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A
Hi
guys,
I
thought
I
had
another
hour,
so
I
was
participating
in
the
other
groups,
but
I
can
see
now
that
that
was
a
mistake
so
yeah,
I
guess
I'll
just
go
with
the
slides
as
they
are
and
then
I
know
the
material
pretty
well.
So
I
can
answer
any
questions
you
might
have
or
hopefully
will.
A
Awkwardness
and
get
going
here,
but
I'm
gonna,
I'm
gonna,
send
the
slide,
which
I've
just
uploaded
here
and
I'll
put
it
into
the
gravity.
A
Okay,
gravity
brings
us
together,
and
this
is
the
second
graviton
training
and
what
we're
basically.
A
Talking
about
here
and
I'll
be
talking
about
today
is
you
know
some
context
about
what
the
whole
thing
is
doing
and
then
my
basic
role
here
is
to
be
the
the
great
contextualizer
and
so
so
yeah
ann
marie
is
asking
about.
This
is
the
first
session
of
the
second
graviton
training,
so
that's
basically,
what's
going
on
and
so
yeah,
so
I
was
asked
to
sort
of
talk
about
myself
initially
and
I'm
basically
I'm
a
person
who
runs
a
yoga
center.
A
I
give
up
everything
I
owned
and
lived
in
a
hindu
monastery
for
about
five
years,
and
this
was
after
spending
a
lot
of
time
working
in
silicon
valley
and
also
I've
worked
in
seattle
for
microsoft,
and
so
all
the
big
companies
I've
ever
heard
of,
I
probably
work
for
them.
A
This
is
kind
of
a
list
of
my
major
things
in
my
life,
so
I'm
on
the
autism
spectrum.
I
basically
call
myself
a
polymath
because
after
years
of
consuming
different
special
interests,
I've
acquired
a
number
of
things
which
over
time
have
meant
that
I
can
do
a
lot
of
different
things.
Well,
so
I've
been
a
computer
geek,
since
I
was
in
eighth
grade
taught
myself
machine
language
on
an
apple
2e.
A
I
also
you
know,
was
a
monk
in
in
a
yoga
and
vedantic
lineage,
it's
a
shivananda
organization.
If
any
of
you
ever
taken
a
yoga
teacher
training
course,
my
guru
invented
those
I'm
a
spiritual
yoga
teacher
nvc
practitioner.
I
founded
three
nonviolent
communication
groups:
coached
elite
endurance
athletes.
My
wife
was
a
former
endurance
athlete
as
well
yeah,
I'm
a
writer.
I
do
graphic
and
web
design.
Some
of
you'll
see
some
of
the
graphics
that
I've
designed
today,
I'm
in
the
trusted
seed
and
training
gravitons.
A
I'm
also
married
to
a
woman
who
has
two
degrees
and
some
some
medals
in
some
major
competitions,
so
she's,
very
inspiring
she's.
Also
a
social
justice
advocate
and
right
now
is
up
dealing
with
the
fairy
creek
blockade,
trying
to
save
the
last
old
growth
rainforest,
so
incredible
motivation
and
help
for
me.
A
So
in
token
engineering
commons,
we
often
talk
about
ourselves
as
a
shelling
point
and
I'm
not
sure
that
other
people,
everyone
knows
what
a
shelling
point
is.
But
the
idea
behind
the
token
engineering
commons
is
that
we
would
become
a
shelling
point
for
token
engineering.
That
is
to
say,
we
are
the
people
who
other
token
engineers
turn
to
and
choose
by
default,
in
the
absence
of
communication
or
other
options.
A
And
so
I
basically
written
this
out
to
say
that
the
idea
behind
gravity
and
and
the
future
gravity
dow
is
to
generate
within
our
members
and
the
partner
organizations
who
we
service
and
the
dows
that
we
speak
to
a
kind
of
proactive
anti-fragile
organizational
culture
through
robust
sense,
making
shared
mental
models
and
language
systems
which
are
important.
Because
often
we
spent
a
lot
of
time
trying
to
figure
out
what
let's
say
the
right
programming
languages
for
you
know
doing
a
particular
project.
A
But
we
often
don't
spend
time
coming
up
with
shared
mental
models
and
and
languaging
systems
in
which
we
can
discuss
how
cultural
things
can
work
and
often
because
we
don't
do
that.
Certain
kinds
of
conflict
can
arise
and
or
the
erosion
of
trust,
which
is
a
huge
part
of
what
we're
here
to
do,
is
to
create
trust,
and
so
also
you
know,
with
human
and
ethical
technology
and
services
that
would
bring
us
together,
even
in
the
absence
of
communication.
A
So
the
whole
purpose
behind
gravity
is
to
find
ways
to
do
exactly
this
as
gravitons.
It's
important
to
kind
of
recognize
that
all
people
in
organizations
contain
a
psychological
shadow,
and
so
our
job
is
to
be
highly
aware
of
the
presence
of
these
sort
of
when
people
are
trying
to
do
a
positive
thing.
There
is
a
kind
of
block
to
some
project
mechanism
which
can
come
up
and
to
become
aware
of
how
those
things
reveal
themselves.
A
You
know
before
and
after
conflict
has
already
arisen,
so
the
point
of
being
a
graviton
is
to
try
to
get
to
the
point
where
you're,
creating
trust
and
then
manage
it
at
the
same
time,
when
those
trust
mechanisms
have
broken
down,
so
we're
thinking
both
preventatively
and
in
terms
of
trying
to
work
out
how
how
to
respond
to
those
things
effectively.
When.
A
Things
do
occur,
and
so
the
third
three
basic
mechanisms
that
I've
talked
about,
that
that
we
do
where
we
typically
when
we're
speaking
about
trust
creation
in
a
online
situation
like
this.
A
It's
often
true
that
we
have
sort
of
curated
material,
that's
come
before
us
and
we
have
moderators,
and
then
we
have
cross-pollination
things
which
are
happening,
and
so
there's
actually
a
fair
amount
that
you
need
to
know
as
a
graviton,
to
both
figure
out
how
to
create
trust
and
to
deal
with
it
once
it's
once
bad.
Things
are
happening
so
at
the
point
where
we're
here
kind
of
in
the
middle
as
moderators
to
assist
with
all
three
of
these
processes.
A
So
some
basic
skills
for
gravitons
are
number
one.
Is
compassion,
mindfulness
situational
awareness
to
understand,
what's
going
on,
to
have
really
expansive
thinking
the
ability
to
contextualize?
What's
going
on
and
some
clarity
on
action
modes
which
we'll
get
into
in
my
second
presentation,
which
will
be
number
six
in
this
series?
A
This
is
a
kind
of
a
graphic
which
explains
it
all
in
context.
There's
a
lot
going
on
here
again.
You
know
this
was
developed
as
a
with
a
view
toward
creating
kind
of
a
dow
behind
this,
but
these
are
all
the
different
aspects
of
things
that
we're
talking
about.
A
In
terms
of
you
know,
gravitons
and
what's
great
about
this-
is
that
we're
actually
going
to
be
able
to
as
a
graviton,
you
might
feel
drawn
to
one
thing
more
than
another,
and
so
we'll
we
actually
have
book
clubs
around
those
terms,
principals,
we're
going
to
have
a
practice
group
and
a
book
club
around
nonviolent
communication
and
those
of
you
who
are
a
little
bit
more
sort
of
alternate
distribution
or
dispute
resolution
and
mediation
and
escalation,
and
eventually
spinning
up
into
the
the
legal
side
of
the
picture.
A
Those
folks
who
are
interested
in
that
and
you'll
have
these
four
different
aspects
to
talk
about.
So
primarily,
what
I'd
like
to
do
is
just
cover
them
all
in
a
broad
way
and
then
talk
specifically
about
the
developmental
thinking
how
it
can
can
contextualize
the
rest
of
these
things.
Any
questions
so
far.
A
So
part
of
the
thing
that
I
was
asked
to
do
is
to
talk
about
the
the
unified
vision
and
gravitons
in
terms
of
each
of
these
four
principles:
you'll
notice
that
the
four
principles
are
ways
of
unifying
right,
and
so
so
there
are
two
hams
of
the
the
human
brain
you
have
the
left
brain,
which
is
the
divided
way
of
thinking
which
is
typical
in
the
in
the
sort
of
centralized
world
the
centralized
corporate
world,
the
centralized
banking
world.
