►
From YouTube: W68 Softgov WG: Advice process
Description
TheSoftgov Working Group researches and applies best practices for governance, social collaboration and contribution rewards while implementing Ostrom’s 8 principles for governing the commons in its foundation.
We gather every Tuesday at 7pm CET.
Steward: Liviade
🙏 Thank you for watching! Hit 👍 and subscribe 🚩 to support this work
🌱Join the Community🌱
on Discord https://discord.gg/uM4ZWDjNfK
or say hello on Telegram https://t.me/tecommons
Join the conversation https://forum.tecommons.org/
Follow us on Twitter: https://twitter.com/tecmns
Learn more http://tecommons.org/
A
Knowing
that
there's
a
world
in
the
world
affect
your
participation
in
the
house
and
your
everyday
life,
and
I
feel
that
sometimes
when
we
are
in
an
organization
that
is
goal-oriented,
sometimes
we
we
tend
to
to
act
like
if
nothing
is
happening,
and
I
think
this
soft
call
could
be
a
a
good
space
to
talk
about
this
and
yeah
for
me.
It
it.
It
affects
me
a
lot.
A
I
I
I
am
really
impacted
that
the
history
of
humankind
is
marked
by
war
and
and
I
really
desire
that
sometime,
we
can
advanced
and
as
a
as
a
as
a
humanity,
but
without
the
use
of
violence
and
like.
A
I
feel
that
I
am
motivated,
because
I
am
working
in
in
gravity
and
somehow
that
is
a
peace
effort
that
I
am
trying
to
bring
to
to
daos
but
yeah.
I.
I
am
always
scared
about
what
can
happen
about
if
these
things
scale,
and
also
that.
A
I
I
also
think
that
if,
if
dallas
don't
change
the
way
of
operating,
we
can
end
up
seeing
in
the
future
like
violence
or
dow
wars,
and-
and
I
think
that
that
that's
why
it's
so
important
to
work
on
culture
in
this
kind
of
movements.
A
A
B
B
Participation,
but
I
definitely
feel
you
know
like.
B
It
highlights
the
importance
of
of
culture
and
gravity,
and
some
of
these
soft
gov
things
that
are
cultural,
so
like
it,
it
gives
a
good
you
know,
while
we're
doing
all
this
stuff,
it
there's
always
that
real
life
example
to
point
to
and
and
say
you
know.
This
is
why
this
is
necessary.
B
B
C
Hey
saints:
well,
I
think
I'm
going
to
change
a
bit
the
phrasing
of
the
question,
because
I
don't
think
it
like,
I
don't
think
it's
exclusive
to
to
war,
in
this
case
the
the
ukrainian
war.
C
I
think
every
kind
of
collective
conflict
brings
indirect
issues
to
everyone
and
to
communities
like
ours
say,
for
example,
the
the
ens
scene
a
couple
of
weeks
if
ago
and
some
other
issues.
C
I
don't
think
they
have
a
direct
impact
on
on
us,
but
we
can
definitely
feel
some
tension
like
the
the
am
the
overall
audience
is
like
a
bit
hostile.
I
think.
C
I
don't
know
it's
a
hard
question
because
there's
not
too
much
that
we
can
do
a
lot
of
these
issues
are
like
on
on
a
higher
level
and
they
affect
us
one
way
or
another,
but
it's
not
like.
We
have
direct
participation
on
the
outcome,
so
we
have
to
well.
Obviously
that's
what
I
try
to
do.
I
try
to
help
if
I
can,
but
if
I
can
do
much
it
like
to
some
something
else,
some
perhaps
more
productive
or
like
that.
D
Yeah
thanks
cynthia
well
on
a
personal
level.
You
know,
especially
concerning
the
ukrainian
russian
war.
Right
now,
you
know
I
I've
never
been
more
motivated
in
my
life.
I
really
like
war
brings
a
certain
animosity
to
the
status
quo
that
I
I
think
that
you
witness
you
know
you
can
see
the
the
war
happening,
but
you
can
also
see
the
the
other
flip
side
of
that
coin.
