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From YouTube: TEC Community Call 3
Description
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B
Olivia
posted
the
agenda
in
the
chat,
so
we're
gonna
stick
with
that
and
most
of
the
time
during
this
call
will
just
be
q
a
at
the
end,
but
I
figure
it's
worth
syncing
with
everyone.
If
you
guys
don't
mind,
I'm
gonna
skip
the
intros
just
to
like
have
more
time
for
q.
A
does
anyone
object
to
that
out
of
curiosity,
no
okay
cool,
so
I'm
just
gonna
dive
in.
Thank
you
guys
all
for
coming.
I
do
have
a
small
presentation,
because
why
not
it's
fun,
making
slides.
D
B
Yeah,
that's
great
yeah,
I
mean
one
of
the
things
we
want
to
give
in
this
update.
Is
that
it's
time
to
open
the
floodgates
and
let
people
join
the
party
so
but
yeah,
let's
just
go
through
where
we
are
well.
So
one
thing
we
want
to
make
sure
that's
clear.
Is
that
what
what
are
we
actually
here
to
do
so?
B
Our
goal
as
the
in
this
te
commons
project
is
to
launch
a
ecosystem
funding
dow
for
token
engineering,
public
goods?
It's
going
to
have
conviction,
voting
that
to
decide
where
funding
goes
and
a
bonding
curve
to
kind
of
control,
the
boundary
layer
of
who
has
tokens
and
governance
power
over
the
funds
we
have.
So
this
is
the
core
route
of
the
project,
and
this
this
will.
B
If
this
project
succeeds,
if
we
can
achieve
launching
this
project,
then
hopefully
we
will
be
able
to
create
a
financially
sustainable
solution
for
the
token
engineering
field
and
the
public
goods
that
are
required
in
this
field.
This
is
a
social
experiment.
We
don't
know
exactly
how
it
all
work
out.
It's
it's
never
really
been
done
before
and
we're
making
it
up
as
we
go
along,
but
it
is
a
partnership
between
the
common
stack
and
the
token
engineering
community.
B
Although
honestly,
the
common
stack,
we
consider
ourselves
part
of
the
token
engineering
community,
so
it's
really
just
logos
in
the
end,
we're
all
just
the
same
people
hanging
out,
but
we
do
have
these
issues
that
we
do
have.
You
know
constrained
technical
and
financial
resources
that
will
guide
the
shape
of
the
project.
We
don't
get
to
just
make
any
bonding
curves
that
we
want.
That
would
require
a
lot
of
audits,
we're
very
lucky
that
one
hive
has
has
battled
and
blocked.
B
One
thing
that
we
want
to
be
careful
of
is
to
ensure
that
we
are
not
the
new
governing
body
of
the
token
engineering
community
and
maybe
one
day
it
could
be
or
be
some
part
of
it.
But
that's
not
what
our
goal
is
here:
we're
just
launching
some
dowels
or
adal
and
we're
not
necessarily
a
replacement
or
even
an
enhancement
for
any
other
project.
So
the
academy
should
continue
on
and
kind
of
forget
that
we
exist.
B
You
know
same
with
the
review
committee.
If
the
project
is
a
success
and
it
launches,
then
we
should
be
able
to
really
aid
in
those
projects,
but
we're
not
trying
to.
We
want
to
make
sure
that
our
scope
is
focused
within
when
we're
playing
in
the
token
engineering
common
space
on
the
launching
of
this
product.
D
D
B
What
and
we're
only
at
so
like
the
first
step
is
just
for
us
to
agree
on
the
vision
to
some
extent
and
the
processes
that
we
will
use
to
actually
create
this
vision.
So
we
are
still
on
this
little
step.
Three
like
constant
oops
constitution,
process
procedure,
roles,
expectations,
that's
where
we
are
right
now
we
have
identified
the
mission,
vision,
values
and
and
and
done
some
work
around
this,
but
we're
not
very
far.
B
We
haven't
even
started
making
the
plan
really
which
we're
just
about
there
to
start
making
the
plan
so
and-
and
the
big
thing
that
we
that
I
want
to
highlight
is
that
we're
not
we're,
not
experts
in
this.
I
don't
think
there
are
experts
in
building
the
cultural
build
for
dao's.
Honestly,
I
think
we
have
a
lot
of
people
access
to
a
lot
of
a
really
large
network
of
people
who
are
probably
the
closest
thing
to
experts
that
exists.
B
But
you
know
we're
still
we're
learning
by
doing
and
we've
learned
a
lot
of
lessons
on
how
this
cultural
build
could
have
been
better
and
we
want
to
capture
these
lessons
like
shenandoah,
said
and
share
them
with
everyone
else
who
wants
to
do
this
kind
of
thing
later
so
and
let's
go
through
olivia
added
a
kind
of
a
added
some
detail
to
our
roadmap,
which
kind
of
captures
all
the
work
that
we've
done.
It's
linked
in
the
college
into
here
this
detail
roadmap
with
links
to
work
done.
B
So
once
we
got
to
the
step
we
started,
we
did
the
code
of
conduct
and
we
have.
