentives
and
the
disincentives
and
the
structuring
of
the
environment,
which
are
the
tools
that
you
have
and
so
isabella.
I
want
to
invite
you
either
now
or
at
a
future
meeting
to
say,
look
given
that
you've
sort
of
thought
about
this.
Are
there
concrete
opportunities
you
see
for
adding
incentives,
disinvent
disincentives
or
you
know,
as
I
say,
corridors
to
our
environment,
to
try
to
structure
what's
going
on,
and
then
my
own
point
would
be
that
you
know
in
this
group,
jeremy
and
ben
and
I
and
lindsay
intermittently.
A
We
do
take
it
upon
ourselves
to
act
and
to
to
champion
certain
projects.
Then
we
spend
a
fair
amount
of
time
talking
or
whining
about
projects
that
ought
to
happen,
but
that
we
personally
don't
have
the
time
to
do.
I
think
one
of
the
points
about
the
fab
lab
process
as
isabella
has
described
it
is
that
it's
the
chapters
or
the
fab
labs
themselves,
which
are
small
groups
of
people
where
individuals
can
look
each
other
in
the
eye
and
say
I'll,
take
responsibility
for
this
that
or
the
other.
A
Better
extracting
those
action
years
and
their
achievements
out
into
the
larger
community.
That's
my
point
is
that
small
groups
actually
do
things.
That's
part
of
the
story
and
congress
says
you
know,
take
an
extreme
extreme
case
congress,
which
is
a
large
group,
is
getting
really
good
at
not
doing
anything
just
talking
about
it.
C
Well,
I
I
want
to
go
back.
If
I
may,
just
briefly
to
this
idea
of
communication,
I
think
that
communicating
to
our
community
is
the
most
important
tool
we
have
in
our
tool
belt.
We
don't
have
any
ability
to
force
anything.
We
don't
really
have
anybody,
that's
managing
anything.
The
best
tool
that
we
have
is
simply
communicating.
This
is
what
we're
trying
to
do.
You
know
please
help
us.
I
would
put
forth
as
an
example
all
the
discussions
we've
had
about
the
importance
of
collecting
data
to
this
day.
C
We
don't
know
how
many
devices
we've
delivered.
We
don't
know,
you
know
how
you
know
what
percentage
of
those
are,
our
you
know,
hands
versus
arms
or
phoenix
versus
we
just
we
don't
have
good
data
about
what
we're
doing,
and
we've
talked
about
that
many
times,
but
think
about
how
much
of
that
discussion
has
happened
within
this
group
versus
how
much
of
that
has
been
messaged
to
the
community.
E
Yeah
and
also
allowing
those
groups
to
communicate
to
each
other.
I
went
to
a
fab
lab
three-day
conference
where
all
these
different
groups
took
time
to
like
present
what
they're
working
on
and
as
well
as
sending
the
document
like
if
you're
interested
in
joining.
Please
email,
this
person
right
and
I
saw
a
lot
of
great
collaboration
as
well
as
increase
of
love
and
admin
and
admiring
the
other
groups.
E
You
know
so
like
each
like
each
person
only
had
15
minutes
to
talk
like
that.
Was
it
because
there
were
a
lot
of
different
groups
that
wanted
to
talk,
but
I
was
like
watching
the
chat
as
this
was
happening,
and
people
like
wow.
This
is
so
cool.
I
have
an
idea
or
like
let's
do
this,
so
I
think
yes,
you
need
to
communicate
to
them,
but
you
also
need
to
like
help
them
communicate
to
each
other.
D
Yeah
great
point
I
was
going
to
mention
as
a
extension
of
what
jeremy's
saying
we
we
are
making
strides
in
these
directions.
Masby's
working
on
the
back
end
of
this
wishbone
audit,
I
I
do
think
sort
of
distributed.
D
Communication
is
really
something
that
we
haven't
really
figured
out.
Yet
we've
had
ways
of
asking
for
things
from
some
a
more
centralized
point,
but
if
we
think
about
more,
like
regional
networks
within
our
system,
I
think
it's
it's
sort
of
a
different
approach
and
also.
C
D
And
there's
there's
clear
reasons
for
why
it's
been
a
challenge.
I
don't
think
it's
all
on
our
shoulders.