D
I
I
just
yeah,
I
think
it's
I
think,
while
war
is
completely
horrible
and
I'm
not
a
fan
of
it,
I
do
find
it
extremely
motivating
to
see
so
many
people
who
are
just
who
are
so
ready
for
for
alternatives
to
to
the
status
quo
of
what
we
what
we've
been
dealing
with
over
the
past.
You
know
three
four
decades
with
foreign
policy
and
countries
and
how
we
operate
in
the
world.
So
it's
just
something
that
motivates
me
to
be
honest
with
you
and
I
will
pass
it
over
to
stg.
E
Hi
everyone
yeah.
No,
this
is
a
really
topical
discussion.
I
I
really
was
looking
forward
to
joining
today.
I
also
got
back
from
east
denver,
and
so
I
was
my
head
was
brimming
with
ideas
and
I
had
the
privilege
of
having
wi-fi
on
the
plane
where
I
read
the
news
of
of
current
situation
and
it
really
you're
right.
E
I
mean
it
really
is
a
it's
a
disrupting
moment
right,
there's
a
status,
there's
a
status
quo
that
just
ended
and
we
don't
really
know
it's
sort
of
quantum,
what
new
status,
what
new
paradigm
we're
entering
into
and
it
sort
of
influx.
I
think
that's
what
I
find
very
disconcerting,
because
you
know
the
options.
Some
options
are
really.
I
think,
like
going
back
sort
of
to
an
old
governance
model
we
used
to
have
before
we
have
sort
of
more
of
a
rule-based
system,
but
the
rule
based
system
also
a
bit
failed.
E
So
I
think
in
looking
around
governance,
it
is
like
how
do
you
what?
What
is
the
inspiration
for
really
like
new
thinking
around
how
we
collaborate
in
a
digital,
digitized,
globalized,
sort
of
often
at
least
in
these
digital
spheres?
Very
borderless-
and
I
think,
there's
a
lot
really
to
to
look
to
look
at
that.
I
think
you
can.
We
could
build
on
because
you're
right.
I
think
this
is
a
breakdown
and
yet
there's
a
lot
of
new
ways.
Digital
world
has
influenced
this.
E
That
I
find
really
like
powerful,
I
mean
yeah,
you
see
the
misinformation
and
all
the
the
sort
of
the
negative
side
of
digitalization.
You
can
also
think
around
like
all
these
really
incredible
stories
and
the
fact
that
people
are
watching
the
whole
planet
is
sort
of
watching
something
at
the
same
time
and
commenting
on
it
and
and
if
you
can
have
trusted
source
of
information
that
that
also
it
can
be
spread
across
the
globe
so
which
builds
solidarity
and
peace.
So
I
think,
like
yeah
you're,
I
think
it's
just
very
disruptive.
E
I
think
the
disruption
is
concerning
and
the
actual
events
are
very
tragic
and,
as
I
said,
we're
in
this
quantum
moment,
I
think
that's.
Why
that's
why
soft
gov
is
so
important
because
it
consistently
needs
nurtured
and
worked
at,
and
this
is
definitely
a
moment
for
that
because
it's
a
new
dawn
is
is
emerging
and
it's
not
we're
sort
of
all
building
it.
The
entire
planet
is
sort
of
deliberating
and
building
on
that
so
good
to
be
here.
I
don't
know
if
anyone
wasn't.
F
Yeah,
thank
you
sdg,
I
mean
for
me
like
we
are
always
in
war,
so
you
know
like
no
one
is
like
ever
talk
about.
You
know
the
war.
The
ukrainian
war
is
not
the
only
one
that
is
the
world.
We
have
right
now,
like
these
people
dying
every
time
from
a
guy
every
day,
because
wars
in
you
know
I
don't
know
names
in
english,
but
arabia
saudita
and
all
those
countries
like
they're
they
living
war.
F
And
you
know
these
people
also
need
help,
but
I
feel,
like
you
know
like
what
all
these
things
about
top
journey
like
it's
just
you
know
putting
doing
stuff
like
to
get
it's
not
like
putting
one
something
from
ukraine.
