►
Description
Timecode:
00:00 - Intro
1:00 - Entrepeneurship game
15:13 - Central government and rules
20:23 - Status quo
26:30 - Juan ideas and link with gravity
37:04 - The budget should be determined in a collective choice arena
39:35 - Is it possible to have stable CPR?
47:25 - World as a CPR
57:00 - PAN Time!
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A
A
A
Relevant
to
the
case
of
a
study
of
the
basins-
and
she
like
went
deep
into
the
into
how
these
basins
made
agreement
to
manage
the
the
resource,
and
she
goes
like
on
the
detail
of
how
were
those
negotiations
between
the
debating
and
how
was
that
a
process
of
creating
a
new
institution
that
catalogues
like
a
polycentric
institution
that
helped
the
the
institutions
that
were
created
before
so
yeah?
That's,
like
my
initial
take
tam.
Would
you
like
to
complement.
B
B
B
C
A
It
makes
easier
to
identify
the
the
common
points
and
the
key
points
around
the
parts
that
are
negotiating
and
also
like
helps
to
to
develop
more
information
on
on
on
the
decision
taking.
So
for.
For
me,
that's
something
that
I
like
highlight
and
it's
it's
like.
It
sounds,
and
it
also
calls
my
attention
because
I
I
am
studying
negotiation
strategies
and
techniques
and
like
there
are
different
techniques
to
to
identify
the
needs
of
the
different
stakeholder
holders.
A
A
For
me,
I
really
liked
when
she
jumped
into
the
analysis
of
institutional
supply,
and
I
think
that
that
is
going
to
be
the
center
piece
for
the
rest
of
the
book
for
the
for
chapter
five
and
chapter
six,
because,
like
after
she
studies
the
cases,
then
is
when
she
makes
her
theory
and
she,
like
in
chapter
six.
In
chapters
five
like
try
to
try
to
analyze
the
failures
of
cpr
institutions
and
in
chapter
six.
D
D
They
they
came
up
with
a
technical
solution
that
would
prevent
saltwater
intrusion
and
when
they
did
that
they
realized
how
connected
the
basins
actually
were,
and
so
we
had
the
central
basin
and
the
west
basin
that
were
managed
separately,
and
they
said
okay.
Well,
actually,
our
basins
are
kind
of
interconnected
and
this
new
technical
solution,
where,
if
we
drill
wells
into
the
west
basin
across
the
coastline,
it
will
prevent
salt,
water
intrusion
and
prevent
the
actual
reservoirs
from
actually
depleting,
and
we
can
manage
our
water
better.
D
Is
you
know
you
have
this
technical
solution
that
is
offered,
and
everybody
agrees,
that
this
is
going
to
further
sustain
this
system
of
water
management,
but
we
have
to
figure
out
new
governance
systems
that
go
along
with
it
when
you
analyze
institutional
change,
I
think
a
lot
of
it
has
to
do
with
that.
You
know,
especially
if
you
put
in
the
context
of
dowels
or
protocols,
you
say:
okay,
we
have
this
new
technical
mechanic
that
we
can.
D
You
know
initialize,
but
now
it
opens
up,
though
the
decision-making
components
to
a
whole
new
wide
range
of
people,
and
we
gotta
take
that
into
consideration
when
we're
designing
the
system,
and
so
those
associations
in
the
west
basin
and
central
basin
now
need
to
get
together
and
say.
Okay,
do
we
want
a
public
agency
to
oversee
this
and
do
we
need
you
know
how
much
power
are
we
giving
them
and
how
much
you
know
power?
Are
we
giving
up
and
so
on
and
so
forth?
C
C
And
this
point
that
you
mentioned
also
about
how
the
governance
came
up
like
further
on
and
she
talks
a
lot
about
how
important
it
is
to
have
documentation
and
to
have
material
about
the
provision
of
a
new
institution
like
how
how
does
a
new
institution
is
formed
and
how
there
was
so
little
documentation
on
this
and
then
a
lot
of
this
next
steps.
They
get
so
much
harder.
When
you
don't
understand
how
things
came
into
agreement.
