►
Description
If you were some type of eatable what would you be?
Timecodes
00:00 - Question of the week
05:10 - Durgadas explains spiral dynamics
19:32 - Thoughts on combined spiral dynamics on the scale of conflicts
24:12 - Promote the use of typeform
29:22 - Can we have consent that having a group of members inside the community that is accountable for facilitating ADR for the community is still mutual-monitoring?
37:02 - Conflict manager role design
49:35 - Closing
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A
I
I
love
them.
They
can
be
done
with
rice.
They
can
be
done,
hola
mateo.
We
are
talking
about.
If
you
were
some
type
of
edible.
What
would
you
be,
and
I
am
saying
that
I
would
be
a
lentil
because
they
are
delicious
when
you
prepare
them
with
vegetables,
you
can
prepare
it
with
rice.
You
can
like
make
falafel
and
they
never
like
damage
they
and
they
yeah
they're,
really
cheap
and
I
like
them
so
yeah
I
would
be
allergic,
and
what
would
you
be.
A
B
I
think
I
would
be
a
hemp
seed
just
because
I
really
like
them
on
my
salads
and
in
things,
but
not
just
for
this-
the,
but
because
they
create
hemp
and
so
hemp
is
such
an
unbelievably
amazing,
and
it
would
be
actually
a
world-changing
sort
of
crop
about
this.
In
fact,
sean
has
a
whole
architecture
of
how
to
revolutionize
the
world
on
the
back
of
using
him.
B
D
A
C
E
A
B
B
B
So
one
of
the
things
I
just
want
to
explain
is
the
idea
behind
the
spiral
is.
This
is
a
transcending
and
inclusive
sort
of
thing,
so
you
see
how
the
all
four
different
directions
that
the
lines
go
as
you
develop
through
the
spiral.
What
happens
is
that
you
you
transcend.
It
include
the
previous
one.
So
as
we
move
outward,
we
basically
so
the
the
yellow,
that's
in
the
middle,
is
basically
like
the
survival
instinct.
The
purple
is
like
when
we
kind
of
all
get
together
in
these
tribal
clans.
B
The
red
is
a
little
bit
more
like
now.
We
start
to
get
into
you
know,
like
the
I
don't
know,
mythologies
and
and
feudal
empires.
The
the
blue
is
a
little
bit
more
like
the
ancient
nations.
You
know
corporate
states
where,
basically,
what
we're
trying
to
do
is.
I
think
what
we're
trying
to
do
here
in
in
tech
is
to
move
this
its
quadrant,
which
is
the
systems
that
are
involved
from
the
the
orange
out
into
the
green
and
then
eventually
into
the
yellow.
B
B
The
whole
thing
about
green
is
all
about
everyone's
coming
together,
everyone's
constantly
talking
about
the
democratic
nature
of
the
process,
the
fact
that
it's
super
important
to
have
everybody
involved
and
all
of
that,
but
the
thing
is,
is
that,
depending
on
where
we
are
individually,
we
may
be
in
a
in
a
blue
stage
of
development
or
a
red
stage
of
development
or
a
you
know,
a
yellow
stage,
or
a
development
or
whatever,
and
so
the
great
thing
about
this
is
what
it.
What
it
actually
does
is.
B
What
you
can
see
is
what
we
use
as
monetary
systems
is
a
way
to
actually
abstract
out
the
tensions
that
exist
between
not
only
the
colors
but
also
the
quadrants.
So
as
for
example,
you
can,
if
you
can
imagine
trying
to
navigate
between
the
it,
the
brain
and
the
organism,
so
let's
say,
for
example,
you're
injured.
So
now
the
eye
has
a
need
to
do
a
thing
that
the
it
can't
fix
for
itself.
B
So
you
rely
on
the
we
to
take
you
to
to
produce
a
situation
that
would
create
hospitals
and
doctors
and
other
people,
and
then
the
systems
that
are
in
place.
That
would
actually
put
you
into
this.
You
know
kind
of
set
up
where
you
could
actually
get
the
help
that
you
need,
and
so
so
what
you
can
kind
of
see
is
that
there's
these
different
aspects
of
the
human
experience
which
are
kind
of
represented
and
then
as
we.
Basically,
what
this
is
is
an
is
a
it's
a
needs.
