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From YouTube: Eugene Kim - Part 2
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B
So
I
think
to
make
a
long
story
short
I'll.
Give
you
like
two
very
simple
examples
right
so
like
most
common
problems,
I
see
with
groups
in
general,
not
just
organizations,
but
any
kind
of
group
is
they're
moving
too
fast
right
and
some
strategic
slowdown
in
certain
parts
like
doing
a
retrospective.
If
you
work
together
and
like
you,
you
work
hard
and
everybody
wants
to
succeed
and
certain
good
things
happen,
but
certain
not-so-great
things
happen
like
at
the
end
of
the
cycle.
B
Take
the
moment
to
the
step
back
and
just
talk
about
what
you
learned
together
right
there.
Obviously
you
know
a
thousand
different
ways
to
do
a
retrospective
there's.
All
these
like
different.
Like
you
know,
that's
the
doggies
and
stuff
like
that.
But
at
the
end
of
day,
if
you're
just
like
taking
the
time
to
basically
have
a
conversation
and
say
hey,
what
did
we
learn?
What
could
we
do
better
right,
you're,
probably.
A
B
Do
better
like
over
time,
so
many
people
just
skip
that
step
right
and
if
you
just
started
with
that,
half
a
lot
of
this
dysfunction
wouldn't
even
happen
in
the
first
place.
Another
really
simple
example
is
listening
right,
so
so
I
can
tell
just
from
this
conversation
like
you're
a
good
listener
like
you're.
B
You
know
you
hear
things
I
hear
you
reflect
back
or
refer
to
them
like
just
through
the
course
of
our
conversation
like
I
can
tell
that
I
am
being
listened
to
right
and
there
are
people
out
there
who
are
obviously
like
good
at
listening
and
who
everyone
appreciates
there's
a
little
bit,
and
then
there
are
people
who
are
mediocre
at
it
or
terrible
at
it
right
and
think
about
listening.
Is
it's
so
core
to
being
able
to
collaborate
effectively,
communication,
all
this
sort
of
stuff?
You
can
get
better
at
listening.
A
B
But
you
wouldn't
go
to
a
you
know
a
weekend:
training
have
to
play
the
guitar,
so
why
would
you
go
to
a
weekend,
training
right
and
expect
someone
to
suddenly
become
good
at
listening
right,
I.
Think,
there's
like
a
lot
of
these
things
that
people
could
fundamentally
improve
on
sort
of
on
their
own
with
a
little
structure
and
motivation
that
would
prevent
you
from
meeting
like
a
consult
in
the
first
place
and.
A
B
A
B
A
B
B
A
B
A
A
B
A
A
B
A
A
B
B
A
B
A
Would
you
see
yourself
in
you
know,
participate
in
men,
something
like
that,
because
the
thing
that
I
mean
we
obviously
appreciate
collaboration.
It's
the
number
one
value
mm-hmm
and
it's
about
getting
people
to
work
together.
A
lot
of
that
is
technical
skills,
but
a
lot
of
that
is
the
collaborative
literacy
part.
A
A
A
Table
you
know
nine
days
on
that,
but
yeah
I,
definitely
interested
vehicle
and
frankly,
I
mean
I'm
just
interested
like
you're,
obviously
doing
something
right
like
there's
like
you've
been
able
to
I
mean
clearly,
you
must
have
incredible
passion,
boys.
You
know
I,
guess
you're
still
doing
this
and.
A
B
A
A
Some
funny,
like
I,
was
a
shuttleworth
Foundation
fellow
for
a
couple
years
after
the
TED
talk.
Of
course,
a
lot
of
lot
of
interest
came
in,
but
then
we
shifted
to
the
the
workshops
as
a
way
to
generate
revenue,
but
yeah.
The
the
key
challenge,
I
would
say
is
I
mean
just
the
you
know:
the
recognition
that
I
joke
about
about
there's
kind
of
one
thing
as
an
open
source
product
we've
open
source
project
that
we
forgot
about,
and
that
is
a
product
that
that
part
so
really
focusing
on
that.
A
But
it's
about
a
lot
about
I
mean
just
now
just
seeing
it
became
crystal
clear
to
me,
maybe
over
the
last
two
years
that
there's
nothing
to
do
with
like
any
technical
feasibility
product
development,
like
example,
the
cordless
drill
thing
that
we're
gonna
do
next
year.
Nothing
is
gonna,
succeed,
so
bad.
It's.