B
B
A
B
B
I
find
it
interesting
it's
because
it's
so
complex,
you
know,
once
you
remove
a
hierarchical
structure
from
an
organization,
then
the
the
the
ability
to
negotiate
and
advance
actions,
especially
with
a
collaborative
effort
over
such
an
important
common
pool
resources.
Water
for,
for
you,
know,
districts,
you
know
it's
it's
literally.
Life
and
death
is
so
complicated
and
then
a
few
pages
later,
which
we
she
really
talks
about.
B
Some
of
how
that
the
you
know
the
face-to-face
discussions
and
problems
are
raised
and
problems
are
solved
with
joint
strategies
and
the
key
to
it,
and
this
is,
I
think,
the
key
to
a
lot
of
being
able
to
make
accurate
decisions
is
information,
and
she
says,
prior
to
the
investment
in
information.
No
one
had
a
clear
picture
of
the
batter
boundaries
pattern,
demand
patterns
and
water
levels
throughout
a
basin
by
voluntarily
sharing
the
costs
of
providing
information.
A
public
good.
C
B
A
I
I
I
want
to
like
highlight
also
what
for
me
is,
is
also
one
of
the
last
things
he
mentions
in
the
in
the
chapter,
but
it's
like
I,
I
really
liked
it
and
it's
like
between
the
origin
and
the
institutional
change.
We
we
sometimes
like
think
of
origin
as
a
one
step
as
a
big
one
step,
and
then
institutional
change
as
something
small
that
that
goes
after
that
big
one
step.
A
So
like
rules
aren't
going
to
change
themselves,
rules
have
to
be
changed
in
order
to
change,
because
rules
only
like
do
what
they
like
they
are
fixed
and,
and
sometimes
the
institutional
change
change
requires
to
change
rules
themselves.
So
we
we
have
to
be
also
to
to
to
adapt
and
to
and
to
be
and
to
change
our
our
rules
and
to
form
new
rules
and
to
take
away
rules
that
that
are
not
being
so
effective.
A
Core
rules,
like
some
somehow
like
also
begins
with
with
not
necessarily
with
a
conflict
as
a
meaning
of
violence
or
something
but
conflict,
understood
of
as
a
situation
where
there
is
people
that
that
feels
that
some
of
their
needs
are
not
being
addressed
and
that
they
need
to
to
make
new
rules
and
to
like
evolve
their
systems
to
to
to
address
their
needs.
So
it's
also
like
the
the
the
the
need
itself
is
is
what
takes
us
to
to
evolve
and
to
to
change
our.
C
Institutions
way,
I
understood
the
status
quo
rules
were
also
like
behavior
patterns
or
just
like
rules
that
weren't
necessarily
stated
that
they
just
existed
if
you
observe
them.
So
if
you
observed
the
situation
and
you
found
patterns,
those
were
the
status
quo
rules
that
they
are
invisible
kind
of,
but
they
are
happening.
C
D
A
A
So
this
is
in
the
soft
gob
mirror
board,
and
she
that
this
is
what
she
puts
in
chapter
number
six
and
she
makes
like
this
a
framework
of
analysis
of
cprs,
and
she
like
makes
some
variables
of
that.
Can
that
can
influence
from
different
sides
that
internal
world
that
we
are
trying
to
create
in
the
in
the
cpr.
A
So
there
is
like
this
external
world
that
that
influences,
but
the
internal
world
that
we
create
in
the
cprs
has
like
its
own
rules
and
the
the
decision
about
it
comes
from
information
and
like
proposes
then
like
aggregation
of
rules,
retaining
of
rules
of
or
changing
rules.
But
she
didn't
like
use
the
concept
of
like
feedback,
and
that
is
something
that,
for
me,
is,
is
very
important.
A
So,
like
I
just
added
it
manually,
like
the
feedback
loop,
and
I
think
that
that
is
a
cycle
of
change
and
wha.
Why
do
I
like
make
this
like
feedback
loop,
because
in
in
david
easton
theory
of
a
political
system
like
he
like
talks
a
little
bit
of
like
how
a
political
system
takes
the
demands
of
of
the
of
the
system
as
inputs
and
then
draws
an
amp,
an
output?
And
then
that
goes
into
feedback.