B
Architecture,
so
every
single
thing
that
you
see
in
here
is
some
level
of
a
need
or
a
strategy
about
getting
needs
met
in
the
four
different
ways
in
which
these
things
can
happen,
and
what's
nice
about
this
is
that
you
can
then
say:
okay,
if
I'm
having
a
conflict.
Where
is
this
person
coming
from?
Are
they
coming
from
the
upper
right
side
or
the
upper
left
side?
Are
they
you
know
what
I'm
saying
and
if
their
need
is
going
to
be
met?
B
B
You
see
what
I'm
saying,
and
so
by
trying
to
understand
these
things
and
seeing
how
those
relationships
and
generalities
work,
then
you
can
kind
of
tend
to
understand
better,
what's
what's
happening
with
the
individual
people
who
are
having
the
needs
right.
So
this
is
a
very
beautiful,
very
complex
and
flexible
understanding
how
to
assess
needs
now.
B
What
I
mentioned
before
about
nonviolent
communication,
what
that
does
is
it
allows
us
to
to
if
you
take
non-violent
communications
general
idea
of
not
making
an
enemy
image
out
of
somebody?
What
this
does
is
it
gives
you
some
ability
to
then
instead
of
saying
well,
this
person's
wrong
or
bad
or
whatever.
B
It
will
give
you
the
idea
about
how
to
actually
contextualize
the
person
in
terms
of
whether
their
needs
are
being
met
or
not
met,
and
if
a
person's
needs
are
being
not
met
for
long
enough,
then
what
will
happen
is
like
what
we're
seeing
in
this.
So
even,
for
example,
the
the
move
on
the
bottom
right
quadrant
of
our
need
around
the
creation
of
these
democratic
monetary
systems
is
because
the
corporate
states
and
the
ancient
nations
and
the
funeral
empires
have
squeezed
this
so
hard
now
and
have
externalized
costs
on
us.
B
So
much
that
we
now
want
to
be
able
to
create
a
value
community
of
our
own.
That
is
democratic
in
nature,
and
so
this
is
actually
how
the
different
spirals
are
created
because
they
ping
pong
back
and
forth
between
the
warm
colors
being
the
eye
colors
and
then
the
the
the
the
cool
colors
being
the
the
blue,
green
and
turquoise
being
the
wee
colors
right.
B
Then
I
think
that'll
help
with
the
the
conflict
management
and
the
prevention
of,
and
the
architecture
of
these
systems
in
such
a
way
that
that
we
can.
We
can
sort
of
build
some
of
this
stuff
into
the
systems
that
we
have
such
that
when
we're
referring
back
then
to
a
person
who's
having
a
conflict,
we
can
understand
better,
what's
going
on,
so
I
hope
that
made
sense.
That
was
a
quick
summary.
C
B
So
that
it
actually,
then
goes
into
a
way
that
we
can
deal
with
it,
both
programmatically
and
from
a
from
an
economic
standpoint,
and
basically,
what
you
can
kind
of
see
is
the
different
colors
represent
basically
a
different
set
of
values
about
what's
going
on,
and
so
we've
seen
from
the
turquoise
level,
which
is
kind
of
where
you
should
understand.
This
is
a
whole
archie,
not
a
hierarchy.
B
But
I
woke
up
this
morning
with
an
understanding
that
what
this
was
was
a
needs
architecture
now,
depending
on
how
you
how
your
your
feelings
and
feelings
are
related
to
needs,
because
either
these
things
are
being
mattered,
they're
not
being
met,
but
whether
they're
being
met
or
not
being
met.
It
tends
to
create
a
kind
of
stress
in
one
where
you
will
either
be
move
your
either
be
residing
in
the
color
moving
into
a
color
or
moving
out
of
a
color
in.
B
On
the
other
hand,
we
have
a
lot
of
technocrats
and
those
technocrats
have
sat
in
their
bubbles
for
a
long
time
and
created
a
lot
of
yellow
things
where
they
have
this
massive
knowledge
in
which
they
can
say.
Okay,
now
I
have
an
overview
so
by
the
way,
the
yellow
and
the
outside
bit
there,
the
yellow
and
the
turquoise.
B
And
I
think
that
that's
super
important
for
a
conflict
management
group
to
have
people
who
are
in
the
second
tier
to
be
able
to
go.
Okay,
I
get
where
you're
coming
from
the
yellow
person
is
going
to
want
to
tend
to
create
systems
around
that
stuff,
whereas
the
person
who's
in
turquoise
will
want
to
then
integrate
that
stuff.