A
It's
a
very
divided
narcissistic
kind
of
approach
to
things
where
we
externalize
costs
and
there's
an
awful
lot
of
the
things
that
cryptocurrencies
and
token
engineers
are
sort
of
averse
to
in
that
universe
and
the
whole
point
of
being
a
graviton
is
to
be
able
to
sort
of
heal
things
right.
So
you
take
the
divided
stuff
and
and
bring
them
back
together.
A
So
each
of
these
principles
is
a
methodology
for
unifying
according
to
the
different
situations
that
we
find
ourselves
in,
and
our
primary
role
is
to
think
in
unified
ways
when
other
people
cannot
and
secondarily
then
the
role
is
to
educate
and
expand
on
our
own
and
our
group's
ability
to
remain
unified
against
a
variety
of
potential
stimuli,
that
is
to
say,
stimuli
being
things
that
would
sort
of
seek
to
divide
us.
A
And
this
is
a
lifelong
learning
process
and
it's
also
very
generative
and
and
I'll
show
you,
the
the
generative,
almost
cellular
process
that
we're
talking
about
with
the
curation
moderation
across
pollination
that
you
can
develop
in
in
terms
of
see
into
the
the
people
who
might
be
divided
by
conflict
and
to
see
through
the
situations
that
we
find
ourselves
in.
So
this
did
not
import
very
well.
So
I'm
going
to
have
to.
B
A
So
yeah
principle
a
is
basically
the
the
idea
that
all
the
other
principles
are
contextualized
into
in
terms
of
trust
creation.
Connection
is
a
is
a
is
a
framework
that
in
which
we
can
understand
what
action
mode
is
required,
and
that
is
to
say
to
create
trust.
You
really
have
to
respond
appropriately
to
situations.
A
So,
if
you're
responding
to
a
complex
situation,
which
you
need
to
experiment
with
something
that
you
assume
is
a
simplified
known
thing
that
it's
going
to
tend
to
to
erode
trust,
whereas
if
you're
responding
in
a
complex
way
to
a
complex
problem,
then
that's
an
appropriate
action
mode
to
work
with,
and
so
just
having
this.
This
kind
of
developmental
thinking
and
contextual
thinking
really
helps
spiral.
Dynamics
and
integral
theory
is
also
extremely
helpful
in
terms
of
when
we
get
into
non-violent
communication
with
dan.
A
One
of
the
ways
that
you
learn
about
nonviolent
communication
is
that
you
need
to
understand
that
it
is
actually
something
which
is
designed
to
prevent
you
from
making
an
enemy
image
out
of
somebody
and
spiral.
Dynamics
and
integral
theory
is
a
a
very
well-developed
developmental
framework
that
enables
you
to
instead
of
looking
at
people
who
are
behaving
in
a
certain
way
and
sort
of
judging
them
and
othering
them.
A
You
can
say
well,
this
person
is
behaving
out
of
a
sort
of
red
or
a
blue
or
a
green
perspective,
and-
and
I
can
see
why
they
would
do
that
instead
of
doing
something
else,
and
so
it
prevents
it
prevents
you
from
creating
an
enemy
image
out
of
people
and
so
we'll
get
into
that
in
a
little
bit
and
then,
in
terms
of,
I
think,
where
we're
headed
a
little
bit
in
our
organization
is
once
you
decentralize,
then
what
do
you
do
right?
A
So
then,
how
is
it
that
you
develop
people
individually
in
terms
of
the
overall
dow
space,
and
so
we
as
gravitons
in
many
ways
by
helping
to
bring
people
together
it
that
is
itself
a
kind
of
developmental
process
and
so
so
developmental
organizations,
and
I
think
we
do
a
lot
of
this
without
explicitly
calling
ourselves
this.
A
We
think
about
what
it
is
that
we
want
to
reward
and
what
we
want
to
educate
and
it's
important
to
note
that
what
a
culture
educates
is
what
it
becomes
so
that
so
in
many
ways
by
educating
gravitons,
we
find
good
ways
to
create
trust
creation
and
to
resolve
conflicts
before
they
they
get
out
of
hand.
A
All
of
this
takes
place
in
in
context
of
a
kind
of
a
meta-modernism
meta-modernist
outlook
where
we
care
about
all
the
psychological
health
of
all
the
participants
in
in
our
in
our
systems,
and
so
what
I
was
saying
before
about
you
know:
okay,
we've
decentralized.
Now
what
a
lot
of
people
are
just
like
yeah
decentralization,
but
the
there
are
that
actually
creates
the
potential
for
a
lot
of
trust
creation
mechanisms
that
can
exist.
That
didn't
exist
in
centralized
systems,
and
it
also
creates
a
lot
of
potential
places
where
conflict
can
arise.
A
So
just
understanding
the
context
in
which
all
of
our
efforts
here
in
the
token
engineering
commons
are
arising,
is
one
of
the
main
purposes
of
this
sort
of
initial
outlook.
A
I
would
also
say
that
systems
thinking
versus
complexity-
thinking
is
an
interesting
thing
to
keep
in
mind
as
a
graviton,
because
a
systems
thinker
is
really
going
to
be
people.
Somebody
who
kind
of
tops
out
at
the
the
good
and
best
practice
side
of
the
picture
where
the
experimentation
is
kind
of
done,
and
now
we
just
are
left
with
the
complexity
of
the
system.
A
That's
the
systems
thinker
and
a
complexity
thinker
are
people
who
are
sort
of
willing
to
go
down
and
down
the
road
of
doing
experiments
and
not
really
knowing
exactly
what's
happening,
and
so
that's
actually
been
the
history
of
the
token
engineering
comms
up
to
now
and
with
this
new
gravity,
dow
and
even
the
the
common
or
the
coms
dow,
that's
coming
up
we're
doing
a
lot
of
complexity.
A
Thinking,
and
so
it's
important
as
gravitons
to
understand
all
of
these
contextual
things
to
to
grasp
what
possible
things
you
may
find
as
you
participate
in
conflicts
and
trust
creation
processes
in
the
dow
space.
A
So
this
gets
us
into
this
cellular
process
of
of
generating
trust,
and
so
almost
always
you're
going
to
be
in
a
situation
where
you're
going
to
need
to
iterate
something
so
the
participation
and
iteration
portions
of
this
have
a
process
to
them
and
each
of
them
sort
of
begins
with
hey
there's
this
thing
we're
going
to
do,
and
we
typically
promote
that
and
then
there
should
be
informed
consent.
A
And
then
we
go
through
this
process
where
we've
taken
that
curated
material
and
we
have
somebody
who's
kind
of
moderating
it,
whether
it's
griff
or
livy
or
myself
or
or
whatever.
This
can
also
apply
in
many
ways
to
the
process
of
we
follow
as
gravitons
in
terms
of
moderation
and
that
type
of
thing
too.
So
I
just
thought
I
would
show
you
this
just
because
it
should
hopefully
end
up
with
a
kind
of
a
living
wisdom
out
the
other
end
of
it
now
as
a
contextualizer.
A
The
aqua
model
here
is
what
we're
looking
at
and
each
of
these
colors
represents
kind
of
a
developmental
altitude,
and
that
is
to
say
that
there's
a
what
do
you
want
to
say
a
maturity
as
you
go
through
certain
kinds
of
systems
and
what
I'll?
A
What
I'll
explain
to
you
is
there's
a
kind
of
narrative
framework
that
I
use
to
talk
about
this
in
terms
of
as
a
person
is
participating
in
the
token
engineering
commons,
your
your
your
eye,
your
self
and
consciousness,
and
you
are
at
a
certain
developmental
level,
whatever
it
is,
and
then
you're
like.
A
Okay,
now
I'm
going
to
interact
with
this
culture
and
world
view
of
the
token
engineering
commons
and
then
that
token
engineering
commons
is
going
to
create
a
social
system
and
environment
and
a
discord
and
a
forum,
and
all
these
different
things,
and
even
you
know,
the
gravity
group
itself
is
one
of
those
social
systems,
and
so
what
basically
happens
after
that
is
that
we
basically
extrude
something.
So
it
says
brain
and
organism
here.
A
But
really
you
could
say
that
it
is
these
various
mental
models
and
and
other
things
that
we've
created
technologies
and
processes
that
we've
created
and
then
those
systems
interact
again
with
the
individuals
involved
in
them.