We
created
a
decision
making
process
which
I'll
go
through
in
a
second
and
we
created
started
creating
some
of
the
other
stuff
that
really
solidifies
how
we
work
together
in
this
short
cultural,
build
piece-
and
this
is
something
that's
kind
of
a
challenge
for
us,
because
we
have
to
have
one
set
of
rules
or
we
need
to
have
a
kind
of
a
short-term
set
of
rules
and
expectations
for
people
during
the
cultural
build.
B
And
then
we
want
to
also
create
a
healthy
culture
and
a
set
of
expectations
for
the
actual
commons
and
the
dao
that
is
governing
the
commons
right.
So
it's
it's.
This
weird,
like
we
kind
of
have
two
sets
of
rules,
the
rules
that
we
want
to
create
and
the
rules
that
we
have
or
processes
that
we
have
to
create
the
future
processes.
E
I
just
wanted
to
add
one
thing
that
the
expected
outcome
of
this
roadmap
and
of
the
cultural
build
process
is
to
create
a
resilient
culture
that
is
capable
of
making
participatory
decisions
that
are
in
alignment
with
the
the
tc
vision
mission
and
values
once
the
the
tc
is
deployed.
So
I
think
there
was
some
confusion
about
like
oh
we're
just
doing
this
for
this
couple
of
months
and
then
we'll
need
another
process,
but
no.
E
F
Voting
has
been
tested
by
aragon,
so
we
know
that
it's
good
these
systems
that
you're
putting
in
place
or
like
in
particular
I
mean
I
mean
I
happen
to
have
a
lot
of
expertise
in
in
branding
and
doing
mission
and
vision
and
value
statements
and
yeah.
I
mean
there's
like
a
whole
discipline.
So
did
you
bring
people
in
for
that
and
why?
Wouldn't
you.
B
D
And
may
I
add
to
this
because
yes
you're
right,
but
literally
does
this
gap,
how
we
are
going
to
really
try
and
yeah
build
and
test
and
figure
out
the
process,
how
you
actually
map
these
values,
to
to
outcomes
and
and
agreements
in
a
decentralized
and
distributed
environment
that
huge
gap.
I
think
that
was
that's
the
one
that
we
we
need
to
be
filling
and
trusting
and
bringing
in
people
who
you
know
know
these.
Let's
say
standards
right,
values,
mission
mission,
but
then
also
have
the
yeah
open-mindedness
to
say.
D
So
there
are
so
many
things
that
we
have
to
establish
and
I
understand
pacing
through
this
and
then
chasing
and
being
impatient
that
I
have
the
same
urges
but
then
again,
I
think
we're
now
at
a
good
stage
where
we
say:
okay,
we,
you
know
we
agreed
on
what
was
the
obvious
like
our
values,
mission
and
vision.
That's
the
cool
thing
about
this.
D
B
Yeah
one
of
the
one
of
the
mistakes,
I
think
that
we've
made
in
this
process
is
starting
with
the
vision,
mission
and
values
which
is
surprising,
but
we
we
really
needed
to
figure
out
some
of
the
stuff
we're
working
on
now.
First,
which
is
how
do
we
onboard
people
into
this
community?
How
do
we
incentivize
people
to
contribute?
You
know
actually
attracting
experts
these
they
have
a
lot
going
on
and
they
need
to.
B
You
know,
balance
their
busy
schedules.
So
the
big
thing
that
we're
working
on
right
now
is
finalizing
the
incentive
alignment,
the
on
porting
process
and
defining
working
groups,
so
that
it's
really
easy
for
for
these
experts
to
come
in
and
not
have
to
guess
what
they
need
to
do
just
and
and
under,
and
have
clear
expectations
on
how
they'll
be
rewarded
for
their
valuable
work.
B
So
before
you
know,
burning
a
bridge
with
someone
who's
on
onboarding,
you
know
nathan,
schneider
or
or
some
or
grace,
even
making
sure
that
we
have
clear
expectations
and
that's
and
that's
where
we
are
right
now
and
because
we're
so
close,
I
think
we'll
be
voting
on
this
stuff
this
weekend.
I
think
it's
it's
time
that
we
can
start
that
we
can
feel
comfortable,
onboarding
people
and
bringing
them
in
and
they
won't
get
burned
when
we're
like.
Oh,
we
don't
really
know
what
to
do
with
you.
B
So
every
thursday
we
have
a
call
where
we
gather
data
for
the
work
in
the
next
week
and
we
show
off
the
work
that
has
been
done
in
the
previous
week,
especially
proposals
that
will
be
voted
on
and
then
over
the
weekend
we
vote,
and
so
this
is
the
current
decision
making
process.
Of
course,
if,
if
it's
missing
something,
it
can
be
improved
through
this,
our
current
de
facto
decision
making
process.
F
I
would
say
that
it's
missing
a
problem.
Definition
like
anybody
can
create
a
proposal.
I
would
say
that
to
create
a
proposal
you
have
to
state
what
is
the
problem
that
you
want
to
solve,
or
the
challenge
that
you're
addressing
or
the
outcome
you
want
to
get.
I
would
suggest
that
people
propose
that
before
they
may
and
then
open
it
for
proposals.
B
D
But,
for
example,
I
would
you
know,
I
mean,
I
trust
you
guys
and
you
are
common
stack,
you've
been
developing
this
and
then
you
come
in
and
if
you
propose
something
literally,
that
was
the
case
right.