B
So
it's
a
feature
of
tier
1
or
tier
2,
rather
from
the
yellow
and
the
in
the
turquoise
side
of
it
to
differentiate
those
two
things
the
the
yellow
is
going
to
tend
to
want
to
sort
of
go
investigate
it
all.
Do
a
bunch
of
research
figure
out
what's
going
on,
create
a
bunch
of
architectures
and
systems
to
do
that,
because
they
don't
actually
know
how
to
intuitively
integrate
all
that
stuff
within
themselves.
B
B
You
know
if
we
don't
have
a
solution
for
these
empires
which
are
then
created
out
of
those
clans.
If
we
don't
have
a
solution
for
the
ultra
orthodox,
blue
who's
can
see
nothing
but
boundaries,
and
if
we
don't
have
a
solution
for
the
orange
whose
job
it
is
to
strategize
and
strategize
and
create
more
strategies
about
what's
going
on,
then
we
don't
actually
have
a
system.
B
That's
going
to
work
for
all
of
these
different
people,
and
this
is
a
great
way
to
understand
all
of
it
and
build
the
systems
in
such
a
way
that
it
would
hopefully
reduce
the
overall
conflict
in
the
system
itself.
As
well
as
meeting
all
the
human
needs,
as
well
as
sort
of
generally
functioning
better
than
what
I
think.
The
the
current
national
currencies
and
other
things
are,
are
not
doing
because
they're
tied
to
a
different
kind
of
thinking
at
a
different.
C
A
B
Well
and
the
other
part
that
has
a
direction.
The
other
part
that
has
a
direct
connection
to
conflict
is
that
one
of
the
the
foundational
features
of
tier
one
thinking
is
that
it
tends
to
look
at
the
other
colors
and
go.
Oh.
Those
people
are
completely
misguided.
There's
some
that's
completely
wrong
about
their
thinking,
and
so
so
it's
actually
it's
actually
true
that
that
you
can
hear
and
feel
the
difference
between
when
somebody's
coming
from
a
tier
one
kind
of
space,
because
they'll
just
be
like
that's
completely
wrong
and
they'll
have
this.
B
A
I
think
I'm
going
to
keep
reading
and
keeps
and
try
to
propose
and
and
try
to
have,
a
proposal
for
the
next
session
where
we
can
fit
our
proposal.
Our
initial
proposal
of
conflict
management
inside
this
visual
structure
and
and
like
try
to
see
which
are
the
tiers
and
which
are
yeah.
We,
which
are
the
tears
of
the
related
to
the
unwanted
behavior
and
also
related
to
what
would
be
the
sanctions,
and
I
can
present
that
to
have
feedback
from
the
community.
B
We
have
a
google
hangout
that
we
do
that
shows
up
in
the
weekly
meeting
panel
inside
of
the
slack
channel
that
is
available
on
sparrows.blog,
but
one
of
the
ladies.
There,
her
name
is
wendy
foxworthy
and
she's
actually
worked
with
spiral
dynamics
directly
inside
of
inside
of
companies
and
stuff
for
10
years.
It
was
her
job,
so
it
actually
might
be
a
really
interesting
person
on
as
a
guest
here
during
the
gravity
thing
to
talk
about
how
that
works
in
inside
of
groups
as
well.
A
If
any
of
you
somehow
hear
of
someone
who
is
saying
that
they
feel
they
are
not
being
treated
right
or
the
over
the
day
or
that
they
experienced
something
that
they
didn't
like.
Or
you
see
something
like
you
can
like
write
it
in
this
type
form,
and
the
idea
is
to
address
this
information,
the
most
strategical
and
the
most
sensitive
way.
We
can.
B
B
A
A
We
are
always
trying
to
improve
our
structures
and
every
structure
is
going
to
have
while
they
try
to
solve
past
problems.
They
generate
new
problems
so
yeah.
If
the
idea
of
having
this
would
be
to
have
a
very
dynamic
structure
that
can
address
the
problems.
If
I
can,
if
I
can
understand
what
you're
saying.
B
Yeah
because
it
might
not
be
a
conflict
with
a
given
person,
maybe
a
conflict
just
interacting
like,
for
example,
I
have
a
fundamental
difficulty
with
the
fact
that
we
use
like
15
different
platforms
for
all
different
kinds
of
things
and
it
just
every
single
meeting.