A
A
A
So
yeah
that's
like,
and
this
is
the
the
the
the
draft
of
the
conflict
management
cycle
of
gravity,
and
I
really
liked
that
I
designed
this
before
reading
ostrom
and
that
I
have
like
an
external
management
layer
and
an
internal
management
layer.
That
is
like
the
same
thing
that
she
has
here
where
she
refers
like
internal
world
and
external
work.
A
A
A
Maybe
we
you
realized
that
there
were
people
that
that
was
having
car
accidents
in
a
street
so
like
then,
you
put
there
like
a
stop
sign
and
you
realize
that
there
are
still
accidents
in
that
street.
So
you
like
made
an
action
to
to
to
address
that
problem,
but
that
action
that
you
made
didn't
address
the
problem
quite
well.
So
then
you
need
a
feedback
loop
to
think
once
again
how
to
solve
the
same
problem
that
you
wanted
to
solve.
But
you
didn't
quite
do
it
with
with
the
with
the
answer.
C
So,
like
you
have
a
problem
and
then
you
solve
with
the
with
the
resources
you
have
available
and
you
fail
or
you
solve
in
a
certain
way
and
then
after
that
same
problem
comes
back.
But
then
you
already
have
information
about
how
you
went
in
the
first
round
and
then
that's
the
feedback
loop,
that
it
constantly
improves
a
problem
with
the
solutions
that
you
apply
and
the
knowledge
you
have.
A
That's
right
as
an
example
here
in
barranquilla
happens,
happened
that
they
built
like
a
crosses
street
crosses
street
crosses,
but
they
made
like
a
really
big
structures
where
you
have
to
like
go
upstairs
to
two
floors
to
like
cross
the
bridge,
and
they
are
really
really
big
and
they
and
they
made
a
lot
of
them.
But
people
don't
use
them
so
like
they
made
a
policy
to
like
help
the
people
to
not
get
to
not
cross
the
street
and
put
their
lives
on
risk.
A
But
that
didn't
quite
answer
the
problem,
so
they
just
needed
to
do
it
again
and
now
they
are
like
trying
to
build
bridge
underground
bridges,
because
what
people
said
that
the
reason
why
I
didn't
took
those
two
breeds,
those
big
bridges
to
cross
the
street
is
because
here
it's
very
sunny
and
they
didn't
have
a
ceiling.
So
it
was
like
difficult
for
people
to
just
to
cross.
A
A
C
C
That
is
the
initialization
of
the
comments
and
of
the
bonding
curve.
So
there
is
a
few
there.
There
is
a
boundary
on
who
is
allowed
to
participate
in
the
hatch
that
it's,
basically,
that
this
person
is
interested
in
supporting
public
goods,
t
public
goods
and
not
like
a
a
trader
or
an
investor
so
yeah.
D
I
guess
it
can
be
bundled
in
as
all
of
it's
just
access
rights
to
the
to
the
cpr
but
yeah.
I
find
that
the
the
flow
chart
that
I'm
looking
at
pretty
pretty
awesome,
especially
if
you
could
combine
that
with
some
type
of
action,
research
model
or
methodology
that
takes
into
account
the
different
players
and
and
how
they
feel
participating
in
that
type
of
internal
and
external
management
system
is
really
fascinating.
D
There's
also
a
question
I
have
because
I
like
I'm
trying
to
grapple
with
this.
I
this
concept
of
like
is,
is
there?
Is
it
possible
to
even
have
a
stable,
cpr
environment
anymore?
I
mean
in
terms
of
of
the
amount
of
information
that
we
have
today
and
the
amount
of
information
that
is
constantly
shared
and
the
rate
of
discovery.
A
Commons,
well,
I
would
say
that
stability
has
to
come
from
resilience
and
stability
is
not
like,
like.
I
think.
Instability
comes
also
with
the
with
the
capability
to
adapt
and
to
like
change,
and
I
think
that
that
is
the
key
for
stability
like
to
to
know
that
the
decisions
that
we
take
now
are
the
best
decisions
that
we
can
take
in
the
moment,
but
that
maybe
after
there
can
be
other
decisions
that
can
be
better
from
the
ones
that
we
take
right
now.