Okay,
lean
back
and
you
know,
listen
to
proposals
and
then
what
and
I
I
respected
that
in
a
sense
like
because
I
was
yeah
saying:
okay,
we're
doing
the
cultural
build
of
common
sect,
but
you
know
that
won't
go
on
like
this.
D
If
someone
you
know
out
of
the
blue,
wants
to
propose
something,
I
would
hope
now,
but
we
have
to
make
that
clear,
crystal
clear
that
enough
thought
has
gone
into
making
that
proposal
before
it
is
out
there.
Literally
all
of
this
advice
and
so
on
and
so
forth
should
go
through,
because
you
know
how
much
work
it
is
to
go
through
thoughtfully,
go
through
proposals
and
then
asynchronously
try
to
clarify
things
etc.
So,
certainly
for
now
it
works
and
if
it
doesn't
work
we
should
have
this
initiative.
D
E
No,
I
just
want
to
say
that
this
process
of
the-
how
do
we
work
together
is
the
most
proposal,
heavy
one,
because
when
we
enter
in
the
working
groups
or
the
initiatives,
when
there's
more
people
simultaneously
coordinating
on
different
subjects,
we
wouldn't
be
having
so
many
proposals.
This
is
more
like.
How
do
we
get
in
sync
now
about
this
process
that
will
support
what
is
coming
next.
F
F
It
open
there.
Okay,
like
I,
would
rather
not
try
and
read
it,
but
just
understand.
Are
you
saying
that
this
process
that
you're
proposing
now
or
that's
there
is
only
for
the
cultural
build
stage
or
the
roadmap
build
stage,
and
then,
after
it,
the
proposal
making
process
is
going
to
be
different
or
you're,
saying
that
this
is
going
to
be
the
process
for
the
working
groups
as
well?
I
just
wanted
to
understand
what
you
said.
E
Okay
I'll
turn,
my
screen
really
quick,
just
to
show
what
I'm
saying
so
we
are
in
this
phase
of
the
of
the
road
map
on
step
two.
How
do
we
work
together
so
there
there
are
many
decisions
that
had
that
have
to
be
made
here
by
the
group
that
is
currently
working
together
to
open
another
process
that
is
welcoming
more
people
and
and
and
other
ways
of
working
together.
So
this
proposals
that
we
are
making
now
are
giving
structure
to
this.
They
are
more
like
process
oriented
rather
than
like
creative
proposals
about.
B
A
B
These
incentives
that
we're
putting
in
place
are
basically
and
processes
that
we've
put
in
place.
They
will
set
the
tone
for
afterwards.
I
mean
there's
no
way
to
avoid
that,
but
they
will
not
be
officially
carrying
forward
after
after
this
cultural,
build,
we'll
have
smart
contracts
that
really
define
how
proposals
are
made.
D
Executed
but
the
the
process
we
still
need
to
define
right
and
the
the
thing
is
so
like
first
is,
then
that
doesn't
happen
in
the
environments
that
we
work.
For
example,
we
already
also
have
initiatives
like
book
and
the
t
academy,
and
you
know
these
groups
also
decide
right,
and
that
would
be
really
cool
to
have
this.
This
next
initiative
that
looks
at
all
of
these
different
decision-making
processes
and
also
helps
us
understand.
Why
do
they
choose
different
things,
because
they
want
to
experiment
on
on
different
things?
D
Should
that
be
the
culture
of
decision
making
in
in
t
commons?
Maybe
because
you
know
we
want
to
be
able
to
experiment
with
new
decision-making
processes
and
how
much
autonomy
should
these
initiatives
in
themselves
have,
without
you
know,
dispersing
but
still
know
they
are
aligned
with
the
values,
even
if
they
are
keeping
experimenting.
D
You
know
fundraising
for
a
great
project
etc,
and
there
were
so
many
things
that
could
have
gone
wrong
that
were
so
obvious
that
I
just
didn't
go
through
it
and
now
with
this
community
literally,
I
think
anything
can
come
up
and
we
can
fix
it,
but
I
think
we
can
also
work
very
smartly
or
smart
towards
actually
getting
what
we
want
and
also
helping
the
bigger
community
to
reuse
these
learnings.
If
we
make
yeah
better
documentation
of
of
what
is
currently
happening
and
sort,
you
know
do's
and
don'ts
literally.
D
You
know
these
are
not
out
nights
but
up
stories
like
things
that
went
wrong,
and
when
do
you
know
when
things
go
south,
you
know
these
are
great
great
stories.
We
should
just
keep
them
for
others
to
learn.
You
know
facilitate
all
of
this
distributed
decision,
making
processes
that
I
think
this
community
is
really
well
suited
to
create
for
others
who
are
more
focused
on
execution.
D
G
So
so,
in
a
very
applied
way,
I
would
say
that
what
we're
currently
doing
is
basically
to
work
the
working
group
of
the
cultural
build.
So
the
way
we
behave
all
here
and
like
everyone
who
is
engaging
in
that
conversation
should
behave
as
like
the
prototype
of
how
we
want
people
to
behave
later
in
the
different
working
groups
that
are
going
to
work
on
the
different
parts
of
these.
All
these
couples
of
the
teachers
almost.