So
what
you
can
see
is
that
the
if,
if
you've
got
somebody
who
is
coming
in
and
this
achieve
herself
mentality,
which
is
where
a
lot
of
corporatist
things
come
from
and
you're,
then
interacting
with
a
pluralistic
or
an
integral
group.
A
Like
the
token
engineering
commons,
the
potential
for
conflict
can
exist
there
too,
because
then
this
person
is
typically
going
to
think
in
scientific,
rational
ways
and
there
could
be
a
conflict
between
you
know
any
of
these
colors.
It's
also
true
that
you
can
see
that
organizations
will
typically
operate
on
a
kind
of
cord
right,
so
there's
generally
going
to
be
an
anchor
something
that's
in
the
middle
and
then
they
will
work
across
these.
A
So
a
lot
of
corporations
work
on
kind
of
a
kind
of
a
red
blue
orange
setup,
and
that's
why
there's
all
this
kind
of
centralization
and
everything
is
because
there's
a
kind
of
safety
or
safety
and
ancient
nations
kind
of
idea,
and
then
corporate
states
is
kind
of
the
developmental
social
system
that
ends
up
being
in
that,
that's
why
it
doesn't
really
work
with
a
lot
of
folks
and
now
you
know,
people
who
want
to
participate
in
groups
like
token
engineering,
commons
and
a
lot
of
dow
spaces
are
going
to
be
more
value,
communities
and
integral
commons
than
than
anything
else,
and
some
of
the
growing
pains
that
you'll
you'll
notice
in
the
dial
spaces
in
our
participants
come
from
the
sort
of
mismatch
of
the
individual
consciousness
and
its
development,
with
the
the
aims
of
the
of
both
the
culture,
worldview
and
the
social
systems
of
those
groups.
A
And
so
this
is
really
helpful
as
a
contextualizer
to
know
the
potential
situations
that
you
could
be
going
into,
and
so
we're
going
to
talk
about
some
other
tools
that
can
help
in
in
terms
of
this
too,
and
one
of
those
is
polarity.
Mapping,
this
is
a
very
beautiful
system
and
there's
a
link
to
a
a
training
that
I
can
give
you.
The
introductory
video
by
itself
is
worth
the
price
of
admission,
but
yeah.
A
Maybe
we
can
find
a
way
to
you,
know,
purchase
the
polarity
mapping
course
as
a
group,
but
it's
just
very
beautiful.
So
some
of
you
might
have
seen
the
the
swot
analysis
in
the
past
and
what
this
basically
does
is.
It
creates
a
situation
where
you're
you
have
the
ability
to
sort
of
resolve
these
polarities.
A
So
now,
what
we're
currently
working
on
is
we're
working
on
constructing
the
dow,
with
the
other,
gravitons
and
and
participating
dows,
and
you
guys
not
only
are
from
getting
co-apps
but
also
get
to
influence
the
future
direction
of
the
gravity
dow.
And
what
we're
going
to
work
on.
A
And
then
we've
already
shown
that
some
of
these
some
of
these
graphics
to
folks,
like
ygg
anderson
and
jeff
emmett,
who
are
creating
this
dow
to
dao
stuff
and
so
we'll,
have
some
supporting
technical
underpinnings
for
negotiating
and
finding
common
trust
between
dows
and
I'm
basically
taking
questions.
B
Yeah
for
sure,
well
in
in
in
gravity,
the
idea
is
to
to
to
be
able
to
bring
communities
and
community
members
together,
even
in
this
agreement,
and
what
we
are
trying
to
do
is
also
to
normalize
talking
about
conflicts,
and
that
makes
us
more
competent
to
deal
with
it
like.
B
It
can
be
an
invisible
justice
system
that
no
one
talks
about
it
and
like
it
will
be
still.
A
justice
system
like
not
having
a
justice
system
is,
is
also
a
justice
system.
But
what
we
are
trying
to
do
is
to
recognize
the
importance
of
having
a
justice
system
to
have
yeah
credibility
and
and
build
trust
over
over
over
coordination
in
this
type
of
communities.
B
And
we
also
think
that
yeah,
we
can
have
several
types
of
justice
systems,
but
the
justice
system
that
we're
trying
to
promote
is
based
on
mutual
monitoring,
because
when
we
were
reading
ostrom,
she
says
like
it's
very
expensive,
to
have
like
external
monitors,
monitoring
the
actions
of
of
a
community.
B
So
what
we're
trying
to
do
is
to
build
competence
within
people
in
the
community
so
that
the
people
inside
the
community
act
as
peers,
supporting
each
other
and
that's
why
we're
developing
these
skills
and
the
training
has
like
a
lot
of
topics,
and
we
are
starting
with
that
contextualization
and
like
talking
about
creating
trust
because,
like
without
trust,
you
cannot
solve
con
conflicts.
B
You
you
have
to
trust
that
there
is
a
system
that
is
not
biased
in
order
for
you
to
to
rely
that
this
is
that
that
system
is
going
to
be
fair
with
you
and
that
and
that
it's
not
going
to
like
yeah
it.
It's
not
going
to
to
like
influence
the
outcome
of
of
a
decision
so.
A
So
you
end
up
with
the
prisoner's
dilemma
and
the
tragedy
of
the
commons
and
the
fundamental
principle
of
the
of
token
engineering,
and
what
this
was
founded
on
was
was
those
trump's
principles
right,
so
the
developmental
thinking
has
come
sort
of
after
as
a
contextualizer
for
that
that
sort
of
thing
but
to
care
for
the
commons
is
part
of
part
of
that
process
as
well.
A
But
we
don't
just
care
about
the
the
the
commons
we
care
about
all
the
individual
people
and
that's
why
principle
c
exists
where
we
talk
in
terms
of
you
know:
non-violent
communication
holding
space
for
signal
inside
of
noise,
avoiding
enemy
image
creation,
and
you
know
making
sure
that
we're
dealing
with
people
in
a
humanistic
fashion
right
and
what
you'll
notice
is
as
you
move
through
this
process,
is
that
the
the
sort
of
legality
and
the
formality
of
this
thing
sort
of
escalates.
A
As
you
start
from
principle,
a
go
around
to
principle
d,
but
it's
true
that
we
we
need
some
larger
contextualizing
principles
and
on
the
trust
creation
side.
A
You
know
being
able
to
understand
all
these
different
things
in
terms
of
the
the
first
principle
being
also
able
to
care
for
the
commons,
which
is
that
part
you
know
sort
of
if
you
have
two
people
in
a
relationship
there's
a
third
thing
which
is
in
the
middle,
which
is
the
comments
you
know
so,
if
you're
married,
you
have
yourself
and
your
partner
and
then
you
have
all
your
shared
relationship
and
property
and
kids
and
all
these
other
things
in
between
you
and
it's
it's
caring
for
that.
A
That
is
certain
principle
be,
and
a
lot
of
that
negotiation
and
and
other
things
is
principle
c.
And
then
you
know
when
things
really
aren't
working.
We
then
go
into
principle
d,
but
at
each
aspect
of
this
we're
trying
to
transform
the
conflict
into
something
which
is
greater
and
so
that
we
can
get
back
to
the
first
principle.
So
is
that
reasonable.
B
Yeah
and
like
in
in
this
kind
of
organizations
where
there
is
so
much
of
a
technological
focus,
sometimes
we
forget
about
the
humanity
and
the
human
side
and
the
human
aspect
of
it,
and
I
feel
that
more
and
more
we
are
starting
to
talk
about
this
because,
like
this
kind
of
organizations
are
not
only
like
enterprises,
these
kind
of
organizations
are
also
communities
and-
and
it's
important
for
community
members
to
support
each
other
because,
like
in
this
context,
where
we
are
spending
so
much
time
with
people,
we
cannot
feel
that
we
only
work
and
that
we
don't
know
the
people
who
who
we
are
working
with
and
like.
B
We
only
know,
we
only
see
avatars
and-
and
we
don't
know
about
about
what
the
other
person's
struggle
is,
and
our
intention
with
this
kind
of
services
is
for
people
to
request
support
in
a
variety
of
situations.
Not
only
we
have
conflict
with
other
people.
Sometimes
we
have
internal
conflict
or
sometimes
yeah.