He
wants
more
stuff
like
from
europe
and
the
states-
and
this
is
this-
is
so
wrong
because
in
order
to
affect
you
know,
like
you
have
a
problem,
a
conflict
with
the
states
or
europe
or
whatever
you're,
affecting
other
people
that
have
nothing
to
do
with
that
and
yeah
that's
awful
and
yeah.
F
I
think
like
rich.
You
know,
I
really
think
gravity.
You
know
in
a
bigger
scope,
and
you
know
also
transparency
on
how
governments
are
working
like
governments
are
buying
guns
and
then
selling
it
to
both
sides
of
you
know:
direct
selling
guns
to
russia,
but
then
also
to
carnegie,
and
it's
it's
just
a
business
like,
and
we
need
transparency
around.
All
of
that.
That's
the
way
also
to
to
stop
it
and
yeah.
I
don't
have
anything
else
to
add
and
oh
welcome.
Teresa
sd
like
we're
just
having
like
an
intro
question.
F
How
those
were
in
the
world
affects
your
participation
in
the
house
and
your
everyday
life.
I
don't
know
if
you
want
to
introduce
yourself
and
then
answer
the
question.
G
G
G
Awesome
experience
contributing
with
dolls.
I've
contributed
with
communities
speech,
especially
writing
and
the
legal
side,
but
with
dolls
not
yet.
F
Actually,
in
the
tc
there
is
a
legal
working
group
but
yeah
whatever
you
wanted
to
say
just
go
ahead.
F
And
yeah
actually
like
this
meeting,
is
a
bit
weird
like
normally
livi's,
leading
facilitating
this
call
and
yeah
right
now
like
she
was
not
here,
and
I
wanted
like
to
keep
the
discussion
around
the
advice
process.
You
bring
up
the
last
day
nade.
So
maybe
yeah
like
what
you
were
saying
about.
You
know
make
sure
like
bring
the
agency
to
every
contributor
and
let
them
know
that
they
have
the
power
to
make
decisions.
I
don't
know
if
you
started
working
on
that,
but
I
think
that's.
F
D
Yeah
still
working
on
that,
I
think
the
the
biggest
part
of
this
is
about
education,
and
that
means
when
we
get
into
our
individual
working
groups
and
we're
working
with
each
other.
That's
people,
especially
newcomers
and
ourselves,
especially
understand
that
we
have
the
discretion
to
make
decisions.
D
We
talk
about
it
and
we
talk
about
it,
but
we
don't
educate
on
it,
and
so
I
think
that
needs
to
be
a
core
fundamental
thing
that
we
do
in
every
working
group.
It
should
be
done
at
the
beginning
of
the
gravity
working
group.
It
should
be
done
at
the
beginning
of
the
coms
working
group,
stewards,
everything
we
need
to
educate
people,
every
single
newcomer
to
come
in
what
the
advice
process
is
and
allow
them
to
understand
that
they
have
agency
to
act.
D
So,
if
teresa,
if
you
wanted
to
do
something
on
behalf
of
soft
gov
right
now,
you
have
complete
agency
to
do
so.
You
may
not
have
the
the
knowledge
to
to
execute
on
it,
but
that's
what
the
advice
process
is
meant
for,
and
so
I
want.
I
want
to
make
sure
that
everybody
who
comes
into
these
working
groups
is
recognized
and
that
they
understand
the
power
that
they
have
in
terms
of
executing
work
and
making
sure
that
they
have
pathways
of
participation.
D
This
is
something
that's
very
hard
for
a
lot
of
newcomers
because
they
are
conditioned
to
think
in
a
centralized
context.
They
are
conditioned
to
think
of
having
a
boss
or
a
supervisor
or
somebody
that
they
have
to
get
permission
from,
and
this
is
something
that's
very
difficult
to
overcome
and
that's
something
that
we
really
need
to
condition
people
in
a
different
way.
If
we
really
want
to
see
the
productivity
and
the
output
that
the
dows
currently
lack,
in
my
opinion,.
F
Yeah
totally,
I
wonder
if
like
is
there
something
like
like
people
in
this
school
could
support
you
to
achieve
that.
Or
are
you
fine
like
how
are
you
doing
yeah.