D
D
First
big,
ask
of
of
someone
like
like
grace
coming
in
and
again
now.
Supriya
is
the
time
where
we
say,
and
now
we
have
this
initiative-
that
exactly
does
what
you,
what
you
say.
You
know
riffing
off
of
how
how
this
starts
in
solving
the
cultural
build
problem.
How
are
we
now
going
to
actually
define
this
for
such
an
experiment,
loving
resource
leveling,
cutting
edge
tech,
socio
technical
systems,
engineering
community?
G
But
so
what's
what
is?
What's
the?
How
can
I
put
that?
How
would
you
differentiate
in
terms
of
definition
in
terms
of
processes,
what
we
are
doing
there
and
versus
what
other
people
are
going
to
be
doing
within
the
comments,
because
here
what
we
are
doing
is
basically
putting
together
a
list
of
how
we
think
the
process
should
be
and
how
we
think
the
comments
should
be
governed
at
some
point.
G
G
What
is
the
process
that
we
want
to
see,
and
I
think
the
roadmap
is
a
very
good
start,
and
now
we
need
just
to
implement
some
little
processes,
making
sure
that,
for
example,
how
the?
How
do
we
make
decisions
together?
So
the
the
votes,
for
example,
is
super
important,
but
a
lot
of
people
are
not
available
to
vote
every
week
and
stuff,
so
we
need
to
have
first,
a
kind
of
a
validation
and
the
validation
part
should
be
just
within
the
working
group
of
the
people
defining
that
process.
G
So
we
first
validated
that,
like
we
all
agree
on
that,
and
then
we
put
it
to
the
test
of
the
big
vote
and
everyone
is
allowed
to
vote
and
he
is
encouraged
to
vote,
but
that
should
not
happen
once
a
week.
It
should
happen
once
a
month,
maybe
or
even
less
just
so
that
people
are
like.
Oh,
this
is
super
important.
Now,
please
just
take.
I
don't
like
20
minutes,
read
everything
making
sure
that
we
all
agree
on
that
and
boom.
Your
job
is
done
for
the
month.
You
don't
have
to
worry
about
that
anymore.
G
The
problem
that
we
have
currently
is
by
asking
people
to
vote
on
a
lot
of
different
stuff
super
quickly.
We
don't
have
the
time
and
and
like
even
I
was
like
I
I
disconnected
for
a
few
days
I
went
back.
I
was
like
oh
wait.
Wait.
Where
do
I
start
like?
Why
should
I
read
first,
where
what
is
the
important
stuff?
G
Where
should
I
put
my
focus
on
and
I
didn't
know
because
it
was
like
a
bunch
of
different
stuff,
so
we
need
to
ask
people
just
one
thing
and
super
clear:
are
you
do
you
agree?
Do
you
block
that,
like
the
different
vision
mechanism
that
we
can
put
in
place,
but
before
that
we
need
to
first
do
that
validation
within
the
working
group
without
appealing
to
the
whole
community?
F
F
We
already
have
a
failed
process,
like
none
of
you
are
saying
he's
not
saying
it
out
loud,
but
he's
saying
it
doesn't
freaking
work.
This
voting
on
everything
already
doesn't
work
in
a
small
group.
Expanding
it
is
a
bad
idea.
We've
done
a
test,
it
doesn't
work
and
people
need
to
say
that
out
loud.
Can
you
you
know
yeah,
sorry,
okay,
the
first
thing
he
said
is
we
want
to
behave
in
the
ways
that
we
would
like
to
display
now.
F
My
observation
with
a
lot
of
these
groups
is
we
put
together
these
value
statements,
and
we
say
we
all
agree
on
them,
but
it
doesn't
mean
anything.
It's
actually
kind
of
a
croc.
Okay
and
the
way
that
I
work
with
groups
is,
I
sit
down
and
I
start
with
well
what
do
we
already
do
and
saying
we're
gonna
behave
in
a
certain
way
without
kind
of
any
measures
of
that
doesn't
work.
Very
well
so
you
really
have
to
sit
down,
and
you
know
I
went
just
this
example
when
I
use
this
process.
F
I
go
to
companies
and
you
know
I
went
to
a
company
and
the
head
of
r
d
was
chronically
late
and
it
was
destruct
and
not
like
five
minutes
late
either.
Okay,
it's
just
really
destructive
actions
by
this
guy
because
he
was
a
vp
of
r
d
and
he
showed
up
sometimes
half
an
hour
late
to
to
a
one
hour
meeting,
sometimes
half
an
hour
late
to
a
half
an
hour
meeting
and
everybody
in
the
company
was
showing
up
late
right.
So
they,
if
you
read
their
value
statement,
it
looked
awesome.
They
had
really.
F
They
had
gone
through
like
a
three-day
values
process
you
know
off-site
and
it
was.
It
was
a
crock
because
their
behaviors
weren't
that
way.
So
I
always
start
with
a
group-
and
this
is
a
group
that
already
is
conducting
activity
and
saying
how
are
you
really
creating
the
decision
making
right
who's,
really
deciding
where's
the
real
power
and
what
are
the
actual
actions?
One
of
the
things
that
I
I
mean.
F
I
don't
know
if
this
group
is
like
other
groups,
but
I've
been
in
this
community
for
a
long
time
and
just
in
the
dega
space
and
whatever,
and
one
of
the
things
that
has
observed
is
that
we
avoid
confrontation
like
actively.