B
We
we
just
want
some
advice
of
someone
that
can
hear
us
in
a
safe
space
and
we
need
to
develop
that
trust
and
that
confidence
between
people
and
the
idea
is
that
the
the
the
the
people
that
pass
this
training
can
be
seen
in
the
community
as
an
easy
access
agent
to
to
to
to
request
support
in
a
variety
of
situations
and
and
yeah
he
is,
is
to
to
to
enforce
and
to
power,
empower
the
humanity.
The
human
aspect
of
of
those.
B
We
cannot
have
like,
like
organizations
that
exploit
the
human
or
that
they
are
not
comprehensive
to
human
needs,
but
rather
we
we
need
to
have
more
comprehensive
doubts
and
and
and
and
and
for
people
to
to
have
an
and
and
joyful
experience
by
participating.
A
Yeah,
and
so
in
terms
of
sort
of
second
order,
stuff
part
of
the
thing
to
understand
is
that
that
it,
it
gives
you
an
advantage
as
an
employee
as
an
employer
as
a
dow
to
have
this
kind
of
thing
anchoring
your
culture.
You
know,
and
it's
a
really
excellent
skill,
both
personally
and
professionally
and
as
a
cultural
context,
to
to
sort
of
have
this
entire
framework
understood.
So
is
there
anything
else
you
have
juan?
Can
I
open
it
up
to
questions
from
folks.
B
Yeah,
I
just
would
like
to
say
that
also-
and
this
is
something
that
I'm
going
to
talk
in
my
next
session,
but
that
in
this
kind
of
organizations
we
also
reproduce
an
organization
identity
of
false
self.
B
Where,
like
everyone
should
be
happy,
everyone
should
be
always
available
to
to
to
carry
more
load
of
work
and
like
yeah,
we
and
and
sometimes
we're
false,
like
we
don't
voice
out
our
concerns
and
the
idea
of
having
gravity
in
in
an
organization
is
also
to
be
able
to
to
to
have
a
safe
space,
to
communicate
and
and
yet
to
talk
about
about
the
things
that
that
normally
we
don't
talk
about
and
to
feel
that
that,
if
something
seems
unfair,
the
the
there
is
people
that
is
caring
for
for
for
the
experience
in
people
in
their
organization
and
not
only
like.
B
Okay,
we
are
going
to
exploit
people
and
like
we
only
care
for
you,
because
if
you
work
for
us,
but
if
you
stop
working
for
for
us
yeah
like
we
don't
care,
why
not?
Even?
Why
did
you
stop
like
contributing
and
and
yeah?
I
I
feel-
and
I
I
I
think,
that
we
see
a
lot
of
conflicts
between
between
members
in
organizations,
but
it's
not
only
important
to
to
be
able
to
provide
support
like
in
a
professional
way
like
mediation
when
they
dispute
scale,
but-
and
that's
why
we're
starting
with
this.
B
But
it's
also
important
to
have
like
a
cultural
understanding
and
a
cultural
effort
to
to
build
trust
and
to
build
relationships
and
to
build
credibility
within
within
the
system
and
and
and
and
that's
why
it's
so
important
to
to
to
have
yeah
safe
spaces
to
to
to
to
to
integrate
and
and
and
to
let
people
like
feel
that
their
concerns
can
be
expressed,
because
if
we
don't
foster
feedback
or
if
we
don't
have
safe
spaces
for
people
to
communicate,
there
will
be
a
lot
of
things
that
will
happen
and,
and
we
will,
they
will
never
be
voiced
out,
like
people
won't
feel
comfortable
if
they,
if
they
don't,
have
one
a
safe
space
to
communicate
and
and
warranties
of
that,
what
they
are
communicating
will
be
processes
processed
as
a
as
an
input
to
the
system.
A
And
one
of
the
things
you'll
notice
is,
if
you
looking
at
this
kind
of
complicated
graphic,
is
trust.
Creation
is
a
general
principle.
It
also
has
an
impact
on
security.
A
So,
if
we're
if,
for
example,
we're
creating
token
engineers
and
improving
the
lives
of
token
engineers
and
teaching
him
from
an
ethical
standpoint
like
we
do
in
in
many
of
our
technical
things,
the
the
point
of
this
is
that
we're
dealing
with
money
here
right,
we're
making
tokens
and
things
and
trust
creation,
is
almost
the
most
important
thing
about
this
thing
that
we're
talking
about
right
and
so
to
having
the
the
reason
why
people
put
their
money
in
banks
is
because
they
trust
they
have
a
level
of
trust
about
that.
A
And
so
so
you
know
it's
not
just
for
the
participation
in
the
token
engineering
or
an
individual
dao,
but
also
just
for
the
overall.
You
know
sort
of
ethical
culture
and
promotion
of
ethical
culture
within
this
particular
area
of
of
you
know,
work.
So
any
other
questions
at
this
time.
A
Let's
maybe
libby
or
some
of
the.
D
Hello
hi,
my
name
is
hi.
My
name
is
jovian.
I
just
wanted
to
hey.
I
just
wanted
to
second,
I
think
it's
juan
what
one
was
saying
and
I
really
feel
like
when
there
is
a
conflict
when
there
is
a
what
we
see
is
a
conflict.
D
It's
the
opening
up
of
a
space
for
a
complexity
to
be
added
into
the
perspective
unfortunate.
The
collective
perspective,
unfortunately
like
if
you
look
at
it
at
like
in
a
binary
you're
like
oh,
it's,
a
failure
like
it's
a
failure
for
us
to
keep
moving
along
with
the
same
rules
and
expectations
as
we
had
before,
or
it's
a
failure
in
like
universal
adoption
of
the
rules
and
expectations
which
we
had.
D
So,
unfortunately,
unfortunately,
the
hurriedness
to
resolve
or
brush
under
the
rug
or
decide
a
winner
or
loser
or
to
stay
in
this
kind
of
binary.
Like
approach
like
the
rush,
the
rushness
and
the
efficiency,
that's
like
the
mode
that
people
are
usually
in
so
yeah,
just
like
giving
someone
an
opportunity
to
view
this
as
a
valuable,
a
valuable
moment
where,
where
like
the
organization
can
grow
and
its
collective
intelligence
can
become
more
complex,
I
think,
is
a
really
positive,
positive
thing.
So
I'm
really
glad
you
guys
are
doing
this.
Thank
you.
A
Well,
and,
and
that's
a
very
good
observation,
one
of
the
things
that
you'll
get
in
my
second
version
of
my
training
is
the
this
his
viewpoint
on
the
connection
framework.
Can
you
guys
see
just
things
says
confirm
now
on.
A
So
yeah,
so
this
is
actually
what
I
was
saying
before
about.
You
know:
gravitons,
we'll
figure
out
what
are
the
different
action
modes
that
sort
of
work
in
terms
of
this
and
exactly
what
you
just
said
is
you
know
allowing
for
complexity
right.
So
what
what
often
we?
What
often
has
happened
is
is
that
we
have
these
known,
familiar
bucketized,
rigid
version
of
things,
and
if
you
don't
fit
into
that,
then
you
end
up
falling
off
of
this
cliff
and
end
up
in
chaos.
A
But
then,
if
you
can
collect
yourself
and
start
experimenting
with
things,
you
know,
then
you
can
actually
find
solutions
and
then
bring
them
back
up
and
make
more
space
in
in
the
known
and
familiar,
and
I
think
in
many
ways
the
the
token
engineering
commons
culture
overall
is
working
really
hard
to.
You
know
to
kind
of
work
backwards
in
this
way.
A
So,
even
though
things
might
seem
chaotic
in
this
space,
we're
experimenting
on
it,
we're
creating
knowable
things
that
might
seem
complicated
and
then
bringing
them
a
really
tall
ladder
to
make
them
clearer
and
easier
and
simpler
to
understand
so
and
that's
the
dow
space
in
general.
A
So
like
so,
you
know,
that's
our
job
as
gravitons
is
to
help
those
people
who
are
doing
the
the
complex,
and
so
it's
very
beautiful
that
you
actually
recognize
that
so
we'll
get
into
that
in
in
session
six,
that
I'm
teaching
as
well
any
other
questions
or
comments.
C
I
have
a
question
yeah,
I'm
new
to
all
of
this.
Like
I'm
learning
about,
I
didn't
know
what
a
bow
was.
I
had
to
look
that
up
a
few
days
ago
in
preparation
for
coming
to
this.