A
National
states
that
were
a
good
thing
in
the
past
were
at
least
that
helped
some
kind
of
development
right
now
are
being
also
one
of
the
problems
to
solve
worldwide
issues
and
to
like
collaborate
more
as
a
as
a
world,
and
not
only
like,
like
that.
That's
why
we
are
having
decentralized
organizations
this
into
life
communities
and
like
that
is
some
also
a
kind
of
institutional
change
that
is
happening
right.
D
D
D
C
And
also
on
the
on
the
stability,
I
don't
know
if
any
of
them
were
ever
stable
like
any
of
the
examples
she
gave
over
the
book.
They
were
all
like
that.
That's
why
it's
challenging
right,
because
they
need
to
be
constantly
adapting
to
some
type
of
situation
or
another,
and
I've
been
I've,
been
finding
it
interesting
to
think
about
everything
like
water,
because
it's
so
nice
to
to
that.
C
D
D
C
If,
if
there
is
any
goal,
perhaps
if
it
is
information
right
and
just
like-
you
said,
like
the
the
last,
the
last
ignorant
less
stiff
and
and
if
we're
moving
more
and
more
towards
this
information,
where
people
can
have
better
decision
decision
making
capabilities,
then
maybe
this
is
the
trick
of
like
making
something
more
and
more
decentralized.
Because
then
this
base
would
be
like
ever
more
resilient.
B
It's
a
little
bit
of
a
catch-22,
because
a
lot
of
the
information
is
disinformation,
so
sorting
the
signal
you
know
through
the
through
the
noise
is
is
really
I
guess
difficult
and
I
think
that's
very
reflective
of
our
society
today
is
we're
overloaded
with
information.
So
we
don't
pay
attention
to
a
lot
of
it.
A
So
it
doesn't
make
sense
that
to
to
pay
for
for
for
this,
because
the
the
pollution
is
going
to
go
to
the
world
and
not
to
just
one
country
and
like
yeah,
it
would
be.
I
think
that
that
is
for
me,
like
the
biggest
scope
and
a
long-term
mission
for
for
for
for
the
tec,
for
the
common
stack
to
to
like
help
to
see
the
world
as
a
as
a
common
police
resource
where
there,
the
water,
the
services,
both
all
of
them,
have
like
clear
rules
and
boundaries.
A
D
D
D
You
know
community
based
first
and
then,
hopefully
enough
communities
can
join
together
and
aggregate
themselves
to
to
to
look
at
it
in
a
more
holistic
manner,
especially
when
it
comes
to
water.
I
mean
back
home
like
in
alabama
georgia.
They
have
conflicts
all
the
time
between
their
water
sources
and
it's
completely
arbitrary.
D
These
are
very
much
interconnected
and
we
need
to
figure
out
a
way
to
actually
manage
them
in
a
collaborative
manner
rather
than
independently,
and
I
think
that's
kind
of
the
the
biggest
challenge
and-
and
I
think
that
you
know
if
we
look
at
it.
The
process
is
that
you're
talking
about
that
chart
and
especially
if
you
can
create
systems
and
and
protocols
that
we
can
follow
to
to
actually
follow
that
institutional
change
and
make
sure
that
these
changes
are
working
out
for
the
best
for
everyone.
C
C
And-
and
I
agree
very
much
with
your
point-
tim-
that
maybe
filtering
information
is
even
harder
than
providing
information
or
how
to
make
sure
information
arrives
in
the
where
he
has
to
and
that
people
that
are
looking
for
specific
things
have
easy
access
to
what
they're
looking
for
without
so
much
noise
in
between-
and
maybe
this
is
one
of
the
biggest
challenges
like
we
could
probably
have
a
whole
meeting
just
to
discuss
that.
How
to
improve
information,
dissemination.
B
And
I
think
it's
to
what
both
olivia
and
and
nate
also
touched
upon,
which
is
sort
of
like
you
know
it's
it's
a
deeply
ingrained
cultural
mindset.
Right
like
it
has
to
start
local,
because
you
have
to
experience
it
and
you
know,
and
it
cannot
like
the
scale
right
now
is
local.
The
scale
is
not
huge.
I
don't
know
if
it
has
is
an
example
of
an
enormous
cpr,
but
the
scale
is
local,
because
that
seems
to
be
maybe
some
ceiling.