That
is
our
actual
action,
but
nobody
talks
about
it
because
we're
avoiding
so
the
the
process
that
I
like
to
take
groups
through
is
to
sit
down
and
have
like
an
anonymous
board
and
say:
what
do
we
really
do?
What
are
our
real
values,
because,
right
now,
one
of
our
values
is
be
nice.
F
Not
be
honest,
okay,
that's
the
truth,
and
so
we
want
to
you
know
it's
a
very.
I
have
a
very
structured
process
of
going
through
that
get
real.
What
are
we
really
doing?
And
I
said
I
didn't
say
it's
not
an
assumption.
It
says
my
experience
with
other
similar
groups.
Okay,
it's
not
right,
like
I'm,
not
saying
that
this
group
does
that,
but
in
the
groups
that
I've
been
a
part
of
in
this
general
space
that
has
been
the
culture.
D
F
Grace
yeah,
and
so
it's
like
that's
really
like
about
like
okay,
let's
get
real
about
what
we're
really
doing
and
then
what
are
the
practices?
So
we
would
want
us
again
about
this
thing
about
you
know.
This
is
really
interesting
right
in
order
to
say
the
truth
before
I
say
the
truth
first,
I
say
I
don't
want
to
spoil
the
chemistry
here
in
order
to
warn
people
that
I'm
about
to
say
something
politically
incorrect
right
and
again.
F
So,
okay,
if
this
is
our
value.
This
is
our
mission
right
to
create
this
token
engineering
space.
What
would
be
the
values
we
would
want
and
then
what
would
be
the
practices?
So
it
really
has
to
map
the
values
to
actual
practices,
and
it's
quite
helpful
to
see
the
practices
we
already
have
in
place
and
there
are
some
practices
to
be
honest
like
there
are
some
some
practices
like
here
we're
very
honest
about
the
technical
parts
of
it.
Okay.
F
D
E
I
think
we're
going
a
little
bit
in
a
tangent
of
how
to
match
the
values
with
the
actions
that
it's
something
very
present
in
in
our
perception
and
building
of
the
road
map.
So
I
think
if
there
is
any
initiatives
that
people
can
propose
for
us
to
do
that,
that's
great
that's
super
valuable,
but
also
I
want
to
I.
E
If
you
can
think
of
a
person
that
you
would
love
seeing
here,
what
would
be
the
best
approach
to
invite
this
person
in
what
do
we
need?
So
we
will
revise
the
the
process
and
understand
how
to
make
these
decisions
in
a
more
accommodating
way
for
everyone's
time.
But
what
is
important
for
someone
that
is
entering
to
know?
I
would
love
to
hear
about
that.
E
A
A
I
A
A
Work
to
be
done
because
for
me
where
I'm
at
I
don't
really
have
so
much
capacity
to
talk
about
how
to
do
work,
I'm
so
happy
to
help
in
documenting
the
process
and
the
mistakes
that
we
make
and
the
solutions
that
we
find.
But
I
think
understanding,
everybody's
various
levels
like
cyprian
sounds
like
you
know,
he
wants
to
be
more
involved,
but
he
can't
quite
keep
up
with
how
fast
it's
going
for
me.
I'm
happy
that
it's
moving
fast
and
I'm
ready
to
like
jump
into
some
actual
deliverables
kind
of
a
thing.
D
Exactly
but
this
meeting
literally
is
a
q,
a
questions
and
answers,
and
I
think,
as
you
said,
you
guys
weren't
here
for
a
couple
of
days,
and
that
was
an
important
yeah
space
where
we
actually
discovered
a
problem,
and
we
didn't
really
have
a
conflict
resolution
mechanism
in
place,
and
these
things,
you
know,
could
just
stop
right
there.
But
we
are
strongly
connected
enough
and
we
care
about
this
enough-
that
we
move
to
this
meeting
now,
and
this
is
q
a
so.
Let's
give
us
also
that
time.
B
One
of
the
things
I
think
has
been
going
a
little
askew
here.
It's
a
lot
of
it's
not
really
questions
and
answers.
It's
more
like.
Let's
sometimes
we're
going
into
a
little
bit
of
like
how
do
we
solve
the
misalignment
of
values
or
how
do
we
solve
things,
and
I
think
we
should
try
to
at
least
for
the
last
17
minutes
not
try
to
solve
anything
and
just
try
to
gather
data
good
point
but
cyprian
sorry,
you've
been
trying
to
talk
for
a
while.
G
No,
no
just
yeah
again
like
I've
to
summarize
a
bit.
What
I
think
is,
I
think
we
are
all
working
a
lot
on
a
lot
of
different
projects
and
we
have
like
a
lot
of
different
things
going
on,
and
so
it's
very
complicated
for
everyone
to
follow.
What's
happening
and
like
I
I
did
experience
myself,
it's
overwhelming
the
amount
of
content
that
is
going
through
that
community.
G
I'm
amazed
by
that
because
I'm
like
wow,
that's,
that's
so
cool,
there's
a
lot
of
stuff
to
read
a
lot
of
stuff
to
care
about
to
engage
into,
but
as
a
community.