I'm
loving
what
I'm
reading,
I'm
really
excited
to
be
part
of.
I
appreciate
dalek,
you
know
putting
this
together.
I'm
also
just
curious.
C
The
way
that
you're
presenting
this,
I
guess,
is
it
I'm
trying
to
figure
out
if,
if
gravity
or
like,
if
all
of
this
will
be
more
applicable
or
make
more
sense,
if
we're
also
part
of
another
decentralized
organization
like
like
this,
would
this
is
my
first
interaction
with
this
whole
idea
in
general.
So
I
don't.
I
guess
I
just
wanted
to.
Maybe
if
you
could
address
that
or
if
this
something
is
something
that
can
stand
alone
in
terms
of
my
initial,
my.
A
Job
initially
here
is
just
to
give
the
highest
level
of
context
each
one
of
these
four
principles
has
a
massive
amount
of
really
cool
and
very
pathway
applicable
things.
A
You
know
so
ostrom's
principles,
for
example,
is
extremely
useful
in
sorting
out
how
to
avoid
things
like
the
prisoner's
dilemma
in
your
rn
organizations,
how
to
speak
about
and
resolve
conflicts,
both
interpersonally,
but
also
in
other
ways
nvc
can
help,
and
the
cool
thing
is:
is
that
each
one
of
these
things
kind
of
cross-pollinates,
so
the
developmental
thinking
and
nonviolent
communication
are
very
related
once
you
understand
them
the
same
thing
with
nonviolent
communication
and
ostrom's
principles
in
terms
of
you
know,
low-cost
a
conflict
resolution.
A
The
lowest-cost
conflict
resolution
is
that
you
educate
everyone
to
work
on
conflict
resolution,
and
then
you
guys
can
all
do
it
yourselves
without
without
having
to
have
a
third
party.
Do
you
see
what
I
mean,
and
so
so
you
can
see
that
that
that
all
of
these
have
incredible
amounts
of
relationships
to
each
other,
and
what
I
said
before
is
if
you're
in
a
dow
what
the
dao
educates
is,
what
it
becomes
and
what
it
values
right.
A
And
so,
if
you
take
a
look
at
the
any
other
dial
you
might
be
in,
you
can
very
clearly
see
what
their
priority
is
by
based
on
what
their
spend
their
time.
Educating
right,
and
so
what
we're
trying
to
do
is
actually.
C
Go
ahead
if
I'm
starting
to
interrupt,
but
I'm
just
like
that's
actually,
where
that
my
question
is,
is
like
what
I'm
I'm
not
a
part
of
any
other
douse
like
this.
I
guess
I
don't
want
to
make
sure.
I
can't
quite
tell
if
this
is
intended
to
be
something
where
we're
expected
as
gravitons
to
be
in
endow
outside
of
gravity.
B
Yeah
can
answer.
I
can
answer
that
and
yeah
here
in
the
participating
people.
There
are
people
from
a
lot
of
daos
and
it's
great,
because
we
are
kind
of
like
spreading
this
message
through
other
dows.
But
if
you
are
new
to
the
dao
space,
this
like
becoming
a
graviton,
can
also
help.
You
enter
other
dows
because
you
will
gain
like
these
tools,
which
will
let
you
contribute
in
this
cultural
aspect
of
other
dows,
so
yeah.
B
If
right
now,
you're
not
part
of
a
dao
after
becoming
a
graviton
for
sure,
you
will
find
some
community
where
you
can
like
contribute
and-
and
I
also
one
of
the
things
that
I
love
about
gravity.
B
It's
also
that
it
is
like
an
alternative
for
people
who
is
not
so
tech
related
to
to
collaborate
in
in
daos,
because,
like
sometimes,
we
only
think
like
dao's
are
like
yeah
for
the
for
the
tech
guys.
But
it's
also
important
to
have
this
social
aspect
and
when,
when,
when
you
get
trained
in
in
in
these
skills,
like
any
doubt
that
would
love
to
implement
gravity
you.
B
You
could
like
collaborate
with
them
and
and
yeah
from
from
from
a
human
side,
and
not
from
only
from
the
tech
side,
because
yeah
like
and-
and
this
is
a
distinction
that
that
I
love
that
the
tc
makes
and
is,
is
that
we
have
so
soft
governance
and
and
and
like
hard
governance.
We
have
like
this
software
governance,
where,
like
things,
are
so
hard
to
change
because
they
are
in
code
and
they
are
like,
like
a
technocracy,
but
that
technology
is
put
into
place
within
a
human
organization.
B
So,
like
you,
can
have
a
perfect
code.
But
if
the
community
that
that
is
going
to
deploy
that
code
is
broken
like
the
code
is
just
going
to
be
like
yeah
bits
in
the
cloud.
B
But
the
idea
is
is
to
be
able
to
to
empower
this,
this
kind
of
new
institutions
so
that
they
are
not
only
better
than
our
regular
institutions
in
the
sharpness
that
they
have
like
in
how
much
how
many
transactions
can
they
have
per
second,
but
also
that
we
can
have
these
institutions
to
be
more
comprehensive
to
human
needs
than
the
ones
that
we
have
right
now
and
that's
why
it's
so
important
to
have
support
in
a
community
like.
B
Maybe
if
I
have
a
conflict
in
my
life
and
like
yeah
like
and
and
feel
supported,
because
like
we
when
when
when
we
are
the
most
productive
is,
is
when
we're
when
we
feel
complete
when
we
feel
fulfilled
when
we
feel
comfortable
and-
and
this
is
also
something
that
can
help
to
to
improve
the
the
workflow
of
organizations,
because
sometimes
we
we
see
that
the
organization
is
having
like
a
roadmap
and
then
as
a
conflict
happens.
And
then
everything
gets
screwed.
B
So
the
idea
with
having
projects
like
gravity
in
inside
dao's
is
that,
okay,
you
can
have
a
conflict
that
can
create
a
polarizing
scenario,
but
there
will
be
people
inside
the
community
that
will
be
working
so
that
the
community
doesn't
split
in
the
first
decision.
B
A
So
to
to
to
answer
your
specific
question,
this
is
also
the
first
dow
I
ever
participated
in.
I
had
no
idea
if
I
was
ever
going
to
be
able
to
contribute
anything
to
this
group,
I'm
almost
famously
clueless
about
cryptocurrency
in
general,
but
somehow
because
of
the
nature
of
the
cultural
context
that
I
found
here,
it's
it's.
I
mean
you'll
notice
that
around
the
outsiders.
This
is
kind
of
radical
inclusion
right.
A
This
idea
that
people
can
come
and
show
up-
and
it's
not
just
about
conflicts-
it's
also
about
how
do
you
actually
absorb
people
with
a
really
diverse
set
of
skills
into
your
community,
and
that
makes
it
inherently
better
as
a
community-
and
you
know
so
yeah-
I'm
I'm
a
little
surprised
frankly
that
I'm
able
to
participate
in
in
any
real
way.
A
So
so
I've
tried
to
participate
in
other
dows,
but
I
just
keep
coming
back
to
here
and
I
found
myself
lost
and
I
found
I
find
that
the
costs
of
participating
in
other
dows
can
be
high,
and
I
continue
to
be
included
more
here
than
perhaps
in
the
other
downs
that
I've
tried
to
participate
in
so
yeah.
I
hope
that
answered
your
question.
C
Thank
you
so
much
rita
swan.
Is
it
possible
to
ask
another
question:
yeah,
okay?
Well,
first
of
all,
thank
you
so
much
for
the
clear
introduction.
It's
it's
been
very
enlightening.
C
B
I
I
love
you
to
answer
that
question
yeah.
It's
like
there
are
different
dispute
resolution
mechanisms
and
claros
applies
arbitration
where
the
third
part
acts
like
a
judge
and
like
states
who
the
winner
is
in
a
conflict.
B
But
the
change
we
want
to
have
is
to
is
is
that
we
foster
self-compositive
conflict
management,
and
that
is
that
the
outcomes
of
the
of
the
dispute
are
on
like
our
on
the
parties.
They
they
depend
on.
The
parties
like
we,
as
we
are
more
like
mediators,
like
we
facilitate
dialogue,
and
we
facilitate
that.
The
parties
like
make
an
agreement,
but
we
cannot
enforce
any
solution
and
yeah.