I
I
do
recognize
too,
that
there's
there's
data
that
comes
in
like
last
year.
Bob
did
this
wonderful
audit
and
he
got
all
this
information,
but
it
took
a
year
for
that
information
to
be
part
of
our
centralized
map
and
that
wasn't.
That
was
just
that
that
could
have
happened
right
away,
but
we
it
took
time
to
pull
those
pieces
together
and
realize.
Oh,
this
is
a
duplication.
D
D
You
know
language
is
going
to
take
time
and
I
think
it's
really
worthwhile
to
invest
in
that,
but
you
know
there's
a
lot
of
work
there,
but
I
think
there's
also
a
lot
of
this
duplicity
that
happens
from
these
multiple
efforts
and
there
is
a
value
to
having
sort
of
some
centralized
tools,
but
having
that
not
feel
like
it's
infringing
on
the
autonomy
of
the
separate
parts
is
difficult,
but
I
think
we
can
start
looking
at
duplicity
within
our
resources.
Amazing
is
doing
a
wonderful
job
of
that.
D
Looking
at
the
badging
records,
looking
at
all
these
other
things
that
he
can
bring
into
this
audit
in
this
one
database
and
having
that
tool
if
it
helps
people
without
infringing
on
what
they're
doing
and
encourages
what
they're
doing,
it's
it's
an
asset
and
people
will
adopt
it.
I
you
know,
I
think
that
was
really
clearly
covering
the
presentation.
A
Personally,
that
it
might
be
useful
to
have
our
eye
out
for
ways
of
asking
each
chapter
or
each
chapter,
we
talk
to
what
other
chapters
do
you
collaborate
with
and
what's
the
nature
of,
the
collaboration
that
might
get
us
to
a
level
of
activity
that
we
are
blind
to,
except
in
the
case
of
our
own
personal
collaborations,
and
that
might
open
up
some
other
things.
E
C
A
E
A
Functioning
the
way
you
might
have
you
might
have
assumed,
which
actually
does
so
another
thought
to
consider
if
your
internship
is
is
flexible,
might
be
for
you
to
do
with
ben
or
in
parallel
with
ben
some
of
these
chapter
interviews
and
spotlights
because
you're
going
to
be
looking
for
the
kinds
of
things
that
you're
primed
to
look
for,
which
are
not
the
same
as
the
ones
that
ben
looks
at
and
you
might
be
able
to.
I
mean
that
might
again
be
the
right
way
to
ask
a
chapter.
A
E
A
E
D
Keep
in
mind,
too,
that
the
the
chapter
spotlight
process
has
sort
of
informed
the
questions
that
are
building
into
this
audit
system.
So
I
do
think
that,
if
there's
multiple
perspectives
you
know
there
are
just
like
isabella
was
mentioning
she
did
a
survey
and
she
also
did
the
interviews
and
they
they
coalesce
in
in
sort
of
a
central
way
to
synthesize
the
information
together.
D
D
So
I
do
think
that,
as
we
start
modeling
some
of
these
things
we'll
find
that
these
attributes
these
behaviors
these
these
qualities,
exist
in
the
community
and
we'll
be
able
to
find
them,
and
you
know
there'll
be
chapters
that
just
have
incredible
feedback
for
us
once
we
get
to
that
point,.
C
All
right,
so,
let's
wrap
for
today
we're
at
five
after
here
I
will
get
a
recording
out
there
and
we'll
regroup.
Next
week.
I
had
a
couple
of
things
I
was
gonna
show
you
guys,
but
we'll
save
that
for
next
week,
so
I
think
it'll
kind
of
tie
back
into
some.
What
we've
been
talking
about
as
we
start
to
look
at
how
to
actually
implement
some
of
these
things
and.
A
A
One
last
thing
good
job
I
whine
and
I
talk
about
whining,
but
I
think
in
some
ways
I
think
that's
in
some
ways.
That's
our
job
is
to
identify
the
as
yet
unfilled
opportunities.
I
just
I
I
think
what
we're
doing
together
is
terrific.
I
don't
want
to
give
the
impression
that,
even
though
I'm
very
conscious
of
the
things
we're
not
doing
as
well
as
we
would
like
to
do,
I'm
I'm
it's
it's
a
pleasure
to
be
with
this
group
doing
complaining
together
about
these
things.