If
we
want
to
organize
ourselves,
we
need
to
have
processes,
and
I
really
like
what
grace
mentioned
about
these
practices
and
like
how
do
we
a
very
applied
way
of
doing
things
that
make
us
easy
and
easy
community
to
get
around,
because
you
already
have
you
already
arrived?
G
You
you
know
have
that
list
of
stuff
like
this
is
how
we
do
things
here
and
basically,
if
we
do
the
the
voting
process,
then
the
voting
process
should
be,
for
example,
restricted
to
a
small
amount
of
person
at
the
beginning.
Just
to
make
things
quick,
making
sure
that
yeah
we
can
flow
and
just
get
around
and
put
everything
in,
but
when
we
do
have
something
public
and
when
we
are
ready
to
offer
something
to
the
community
being
like
this
is
the
result
of.
I
don't
like
two
months
of
research
that
we
did.
G
Do
you
agree
with
that
and
that
at
this
moment
we
hope
to
have
the
necessary
engagement
to
validate
the
whole
process
and
be
like
oh
yeah.
So
people
voted
on
that
people
were
engaged
on
that.
So
it
makes
sense,
because
if
we
are
just
the
small
group
here
and
maybe
two
three
four
more
percent
just
working
on
our
side
and
making
decisions
among
ourselves,
actually
we're
not
even
if
it's
like
a
participating
democracy
is
totally
open.
Anyone
can
vote
if
nobody's
voting.
Then
it
makes
no
sense
to
have
that
process.
G
So,
for
the
sake
of
like
a
very
applied
way
and
very
like
going
quickly
with
all
that,
we're
doing,
I
think
yeah
going
through
that
process
by
yourself,
just
in
a
very
small
group,
evolving
and
iterating
on
on
the
different
issues
and
then
when
we,
when
we
do
have
something
to
offer
the
community,
then
at
that
point
just
open
up
and
being
like.
This
is
the
result,
and
you
just
have
to
vote
once
on
that.
B
You
know
like
we
have
a
lot
of
these
experts
that
are
at
our
fingertips,
but
like
asking
them
to
do
volunteer
work
is
kind
of
it's
really
cashing
in
social
capital
on
an
individual
level
and
that's
a
that's
one
of
the
big
challenges
that
we
that
we've
seen
so
far
and
like
engagement
is
that
it
we
get
a
lot
of
engagement
by
voice.
You
know,
but
actually
sitting
down
and
doing
work.
B
Oh
you
know
so
we've
we've
kind
of
one
of
the
proposals,
and-
and
it's
like
this,
this
onboarding
proposals
and
the
incentivization
proposal
and
the
this,
and
what's
the
other
third
one,
the
defining
working
groups,
which
is
the
proposal
that
we
need
now.
These
are
really
key
for
us
before.
I
think
like
trying
to
get
everyone
experimenting,
and
it
sounds
like
what
you're
saying
cyprian
is
even
more
than
that.
We
need
to
nail
down
the
decision
making
process
too
a
little
bit
more
too
and
get
feedback
on.
G
I
mean
yes,
but
in
the
end
we
need
to
work
as
as
a
different
entity
like
just
go
with
whatever
we
produce
and
once
it's
produced,
first
get
the
iteration
with
like
the
feedback
and
the
engagement
of
everyone,
because
otherwise,
if
you
do
it
on
the
reverse,
then
you
are
just
iterating
on
your
side.
And
then
you
don't
know
if
you
are
still
in
line
with
what
the
community
wants.
G
So
it's
better
to
have
so
like
right.
Now
we
are
I'm
launching
a
product.
I
I've
been
working
for
three
years
to
launch
a
big
product
and
we
had
this
prince
of
two
weeks
because
we
were
iterating
so
fast.
It
was
impossible
for
everyone
to
follow
where
we
are
so
right
now
we
move
to
a
month
of
sprints
and
we
are
going
to
be
releasing
features
every
month.
And
why
do
we
do
that?
G
Because
this
leaves
us
the
capability
to
to
get
feedback
from
people
and
to
get
the
actual
engagements
that
allow
us
to
have
data
on
which
take
the
next
print
so
the
next
month
of
work
to
make
sense?
Because
otherwise,
by
doing
this,
super
rapid,
iteration
yeah?
It's
nice,
but
in
the
end
we
don't
have
enough
data
to
know
what's
happening
and
if
people
are
actually
engaging
with
that
or
we
are
just
totally
on
going
another
direction.
B
C
Okay-
and
that
includes
decision
making
right
all
right,
and
I'm
I'm
just
wondering.
Okay,
all
we
are
discussing
at
the
moment
is
referring
to
this
building
process,
because
once
we
flaunt
t
comments,
then
we
will
get
back
to
conviction,
voting
and,
and
we
have
a
limited.
Thus
we
have
a
limited
room
to
maneuver.
Certainly
there
is
no.
B
C
I
And
I
think
those
are
two
different
and
neither
question
is
ever
closed.
The
processes
need
to
evolve.
We
need
to
have
processes
for
how
those
things
evolve
and
I
think
we're
on
that
track,
and
I
think
this
is
you
know
one
of
the
most
comprehensive
community
building
initiatives
that
is
aiming
to
be
inclusive
of
so
many
voices
at
once,
which
is
part
of
what
makes
it
so
difficult
and
slow
and
time-consuming.