B
That's
the
main
difference
between
other
dispute
resolution
mechanisms,
because
when,
when
you
have
like
in
these
traditional
justice
systems,
you
have
a
clear
winner
and
a
clear
loser,
and
that
that
also
states
in
the
duality
of
like
winner,
losing
left
right
but
through
gravity.
What
we
want
to
foster
is
communication
and
dialogue
so
that
we
can
have
more
integrative
solutions
to
to
to
disputes
instead
of
like
one
clear
winner
and
one
clear,
loser
and
like
that
fosters
also
adversarial.
B
Positions
like
you
are
my
enemy,
but
the
idea
of
this
of
gravity
is
to
be
able
to
stand
from
a
non-adversarial
point
to
search
for
for
for
common
beneficial
solutions
for
the
parties.
C
Now
so,
dialogue
before
arbitration.
B
Yeah
like
if,
if,
if
parties
don't
reach
an
agreement
through
dialogue,
we
can
scale
to
arbitration
mechanisms
like
cleros
as
you're
saying.
But
this
is
like
a
a
step
so
that
there's
no
not
a
clear
winner
and
a
clear
loser,
but
rather
than
then
that
we
can
find
better
solutions
through
compromise.
It's
it's
based
a
lot
in,
in
also
in
the
prisoner's
dilemma
like
if
you
have
few
communication,
you're
you're
going
to
or
a
few
information
you're
going
to
take
a
decision
that
can
be
rushed.
B
But
if
we
foster
dialogue,
what
we
want
is
to
to
like
make
the
conflict
more
clear,
to
be
able
to
see
other
alternatives
and
yeah
and
and
through
coordination,
search
for
for
an
alternative
that
can
be
beneficial
beneficial
for
both
sides
and
not
only
for
one
side.
Over
the
other.
A
Yeah-
and
it's
also
true
that
you
can
see
that
this
was
heavily
weighted
toward
making
absolutely
every
effort
to
avoid
that
kind
of
thing.
You
know
what
I
mean
like
three
out
of
our
four
things
is
incredibly
detailed
ways
of
attempting
to
avoid
getting
to
that
point,
and
obviously
there
are
situations
that
people
just
come
in
intermediate
game
systems
and
and
create
conflict
or
advantage
things
or
leverage
things
or
excellent,
very
clear.
Thank
you.
Yeah.
E
Comment
and
two
questions,
if
I
may
be
very
quick,
please,
yes
thank
you
very
much,
I'm
very
happy
to
see
the
avatars
that
I
already
know
as
people.
So
thanks
for
inviting
and
also
very
happy
to
be
here,
because
I
see
the
potential
of
gravity
as
a
training
for
cyber
physical
commons,
rather
than
just
for
the
house,
and
this
is
something
that
may
resonate
with
what
nick
was
saying
at
the
beginning.
E
So
I
say
cyber
physical,
because
the
graviton
training
that
you
are
explaining
here
is
like
the
sheriff
role
or
the
graviton
role
is
like
the
sheriff
role
within
cooperatives,
which
responsibilities
to
monitor
the
code
of
conduct,
but
in
cooperative
they
lack
the
training
and
function
to
manage
conflicts,
as
well
as
the
function
to
create,
maintain
and
regenerate
regenerate
trust.
So
yeah,
I'm
very
excited
to
learn
and
apply
this
within
a
cooperative
community
that
I
am
part
of
as
well
in
other,
and
thanks
for
inviting-
and
I.
A
E
That
would
be
awesome,
two
questions,
and
what
should
we
expect
like
from?
Are
there
any
goals
art
by
for
every
session?
E
I
say
this
because
it
helps
me
a
lot
to
know
the
scope
of
every
session
like
in
goals,
but
I
know
which
questions
to
frame
in
my
mind
when,
when
learning
and
another
thing
is,
will
the
with
the
graviton
develop
this
the
gravity,
dow
components
that
you
are
showing
as
skills?
E
Those
are
my
and
I
I
know
I
lost
the
documentation
regarding
the
course.
So,
if
you
could
share
it
again,
one
with
me
will
be
great.
I.
A
Think
what
you're
referring
to
is
going
to
be
in
in
the
gravity
channel
as
far
as
links
and
what's
going
to
be
in
each
each
individual
training.
So
you
can
have
a
look
at
that
and
and
each
actually,
I
think
the
way
we
framed
it
was.
There
are
some
some
things
you
can
watch
beforehand
and
then
there's
going
to
be
the
training
and
then
there's
some
follow-up
from
that.
So
it's
a
pretty
comprehensive
document
that
includes
a
lot
of
the
stuff
that
you're
asking
about.
A
Okay,
so
we're
at
the
top
of
the
hour,
I'm
willing
to
hang
around
for
another
few
minutes.
If
you
have
further
questions
or
anything,
but
if
you
guys
have
other
groups
to
get
to
then
we're
happy
to
let
you
go.
C
Can
I
be
heard,
please
please
hey
it's
aloysius
yeah.
I
just
wanted
to
say
something.
I
heard
I
heard
a
term
earlier
and
I
I
noticed
it
raised
a
flag
for
me
and
it
was
the
term
sheriff
and
I
just
want
to
like
yeah.
C
Engage
in
this
space
and
and
be
open
to
communicating
about
language
when
it
comes
up.
I
want
to
be
mindful
all
of
this
work
that
none
of
us
are
policing
and
carrying
that
sort
of
conditioning
like
I
just
want
to
like
name
it
as.
A
No,
that's
very
good
and
I
was
going
to
bring
that
up
it.
This
isn't
an
enforcement
mechanism,
it's
in
fact
it's.
I
think,
we've
consciously
chosen
to
not
be
an
enforcement
mechanism
and
to
allow
the
individual
taos
or
participants
in
the
token
engineering
commons
we
we
do
have
our
own
for
enforcement
thing,
but
I
always
think
that
that's
a
little
bit
separate
from
the
main
intention
of
gravity
so.
C
C
I
also
want
to
add
that,
like
I
don't
know
who
used
the
word
sheriff,
but
it
just
really
points
to
me:
it's
a
reminder
of
like
living
in
a
in
a
police,
a
police
environment
and
like
that
we
don't
have.
Sometimes
we
might
not
have
the
right
examples
or
like
metaphors
to
use
to
describe
what
a
graviton
is,
because
we
don't
see
a
lot
of
it
in
the
mainstream.
C
So
I
just
wanted
to
like
there's
no
like
wrong
doing
there,
but
it's
a
testament
to
living
in
in
a
police
state
so
and
it's
interesting
cause
I'm
in
a
international
space
and
I'm
an
american.
So
I'm
like
I'm,
I'm
wondering
how
I
speak.
I'm
trying
to
make
it
not
too
american
american-centric,
but
it's
also,
I
think
police
state
probably
rings
true.
C
A
E
It's
okay.
I
just
want
to
say
something
before
someone
else
says
that
the
flag
I
said
about
the
sheriff,
but
that
is
a
different
context,
because
it's
within
competitive,
so
in
the
cooperatives
realm,
the
sheriff
is
someone
that
enforces
and
can
ban
like,
for
example,
the
president
of
the
cooperative.
If
the
president
signs
something
that
is
affecting
the
whole
cooperative,
because
it's
a
corrupt
decision,
the
sheriff
can
ban
that
signature
and
then
immediately
call
the
whole
cooperative
into
a
general
assembly
to
take
action
into
that
and
can
bring
dispute
mechanisms.
E
But
they
don't
have
this
regenerative
trust
and
maintenance.
That
graviton
was
saying
that
that's
what
that's
why
I
said
like
I'm
really
happy
to
have
this
training,
because
it's
adding
to
what
the
competitive
the
environment
lacks.
So
I
that's
a
2.0.
That's
it
well,.
A
It's
actually
an
interesting
study
for
what
you
just
said,
because,
because,
in
the
context
of
the
place
where
you're
used
to
that
word,
has
a
very
specific
sort
of
definition
and
meaning
and
for
aloysius
to
bring
it
up-
and
I
was
going
to
bring
it
up
too,
was
just
to
understand
that
that
word
might
have
a
different
meaning
to
other
people,
and
it
is
from
this
kind
of
contextualization
that
we're
having
now
in
this
discussion
that
we're
having
now
and
the
reason
why
we
have
three
alternatives
to
even
mediation
or
alternate
district
dispute
resolution
or
legal
remedies.