I'm
in
it's
a
new
platform
that
I,
why
didn't
somebody
just
tell
me
this
up
front,
go
out
and
create
a
miro
account,
go
out
and
create
a
google
docs
account
and
go
just
do
all
this
stuff,
and
I
just
find
myself
constantly
behind
the
eight
ball.
B
It
creates
the
kind
of
feeling
like
I
can't
keep
up
in
the
meetings
I
can't
contribute.
I
can't
do
what
I
mean
so,
for
there
could
be
a
structural
problem
that
exists
there.
Maybe
there's
native
perspectives
which
are
not
considered
in
these
structural
situations,
and
that
was
brought
up
when
we
had
the
guy
from
spirit
coin
talking.
They
have
a
completely
different
method
of
thinking
than
than
a
certain
colonized
tendency
we're
all
going
to
have
in
this
culture.
So
what
about
that
structural
problem?
So
I'm
just
giving
you
two.
A
A
A
For
the
community
is
still
mutual
monitoring
and
that
there
is
no
external
on
them.
I
state
that,
yes,
because
the
monitors
are
the
members
of
the
comm
and
everyone
can
fill
the
type
form
and
even
with
conflict
managed
with
with
conflict
manage
with
conflict
matters
or
with
the
conflict
management
process.
A
What
I'm
trying
to
say
is
that
I
was
reading
eleanor
ostrom
chapter
three
this
week
and
she
was
talking
about
a
lot
about
monitoring
and
the
benefits
of
mutual
monitoring,
but
also
the
the
cons
of
mutual
monitoring,
the
the
problems,
and
how
can
we
address
them
so
for
mutual
monitoring,
it's
very
important
to
have
consent
and
to
have
legitimacy
and
to
know
that
everyone
agrees
on
the
mutual
monitoring
system
that
is
being
in
place.
So
what
what
I'm
trying
to
say
is
that
gravity
is
based
on
mutual
monitoring.
A
A
So
my
initial
take
is
that
is
that
yes,
but
I
want
to
know
if
that,
if
we
want,
if
we
can
have
consent
or
if
that,
if
there
are
different
points
of
view
to
this
to
this,
and
that
some
of
you
think
that
having
a
group
of
people
that
is
accountable
of
of
of
this
would
be
against
the
mutual
monitoring
so
and
and
why
so?
Yeah,
that's
that's
my
my
question.
D
Against
the
mutual
monitoring,
I
think
it's
nice
to
have
like
muslim
monitoring
and,
for
example,
when
there
is
a
conflict,
have
that
people
are
controlled.
Also
in
the
in
the
book
says,
like
I
remember
now,
from
the
english
words
the
the
spanish
part
when
they
were
talking
like
they
have
like
people
accountable
on
that
and
yeah.
I
think
that's
still
a
community
thing
and
it's
cool
to
have,
but
I
I
want
to
hear
your
thoughts
on
that.
B
Well,
my
thought
is
that
it's
that
the
people
who
are
in
this
group
aren't
specifically,
I
wouldn't
say
in
in
a
way,
they're
accountable.
I
think
it's
really
just
a
matter
of
like
it
would
just
be
like
if,
if
I
was
a
person
who
was
trained
as
a
medical
doctor
and
I'm
living
in
society,
I
have
some
basic
responsibility
to
leverage
my
skill
for
the
benefit
of
the
group.
B
You
know
what
I'm
saying
and
and-
and
I
think
the
only
reason
why
I'm
involved
in
the
gravity
group
is
because
I've
done
all
this
work
around
this
kind
of
stuff
and
I've.
You
know
founded
multiple
nbc
groups
and
I've
studied
it
for
a
long
time,
and
it
just
seems
incumbent
upon
me
to
to
use
that
experience
for
the
benefit
of
the
group.
I
I'm
not
entirely
sure
that
it
makes
me
somehow
different
or
special.
It's
just
simply.
I
think
it's
just
a
basic
responsibility
of
participating
in.
A
A
Have
responsibilities
on
on
on
looking
for
what
is
best
for
the
group
and
to
address
yeah
issues
that
may
arise
between
between
the
people
and
between
the
people
and
the
system?
So
I
really
like
that
that
conception,
but
it
bases
on
and
agrees
on
the
point
of
septimus
and
I
that
this
mutual
monitoring
that
we
are
proposing
is
not
implying
some
sort
of.