I
But
I
I'm
happy
to
see
the
processes
that
have
put
in
place
so
far
hear
the
dissenting
voices
and
see
that
feedback
integrated
as
well,
and
I
think
this
is
yeah
one
of
the
most
exciting
forming
daos
that
I
see
in
the
landscape
today.
So
I'm
definitely
happy
to
be
part
of
it
and
to
see
the
mission
of
the
token
engineering
community,
empowered
by
this
commons
infrastructure
of
funding,
decision
making
etc,
and
the
cultural
build
process
I
think
is.
B
Yeah
thanks
jeff,
oh
you
know
one
thing
I:
unless
there's
any
burning
questions,
one
thing
I
think
might
be
worth
going
into
with
some
of
this
time
is
how
the
actual
incentive
process
will
work.
So
we
can
engage
outsiders
to
contribute
once
we
agree
upon
it.
Of
course,
I
don't
know.
Does
anyone
object
to
me
showing
off
the
praise
process
and
praise
quantification.
B
B
This
is
the
spreadsheet
that
if
you
go
to
t
dot
me
slash
te
commons
and
type
in
exclamation
mark
sheet,
you'll
see
a
list
of
all
the
praise.
That's
ever
dished
in
the
common
stack
ecosystem,
and
then
we
can
take
out
the
praise
that
is
specific
for
te
commons,
which
will
generally
be
in
the
te
commons
telegram
channel,
because
this
is
a
telegram
bot
and
whenever
someone
does
anything,
we
want
people
to
basically
dispraise.
So
there
is
this
activity
of
saying,
hey.
B
But
oh
we'll
get
there,
there's
a
detail
about
that,
but
basically
every
time
someone
gets
this
praise,
we
will
dish
points
for
those
people
and
then
we
will
say,
like
it's
kind
of
a
relative
point
score.
So
the
things
that
get
the
most
points
are
things
that
are
directly
supporting
the
token
engineering,
commons,
launch
and
cultural
build
and
then
things
that
are
kind
of
like
in
on
the
side.
Also
supporting
that
will
get
a
little
bit
less
points
and
the
things
that
are
just
like
positive
for
the
token
engineering
community.
B
They
will
still
get
praised,
but
not
as
much
as
things
that
are
directly
helping
us
launch
the
bonding
curve
conviction,
voting
and
build
the
culture
a
successful
culture
around
it.
So
I
think
like
to
highlight
one
example
that
I
talked
to
shabnam
about
is
like
her.
She
went
deep
into
reviewing
the
proposals
from
last
week
and
I
don't
know
she
said
she
spent
like
an
hour
and
a
half,
so
we
we
destroyed.
D
B
Yeah,
so
so
she
spent
a
lot
of
time
reviewing
these
proposals,
and
maybe
she
even
needs
more
points
than
this,
but
she
also
spent
a
lot
of
time
talking
about
or
setting
up
the
token
engineering
academy.
So
the
token
engineering
academy
also
receives
points,
but
because
it's
not
quite
as
good
as
the
token
engineer,
it's
not
quite
as
directly
affecting
the
positive
outcome
of
the
token
engineering
commons.
B
It
just
kind
of
indirectly
supports
our
work.
It
gets
less
points
in
a
way
right
and
then
what
we'll
do
this
spreadsheet
is
a
little
broken.
Apparently
I
have
to
figure
out
what
went
wrong
there.
I
think
I
just
need
to
divide
by
400,
but
either
way
this
these
will
be
averaged
out
and
and
we
will
dish
what
we
call
cred
and
cred
is
actually
a
kind
of
form
of
impact
hours,
and
maybe
let
me
see
here.
B
In
the
token
engineering
commons,
and
so
in
this
way
we
kind
of
have
a
a
sweat
equity
in
what
we're,
building
and
and
the
details
about.
This
are
in
these
proposals
that
are
coming
up,
but
we
hope
that
having
some
kind
of
clear,
transparent
reward
will
encourage
outsiders
and
experts
to
actually
support
us
and
know
they're
going
to
be
rewarded
for
their
support.
F
D
But
that
can
be
you
know
to
this
initiative,
but
I
think
libby
and
and
griff
have
to
go
through.
They
know
this
common
stack.
We
need
the
tools
from
common
stack
and
these
are
things
literally
also
a
lot
of
work
to
do.
I
I
understand
that
the
impatience
and
and
moving
forward,
and
that's
why
we
said,
do
aggressive
works,
but
we
should
address
all
of
this,
especially
for
the
top
engineering
community
that
will,
you
know
thrive
after
having
funds
or
drives
now
like.
These
are
interesting.
B
B
We
have
some,
I
would
say
what
do
you
call
that,
like
data,
that's
not
really
qual,
that's
qualitative!
Just
from
the
common
stack.
You
know
people
seem
to
like
praise
from
what
I've
seen
in
the
common
stack,
but
but
the
the
main
thing
is
that
it's
really
a
way
to
capture
and
acknowledge
work
being
done,
and
that's
like
one.
B
F
I
would
say
that
you
might
want
to
look
at
arthur,
brock's
dynamic.