A
We
could
really
go
a
long
long
way
and
spend
a
long
long
time,
parsing
this
stuff
just
to
make
it
so
that
everyone
has
a
shared
understanding
and
a
shared
language
and
a
shared
you
know
vernacular
for
for
managing
all
of
this
stuff
and
the
the
more
shared
that
stuff
is.
The
lower
cost
dispute
resolution
is
according
to
post
rooms,
principles
and
so
on.
The
whole
thing
just
rolls
up,
and
it's
just
benefit
after
benefit
trust
after
trust.
A
B
B
We
are
also
setting
expectations
of
what
are
we
going
to
be
talking
about,
but
during
the
10
sessions
we
will
have
some
court
some
sessions
that
will
be
more
in-depth
into
organizational
identity.
We
will
have
other
sessions
that
we
will.
That
will
be
more
in
depth
about
dispute
resolution
mechanisms.
B
We
will
also
deep
dive
on
the
on
the
gravity
process.
We
will
also
have
sessions
about
non-violent
communication,
so
yeah
like
the
whole
course
like.
We
will
have
a
course
about
leadership,
a
session
about
leadership
so
yeah.
B
The
whole
course
like
rounds
up
rounds
up
to
to
to
to
to
have
like
a
a
a
very
general
overview
of
what
a
mediator
or
a
conflict
management
agent
in
the
dao
space
could
look
like
and
and
and
how,
through
our
the
processes
that
we
are
proposing,
we
are
yeah
giving
an
alternative
to
to
organizations
so
that
they
have
their
own
justice
and
and
monitoring
systems
like
also
gravity,
is
not
that
you
should
take
what
we
are
doing
and
and
like
do
it.
As
the
same
like.
B
I
know
that
there
are
people
here
from
different
organizations
and-
and
you
can
like,
like
iterate
on
this
model
and
like
we
have
a
registry
where
we
map
and
where
we
keep
the
count
of
the
different
disputes
that
we
have
addressed.
B
But
I
I
strongly
feel
that
each
organization
should
have
their
own
registry
and,
like
there
will,
there
should
be
at
least
like
five
people
that
can
be
visible
people
to
for
people
to
request
access
to,
to
request,
support
and
and
also
that
there
should
be
variety
within
this
group
so
that
it's
it's
not
like
one
kind
of
unilateral
thinking
implemented.
But
it's
also
like
a
collective
intelligence
that
that
develops
the
processes.
A
And
I
just
want
to
say
one
other
sort
of
foundational
thing
about
this
and
then
my
discovery
of
of
working
on
you
know
my
own
sort
of
compassionate
self,
the
the
the
we're
gonna
as
as
gravitons
one
of
the
things
that
I'm
asking
you
as
somebody
who's
who's
holding.
A
This
training
thing
is
to
understand
that
there's
a
principle
involved
where
the
degree
to
which
you
extend
compassion
to
yourself
is
the
degree
to
which
then
you'll
be
able
to
extend
it
to
others,
and
this
is
a
cultural
dynamic
that
I'm
really
interested
in
educating
and
propagating,
and
so
so
this
is.
This
is
part
of
it
right.
It's
you
have
to
realize
that
there
is
that
sort
of
axiomatic
thing
going
on
there
right.
A
The
degree
to
which
you
have
a
facility
with
conflict
resolution
and
therefore
you're,
going
to
fairly
amazingly
discover
that
you're
going
to
want
to
proactively
create
trust
creation
within
yourself.
You
see
what
I'm
saying
and
then
the
more
trust
creation
you
use
principles
you
create
within
your
own
life.
A
In
your
own
mind
in
your
own
relationships,
then
you're
gonna
then
be
able
to
extend
those
things
out
into
the
communities
in
which
you
participate,
and
so
that's
a
basic
axiom
that
I've
I've
noted
in
in
my
own
life
and
and
through
this
process
of
gravity
trying
to
you
know,
talk
to
you
all
about
so
that
you
know
the
culture
can
improve
itself
through
the
improvement
of
each
of
its
individual
members.
C
Can
I
just
add
something
honor
on
a
related.
This
is
suga
here.
C
Thank
you.
Thank
you
for
this
wonderful
first
session
and
I
just
wanted
to
say
that
I
wanted
to
say
thank
you
and,
on
a
related
note,
just
to
say
happy
international
world
day
of
peace
to
everyone
today,.
B
C
B
Of
gravity
would
be
to
to
contribute
to
building
peace
in
the
world
like
we,
we
see
so
much
conflict
in
in
not
only
daos
but
in
the
whole
world
that
being
able
to
to
collaborate
in
conflict
management
in
daos
and
also
spreading
the
word
about
conflict
management.
B
It's
going
to
be
good,
not
only
for
our
for
the
organization
that
you
represent,
but
also
for
yourself-
and
I
say
this
as
someone
who
who
like
made
a
major
in
in
conflict
management,
and
I
every
day
I
practice
these
things
and
it's
always
easier
to
talk
about
them
than
to
practice
them
like.
When
I,
when
I
get
mad.
B
My
my
my
girlfriend
always
tell
me,
oh
that
that's
the
the
conflict
management
that
you're
talking
about
and
and
we
are
people
we
are
not
perfect,
and
it's
a
lie
to
say
that
we
are
not
going
to
have
conflict.
Conflict
management
instead
of
of
avoiding
conflict
is
to
be
able
to
face
it
and
to
transform
it
and
and
it's
a
practice
that
is
like
everyday
practice
and
everyday
learning,
and
is
something
that
you
can
practice
within
yourself
within
your
relationship
with
others.
A
It's
a
kind
of
living
wisdom
really
and
what
you're
talking
about
is
perfectly
aligned
with
that.
So
do
you
have
any
other
questions
or
comments.
D
I
had
I
had
a
another
comment,
I'm
sorry
to
trail
on
for
so
long,
okay,
yeah,
the
part
of
the
unit,
that's
about
justice
or
like
the
resolution.
D
It
seems
to
put
the
perspective
of
the
organization
or
like
what's
best
for
the
organization
or
the
community,
like
almost
like.
That's
like
the
point
of
view
of
the
of
the
graviton
or,
like
that's
the
more
important
point
of
view
or
that's
what
we're
negotiating
for,
whereas
when
you
have
a
conflict,
it's
more
like
you,
you
just
have
a
multiplicity
of
perspectives.
D
So
I
mean
I
hope
that
the
individual's
justice
is
also
and
maybe
I'll
stay.
I
mean
I
will
stay
on,
but
I
will
look
I'll
be
looking
for
the
the
how
the
individuals
that
might
how
the
individuals
are
going
to
be
assisted
in
during
mediation
or
conflict
resolution,
because
just
solving
for
the
organization
and
like
sewing
up
loose
ends
and
deciding
what's
in
what's
out
that
might
not
be
what's
best
for
the
individual.
D
D
It's
like
it's
almost
like
a
chosen
role
like
you
are
chosen
because
of
your
difference
to
represent
a
conflict
that
can
be
a
learning
moment
for
the
organization,
but
it
can
have.
It
can
be
a
heavy
burden
on
that
individual,
while
they're
engaged
in
the
conflict
to
express
you
know
how
they've
been
hurt,
the
pain
they're
in
and
what
they
need
to
repair.
D
So
I
think
it's
also
important
to
not
just
like
mediate
and
then
enact
justice,
but
rather
find
out
what
are
the
best
paths
for
individuals
and
organizations.
And
how
can
there
be
like
a?
A
Yeah,
of
course,
and
and
that's
why
we
have
so
many
things
that
sort
of
what
you're
talking
about
was,
is,
I
think,
sort
of
down
to
the
principle
d
thing.
So
you
know,
but
at
the
same
time
we
have
all
this
other
stuff
that
would
come
beforehand.
I
mean
principle
c
is
about
nonviolent.
A
Communication
is
almost
completely
focused
on
the
individual,
you
know
and
providing
them
with
that
kind
of
support
right
and
so,
and
it
really
depends
if,
if
that
person's
issue
is
related
to
some
tragedy
of
the
commons,
and
that
would
we
would
be
looking
at
the
relationship
between
the
principle
c
and
the
principal
b
before
we
ever
got
to.
A
The
point
of
of
having
to
like
and
and
I
I'd
like
to
think
that
by
trying
to
have
such
a
complex
and
interwoven
and
interconnected,
that's
why
I
have
all
these
different
colored
lines
around
here
is
because
it
is
all
very
intertwined
in
the
sense
that
it
is
the
complex
system.