B
We
should
specifically
state
that
relationship
like
a
person
who
has
certain
kinds
of
skills,
it's
incumbent
upon
them
to
actually
exercise
those
skills,
and
it's
interesting
because
this
is
actually
in
the
united
states
constitution.
If
you
actually
talk
about
it,
we
hold
these
truths
to
be
self-evident,
so
you're
saying
all
these
things,
but
in
some
way
they're
already
existing
within
the
nature
of
the
person
themselves,
and
therefore
there
is
both
a
a
benefit
and
a
responsibility
to
them
simultaneously
and
by
participating
in
community.
It
has
benefit
and
responsibility.
A
That
totally
connects
with
the
third
point
of
the
agenda
that
is
going,
that
is
about
reviewing
the
epic
on
github
about
the
conflict
management
role
design.
What
I
am
proposing
here
is
to
yeah
to
have
this
to
state.
What
is
the
the
role,
the
benefits
and
the
requirements
of
being
of
acting
as
a
as
a
as
a
conflict
manager
in
the
community,
and
I.
E
B
B
A
Simple
always
plays
bad
on
me
when
I'm
okay,
yeah,
I
I
I
agree
with
you,
so
I
think
that
what
you're
saying
is
that
we
should
have
like
this
document,
where
we
can
say
the
benefits
of
each
member
of
the
organization,
and
I
I
think
that's
something
that
the
onboarding
group
is
doing
and
that
they
have
this
document
where
they
say
what
is
expected
computer,
what
is
expected
from
a
standard?
What
is
expected
from
a
subject
matter,
expert,
so
yeah?
A
D
I
think
what
we
are
trying
to
say
in
here
is:
I
think,
what
we
are
trying
to
say
here
is,
for
example,
when
there
is
a
conflict
when
you
are
in
a
community,
maybe
sometimes
there
is
a
conflict
like
the
community
itself
cannot
resolve
and
this,
but
I
also
think
like
when
we
design
that
role
it's
important
like
to
have
some.
I
don't
know
like
some
system
to
be
like
a
very
like
the
guy
who's
doing.
D
It
is
because
he
love
it
and
he
wants
to
help
the
people
act
like
not.
I
don't
know
not
for
the
sake
of
the
rewards
or
stuff
like
that,
it
has
to
be
very
well
designed,
but
the
the
the
manual
of
that
role
is
like
when
there
are
some
conflicts
that
the
community
itself
cannot
not
solve
by
by
its
own,
and
it
should
help
to
ris
I
mean.
Sometimes
there
is
force
like
there
is
some
part
of
the
community.
D
A
B
A
A
C
B
You
probably
want
to
have
somebody
who's
been
around
that
for
a
little
bit
more
because,
for
example,
the
kinds
of
rules
that
a
purple
person
is
going
to
break
is
going
to
be
different
than
the
kind
of
rules
that
a
red
person
is
going
to
break,
and
the
problem
with
blue
is
not
going
to
be
about
rule.
Breaking
it's
going
to
be
about
crushing
rule
enforcement.
C
A
C
E
B
That's
exactly
what
I'm
saying
the
the
thing
that
you're
talking
about
is
is
the
the
the
blue
response
to
that
would
be
to
to
overly
define
that.
Just
what
I'm
saying
and
and
but
that's
why
it's
so
important
for
us
on
the
conflict
resolution
group
to
not
fall
for
those
tricks
and
why
it's
so
important
for
us
to
be
in
the
tier
two
space.
A
A
A
So
it's
like.
We
have
to
try
to
make
this
common
language
and
to
and
to
agree.
So
I
think
it's
very
important
to
to
be
able
to
put
ourselves
in
the
other
side
and
the
other
points
of
view,
and
to
try
to
understand
what
the
other
is
trying
to
say
more
than
the
words
that
they
pronounce
because
language,
it's
very
tricky,
and
especially
between
these
communities,
where
every
one
of
us
speaks
a
different
language
and
and
comes
from
a
different
reality.
B
A
B
To
make
this
suggestion
that,
maybe
you
and
I
just
have
a
working
group
or
whoever
wants
to
participate,
but
just
to
about
merging
in
the
stuff
that
we
have
in
with
the
in
with
the
spiral
dynamics
thing
and
then
once
we
have
that,
then
to
then
get
like
an
expert
real
insight
into
it.
From
somebody
like
wendy
after
we've
done.
That.