I
think
it's
dynamics
of
incentives
where
it
talks
about
the
difference
between
different
types
of
incentives
for
different
types
of
behavior
feeling
appreciated,
is
really
different
than
being
rewarded
from
your
hours,
and
I
love
getting
praise.
But
if
somebody
praised
me
like
every
five
minutes,
I'd
be
like
that's
just
flattering
right
like
you
know
so,
but
if
I
worked
all
the
time
I
would
want
to
be.
F
J
J
Sometimes
is
enough,
so
you
get
a
lot
of
people
providing
you
know
fairly
low
input,
work
and
that
takes
away
from
the
I
guess:
it's
just
the
question
of
focusing
work
and
and
seeing
where
more
people
are
needed
and
what
kind
of
work
is
required
more
urgently
and
more
and
more,
I
guess
which
has
a
higher
impact
compared
to
just
writing.
Another.
D
Suggestion
so
from
what
you
heard
now,
maybe
also
go
through
the
current
open
proposals.
That
would
be
the
number
one
action
that
you
know:
everyone
interested
in
evolving
this
and
backing
it
up
with
data
and
deciding
and
making
really,
you
know,
get
this
body
off
work
started.
That
would
be
great
if
you
take
this
as
as
the
kickstart,
knowing
what
what
is
good,
what
will
be
improved,
etc
and
take
this
and
then
start
that
initiative.
B
C
E
Just
want
to
comment
quickly
about
the
onboarding
that
I
would
love
if
we
had
gone
through
it
during
this
call.
But
we
didn't
have
time.
So
if
anyone
comment,
even
in
the
notes
of
this
call
answering
this
question
of,
if
you
would
bring
someone
in
what
would
be
the
best
pro,
you
think
and
yeah
just
best
practices
around
onboarding
that
you
would
like
seeing
here
and-
and
I
integrated
a
few
works-
fabulous
comments
on
the
onboarding
dock
and
I
would
love
to
hear
more
to
revise
that
proposal
as
a
whole.
B
E
F
Yeah,
I
mean
I
looked
through
the
type
form
and
there
was
a
lot
of
stuff
that
I
could
have
written
an
entire
book
about,
but
I
answered
it
as
best
as
I
could.
I
mean
again
like
I
said
some
of
these
processes
that
you're
asking
about.
Have
you
know
volumes
written
about
them
and
you
know
I
can
I'd
be
happy
to
you
know
help
you
point
you
in
the
right
direction
with
that
stuff,
and
I
don't
know
if
you
have
my
book
or
not
give
you
a
free
copy
or
whatever
you
know
like.
B
A
I
guess
is
there
one
for
on
speaking
of
onboarding?
Is
there
one
place
where
all
of
these
documents
are
listed
together?
I
think
for
me
in
general,
just
quick
feedback
and
I'll
go
in
and
add
some
comments
in
the
document.
But
for
me,
I'm
really
like
struggling
with
all
the
written
content
and
having
more
visual
forms
would
be
super
helpful
and
then
yeah,
just
like
a
one-stop
shop,
that's
not
somewhere
in
the
thousands
of
telegram
threads.
A
I
really
struggled
with,
like
I
have
my
own
notion
where
I
have
a
page
for
every
10
one
of
the
10
projects
that
I'm
doing
so
yeah.
Maybe
this
is
a
feedback
just
to
have
a
little
more
visual
form
and
then
just
side.
Note
chevna.
If
you
have
like
five
minutes
after
this,
I
wanted
to
touch
with
you
about
helping
on
the
tv
academy,
with
some
promotional
content
ideas
and
in
general,
looking
forward
to
the
next
steps
and
just
like
catching
up
on
being
back.
A
H
A
D
B
So
it's
completely
subjective
olivia
and
I
just
kind
of
guess-
and
you
know
it's
not
it's
not
the
best
solution,
obviously
like
having
some
kind
of
ai
run
on
source
credit
or
something
would
be
really
cool.
But
you
know
we
just
and
really
the
tear
is
more
of
a
communication
that,
in
the
end,
it
doesn't
really
matter
what
we
say
the
tier
is
what
matters
is
yeah.
D
Could
do
feedback
from
the
current
community
like
how
they
you
know?
I
think
that
is
the
best
thing
us
as
the
people
who
who
are
currently
active
here
and
not
forget
people
who
have
done
so
much,
but
right
now
have
other
life
issues
going
on
and
so
on
and
so
forth.
So,
but
I
think
there
is
still
room
and
there's
also,
you
know
open
doors
for
improvement.
B
C
C
What
this
contribution
was
related
to?
I
was
thinking,
that's
way
easier
and
also
not
perhaps
not
that
much
controversial
in
the
very
end,
because
and
also
not
perhaps
more
efficient,
because
if
you
have
to
go
through
a
spreadsheet
to
digest
if
three
weeks
ago
this
dish
was
praised
is
if
it's
correct,
it's
tier
three
or
perhaps
tier
one.
C
But
I
think
for
you,
it's
even
harder
to
rate
right.
So
if
I
collaborate
with
somebody
in
the
reviews
group
and
I
feel
okay,
this
was
really
relevant
for
our
decision-making
process
and
thanks
for
making
me
aware
of
for
you,
it's
even
harder.
If
I
displace
after
this
meeting,
you
haven't
been
part
of.