I
would
hope
that
we
would
not
reduce
any
one
conflict
down
to
a
zero-sum
game
of
the
individual
versus
the
organization.
You
know.
B
And
so
also,
this
is
something
that
that
we,
we
feel
that
the
the
reach
of
gravity
is
is
not
like
imposing
any
any
any
kind
of
of
of
action
over
a
conflict
but
more
to
deliver
a
set
of
tools
that
can
be
applied.
B
So
I
I
also
strongly
recommend
organizations
and
dows,
as
I
was
telling
before,
that
each
human
group
has
a
justice
system
and
there
there
are
a
lot
of
doubts,
that
they
don't
have
any
justice
system
that
they
or
they
they
don't
have
like
a
policy
around.
B
How
are
they
going
to
manage
certain
situations
or
they
don't
have
like
a
code
of
conduct
and
that's
why
it's
not
easy
to
implement
a
conflict
management
mechanism
in
an
organization
that
doesn't
have
like
code
of
conduct
and
and
and
it's
important
for
gravitons
in
each
organization
to
be
pushing
the
development
of
these
of
these
documents
that
create
rules
and
boundaries,
and
that
gives
sense
to
the
to
the
interaction
so
yeah
it.
Sometimes
I
we
we
hear
like
hey.
B
Can
you
mediate
in
this
conflict
and
when
we
gather
more
information
about
the
conflict,
we
don't
have
any
objective
document
from
the
organization
saying
who
who
like
like
who
of
the
parts
like
acted
against
the
community
values
and
and
and
then
when
we
don't
have
these
documents
that
set
the
boundaries.
Everything
is
subjective
and
like
everyone,
everyone
has
is
right,
and
everyone
has
the
reason,
because
they
are
seeing
it
from
their
point
of
view.
B
But
it's
also
important
to
have
that,
like
the
organizational
point
of
view
to
have
like
a
like
a
a
a
set
of
rules
of
of
what
can
be
the
expected
outcomes
of
of
a
dispute
and
those
documents
are
not
imposed
by
gravity
like
each
organization
should
have
like
their
own
code
of
conduct,
each
organization
should
say
like
which
actions
do
they
promote
and
which
actions
do
they
disencourage?
And
that
is
not
like
the
same
equation
for
for
all
for
every
organization
there
there
are
more
organizations
like
yeah.
B
Each
organization
can
have
like
their
own
boundaries
and
that's
why
also?
We
rely
on
the
part
of
the
austron's
principles
and
we
are
going
also
to
to
deep
dive
in
the
next
sessions
about
astrum's
principles,
because
yeah
the
actually
the
first
principle
is,
that
is
to
have
set
clear
boundaries
and
rules.
And
how
can
you
have
like
the
fourth
and
or
the
sixth
principle?
That
is
conflict
management
without
having
the
first
principle,
that
is
clear,
rules
and
boundaries
and
and
yeah?
B
It's
it's
something
that
that
that
you
you
in
order
to
have
like
yeah
conflict
management.
You
need
to
have
like
some
previous
steps
and
and
that's
why
it's
not
only
to
like
yeah.
Let's
have
mediators
it's
to
have
competence
within
the
organization
and
to
build
cultural
practices
that
that
allow
for
conflict
resolution.
A
We
educate
them
and
educate
them
and
set
expectations
to
do
everything
that
they
need
for
as
long
as
they
need
to
understand
how
all
of
this
works,
and
then
that
way,
when
they
take
a
decision
on
behalf
of
the
group,
all
of
the
individuals
are
already
represented
by
that
group,
dynamic
right
and
so,
depending
on
how
the
organization
is
organized
like
that
one,
for
example,
the
situation
you're
talking
about
about
the
the
individual
versus
the
group
just
simply
can't
happen
in
that
situation,
because
they
literally
their
organizing
principle,
is
we
leave
no
one
behind
there's,
no
one
who
is
who
is
allowed
to
sort
of
you
know?
D
C
A
Right
and
so
you
might
have
other
people
who
want
to
have
a
combination
of
of
of
individuality
and
group
dynamics,
you
see
what
I
mean,
and
so
the
tuning
of
that
and
our
participation
and
our
advice
about
what
the
code
of
conduct
should
or
would
be,
would
change
based
on
on
that
kind
of
you
know
internal
culture
right,
so
so
this
kind
of
gives
hopefully
an
example
that
makes
sense.
D
It
really
does
make
sense.
I
mean
what
both
of
you
said.
Make
sense
is
in
like
you
know
that
set
of
rules
can
consist,
hopefully
continuously
be
built
upon
through
well
making
it
as
robust
as
possible,
but
then,
like
with
every
case
study
of
a
person
helping
a
person
be
productive
in
the
community.
You
can
add
to
that
set
of
rules.
You
can
add
clarity,
you
can
account
for
difference.
D
It
is
a
difficult.
It
is
difficult,
though,
when
some
when
that
line
is,
is
established
like
oh,
this
is
too
much
accounting
for
difference
like
oh.
I
don't
want
to
negotiate
for
this
much
difference
and
that's
like
a
place
where
I've
seen
organizations
be
like
we'll
just
let
people
leave
you
know,
and
it's
like,
oh,
like.
Oh,
that's,
sad
and
then
you're
like
well
you're.
A
To
be
able
to
leave
if
they
want
to-
and
we've
we've
had
situations
like
that
in
this
in
this
organization,
where
people
said
you
know,
this
is
a
line
for
me
and
I'm
just
not
willing
to
participate
at
that
right
and
so
and
and
part
of
the
reason
why
I
put
this
pink
thing
in
here
was
so
that
you
could
sort
of
understand
that
it
is
a
generative
thing
you
can
go
around
and
around
in
this
thing,
and
people
like
you,
know,
gravity
or
soft,
gov
or
depending
on
whatever
the
context
is
of
the
working
group.
A
They
all
have
a
moderated
role.
They
have
what
we've
done
already,
which
is
the
curated
side
of
the
picture,
and
then
that
sort
of
living-
yes
and
you
know-
or
what
about
you
know
this
problem
that
problem
and
then
it's
just
you
know
it's
a
it's
a
and
the
whole
point
of
it,
and
the
reason
why
I
have
on
the
left
side
is
living
wisdom.
It's.
A
It
is
a
thing
which
is
alive
right
and
it
seems
to
me
that
that
is
actually
part
of
being
a
graviton
is
to
sort
of
assist
in
the
life
of
organizations
by
helping
you
know,
create
and
and
moderate
this
type
of
thing
I
mean
in
nonviolent
communication:
it's
literally
called
a
language
of
life.
You
know
and
that's
why
it
is
one
of
the
four
cornerstones
of
this
process.
You
know
so
hopefully
that.
C
A
Any
I
I'm
gonna
say:
I'm
gonna
cut
it
another
seven
minutes.
So
it
looks
like
we
got
one
more
question
here
and
I
can
yeah
or
comment
and
then
we
can
stop.
I.
B
I
only
want
to
say
too
that
I
really
thank
everyone
for
participating
and
that
I
look
forward
also
to
have
a
space
to
to
to
get
to
know
each
other
better,
and
it
would
be
great
yeah
to
to
to
introduce
and
to
get
to
know
the
group,
because
I
see
like
a
very
diverse
group
and
coming
from
different
organizations,
and-
and
it
may
be
not
in
this
moment,
but
in
other
session.
B
It
would
be
really
great
to
to
share
some
experiences
and
to
and
to
get
to
know
more
from
from
from
from
the
other
side
that
it
it's.
It's
like.
We
are
always
standing
from
from
our
side,
but
one
of
the
practices
that
we
are
trying
to
to
promote
is
to
be
able
to
stand
in
the
other
shoes
and
to
also
learn
and
value
from
the
others.
Experience
as
a
peer.
B
And
for
the
next
week
I
will
be
facilitating
and
I
will
be
talking
about
conflict
transformation
and
theories
about
conflict
interpretation
and
yeah.
I
I
really
look
forward
to
continue
seeing
you
on
the
the
next
week,
and
I
really
thank
you
for
for
coming
for
this.
For
this
first
graviton
training
session.
A
Thank
you
guys.
I
really
appreciate
your
your
attention.