You
know
some
invisible
ceiling.
B
B
You
know,
cultural
programming,
that
incentivizes
me
and
I
have
to
challenge
those
that
that
programming
or
reprogramming-
or
you
know,
finding
the
neural
bugs
and
crushing
them,
because
I
don't
want
that
programming
in
my
head
anymore
and
I
I
think
it's
a
it's
a
real
cultural
change
to
think
of
cprs
and
public
goods.
As
you
know,
we're
not
not
right
now,
incentivized
to
protect
public
goods
right.
B
I
think
we're
incentivized
to
almost
do
exactly
the
opposite
to
consume,
and
you
know
to
to
spread
information
and
to
amass
power
and
to
mass
wealth
and
capital,
and
these
things
so
and
to
waste.
You
know
so
it
seems
like
there's
there'd,
be
a
whole
sort
of
reprogramming
on
a
global
level
that
would
have
to
happen,
which
would
probably
start
through
experiencing
local
cprs
and
seeing
the
immediate
impact,
even
if
on
the
local
level.
So
I
think
slowly
over
time.
C
But
then,
but
then
she
said
like
you
would
imagine
that
all
of
these
examples
I'm
giving
that
this
would
also
happen.
But
but
something
else
happened
like
it
happened
that
people
actually
wanted
to
organize
that
people
wanted
to
create
institutions
rules
and
that
they
spent
seemingly
endless
hours
informing
themselves
about
the
structures
of
their
bases,
the
various
concerns
and
intentions
of
all
parties
and
future
possibilities.
C
So
I
think
this
reaction
of
exploiting
something
that
is
a
mutual
a
public
good.
I
think
it
comes
from
a
lack
of
hope,
perhaps
of
like
thinking
that
there's
no
solution
and
then
I
might
as
well
just
get
my
share
or
something
like
this
and
then
when
someone
comes
with
like
okay,
we
have
this
challenge,
but
there
are
this
and
there's
ways
of
doing
this.
Then
people
like
engaged
so
much,
and
this
felt
hopeful
and
exciting
to
read.
A
I
I
I
want
to
comment
something
on
what
tom
said
also,
and
I
just
want
to
read
the
eight
of
the
eight
principles
that
says
in
the
case
of
larger
common
pool
resources.
Rules
are
organized
and
enforced
through
multiple
layers
of
nested
enterprises,
so
yeah
that
that
is
like
how
how
to
scale
multiple
layers
of
nested
enterprises.
A
That,
like
things
I
like
and
yeah,
I
think
that
that
that
to
make
this
is
is
a
challenge,
and
it's
not
it's
not
like,
and
not
an
only
way
to
do
it
good,
and
there
is
not
an
only
way
to
do
it,
but
it's
just
like
we
have
to
take
the
chance,
and
I
think
that
that
is
going
to
to
she's
going
to
cover
it
deeper
in
chapter
number,
five,
which
is
where
she
talks
about
the
failures
of
cprs
and
and
yeah.
That
is
going
to
be
amazing
for
the
next
session.
C
C
D
D
B
Panvel
is
a
super
cool
group.
That's
it's
kind
of
doing
the
same
thing
that
the
common
stack
is
doing
except
way
simpler.
They
just
literally
print
money
and
give
it
away
every
three
months.
They
match
donations
on
git
coin
and
then
they
also
have
this
activity
fund
that
is
trying
to
build
like
social
community
groups
so
like
they
fund
poker
on
wednesday,
with
circles
ubi
coins,
which
is
really
fun.
They
also
are
rewarding
anyone
who
comes
to
these
book
clubs
with
a
raffle,
oh
cool,
that's
fun,
yeah!
It's
really.
C
Cool,
so
please
send
me
your
your
e
address
and
also
I'll
send
you
guys
a
link
to
to
join
the
praise
channel.
So
I
can
dish
your
praise
for
joining
this
call
and
praise
turns
into
impact
hours
that
might
turn
into
tc
tokens
after
after
the
lunch,
and
last
thing
is
that
our
next
session
is
gonna,
be,
I
think
we
should
keep
the
half
right
half
of
a
chapter
or
do
you
think
we
should
go
full
on
a
chapter.