A
A
That
once
again
collaborative
literacy,
because
it's
it's
like
such
a
clear
case
to
say:
okay
just
get
so
right
now,
we've
got
two
other
hardcore
guys
here,
we're
developing
collaboratively.
What
we're
doing
is
contributing
products,
open-source
3d,
printable
or
other
wise
manufacturable
products
to
what
we
call
the
open-source
everything
store.
So
we're
developing
this
concept,
where,
if
we
could
get
only
like
a
dozen
or
a
couple
of
dozen
of
people
who
do
that,
then
it's
like
wow,
your
R&D
costs
are
out
the
startup
costs,
there's
so
much
lower.
A
Your
all
sharing
experience
this
whole
network
of
open-source
production
starts,
but
that
thing
is
like
you
cannot
get
this
across
to
anybody.
It's
hard.
It's
just
a
hard
thing,
because
it's
culturally
it's
a
new
thing
so
that
that's
what
that's
the
pain
point
to
try
to
communicate
any
of
that
outside
to
the
few
people
on
a
planet
that
fight
I
mean
there's
a
very
few
that
get
it
and
actually
would
join
that
kind
of
process
and
I
thought
out
with
a
steam
camps.
Ok,
so
now
we're
saying:
okay,
we'll
pay!
A
A
B
A
B
A
B
B
A
A
further
thing:
it's
like:
what's
what's
the
issue
here
and
I?
Think
a
lot
of
it
is
with
this
the
the
idea
of
true
open,
collaborative
sharing
that
you're
becoming
a
vulnerable
like
okay,
what
you're
actually
telling
me
to
open,
fully
open
source
and
give
my
product
away,
like
that's,
actually
a
big
shock,
so
I
think
that
cultural
bit,
even
in
a
Fablab
community,
like
for
example,
Fablab,
does
not
pay
attention
to
license.
They
encourage
open
source,
but
most.
A
A
Sea
or
whatever
like
don't
require
so
I,
think
I'm,
seeing
some
of
that
there
too,
that's
like
okay
when
it
comes
down
to
let's
get
vulnerable
and
let's
actually
think
about
a
much
bigger
plan
for
Humanity.
It's
like
people,
don't
think
that
way,
so,
definitely
culturally
an
uphill
battle,
so
exploring
those
issues
how
it
works.
I
think
I
got
a
lot
of
insight
through
just
lightly
just
trying
to
organize
this
team
camps.
It's
like
not
really
finding
all
the
instructors
that
I
thought
would
be
just
flooding,
and
this
I.
B
A
Like
200
decent
candidates,
five
that
are
actually
going
forward,
or
so
some
of
that
something
like
that
is
very,
very
small
percentage.
So
still
looking
at
it's
like
it's
gonna
work,
but
it's
like
just
just
looking
for
different
approaches
to
take
here
and
how
we
can
yeah
address.
If
I
can
I
mean
I'd
love
to
ask
you
like?
Okay,
if
we've
got
this
project
of
the
steam
camp
happening,
there's
a
curriculum,
it's
it's.
A
What
we
think
really
good,
really
decent
decent
content
and
we've
got
the
crazy
modular
building
techniques
and
rapid,
build
techniques
that
we
use,
and
we
do
have
some
some
substance.
How
do
we
find
the
people?
So
it's
it's
kind
of
like
a
strategy
question
and
it's
kind
of
trying
to
deal
with
that
strategy
of
how
do
you
develop
this
business
that
we're
intending
to
run
yeah.
B
A
January,
so
we're
looking
like
for
right
now.
For
example,
I've
got
a
gig
getting
lined
up
for
Hong
Kong
they're
gonna
get
me
to
do
their
steam
camp.
There's
it's
a
friend
that
Ted
fellow
friend,
that's
that
came
through
with
that.
It's
a
recent
thing.
There's
gonna
be
like
24
suit.
Pretty
much,
we've
got
a
captive
audience
they're
like
24
students,
I'm
gonna
pay
me
they're,
gonna
pay
the
tuition
for
that,
and
all
that.
Oh.
B
A
A
good
one,
January
we're
looking
at
doing
like
the
three
of
us
here
at
least
events
in
three
different
cities
so
get
that
team
building,
but
we're
aiming
to
do
like
12
to
24
we're
not
there
yet
we're
recruiting
an
event
planner
to
actually
try
to
get
that
happening.
To
do
all
the
steps
to
make
that
happen.