D
Yeah
right
now,
like
I'm
working
with
people
over
the
coms,
try
to
to
get
some
graphics
done.
I
know
that
we
have
the
one
graphic
if
you
scroll
down
a
bit
on
that
agenda
document.
D
A
little
bit
further
right,
there
yeah
that
guy,
I
don't
know
if
you
can
zoom
in
on
that,
but
this
is
the
advice
process
that
we
have
set
out,
and
so
the
idea
is
that
we
need
to
to
better
understand
who
our
subject
matter.
Experts
are
people
who
are
closest
to
that
decision
making.
So
if
you're
in
you
know
a
legal
working
group
or
your
gravity
working
group
or
your
coms
working
group
and
you're
working
on
a
certain
particular
subject,
you
want
to.
D
If
it's
a
small
impact
thing,
you
want
to
make
sure
that
you
consult
with
your
your
working
group.
You
want
to
make
sure
you
consult
with
the
experts
who
are
daily
working
on
these
types
of
problems,
and
then
we
need
to
figure
out
ways
of
escalating
that.
So,
if
there's
a
problem
or
somebody
dissents
within
that
decision,
making
that
says
hey,
maybe
you
shouldn't
do
this,
but
you
think
it's
right.
D
You
should
have
the
ability
to
escalate
it
to
a
larger
audience
and
keep
escalating
it
until
it
becomes
a
community-wide
vote,
and
so
that's
what
the
advice
process
is
designed
for
and
we
need
to.
We
need.
We
really
just
need
to
focus
on
making
this
accessible
to
each
other,
and
I
think
the
most
successful
way
is
what
I'm
doing
now.
You
know
talking
to
you
directly.
You
know,
there's
limitations,
to
what
I
can
do
in
the
digital
format.
In
terms
of
education,
we
can
do
graphics,
we
can,
we
can
put
it.
D
You
know
I
can
make
it
make,
put
a
dedicated
website
and
make
everybody
have
a
bookmark
for
it,
but
but
this
needs
to
be
on
the
forefront
every
time
we
make
a
decision,
this
advice
process
and
I'm
not
sure
how
to
do
that,
except
for
direct
education,
and
so
that
means
we
all
have
to
take
responsibility
in
educating
each
other
with
it,
and
so
in
terms
of
needing
help.
It
just
needs
to
be
a
cultural
practice
that
we
we
do
it
there's
not
really
much.
D
You
can
do
in
terms
of
documentation
that
will
assist
it.
Just
it's
it's
on
the
individual
to
to
do
it,
and
so
I
I
I
encourage
everybody
to
actually
just
keep
focusing
on
educating
the
advice
process
to
everybody.
You
can
to
educating
them
on
what
their
rights
are
within
the
dow
and
how
they
can
best
participate.
E
But
I
was
just
going
to
jump
in
on
this
thought
because
I
like
this
idea-
and
I
do
think
it's
really
would
I've
seen
some
dowels
also
that
have
like
listed
subject
matter
experts
and
it's
sort
of
they're
sort
of
tokenized
you
could
you
could
make
it
very
gated
or
you
can
keep
it
open,
but
I
would
be
probably
more
in
favor
of
the
more
open.
E
I've
seen
some
really
interesting
tools.
Actually
in
my
organization
where
we
were
experimenting
with
one
ai
driven
one,
and
you
basically
would
do
like
an
intake
form.
You
ask
some
questions
and
it
it
basically
gives
you
a
a
score
that
score
is
sort
of
assessing
your
core
competencies
under
certain
areas.
I'm
not
saying
these
are
perfect
off
the
shelf.
Absolutely
not!
You
have
to
then
configure
them
a
bit
sort
of
towards
what
you
what
you
like.
You
have
to
have
sort
of
a
community
understanding
as
to
what
you
would
score
certain
subject:
owners
teased.
E
You
give
certain
more
value
to
others.
What
past
experience
is
a
good
proxy.
I
mean
these
things.
I've
seen
it
work
in
practice,
it's
it's
okay,
but
you
have
to
consistently
configure
it,
but
it's
a
it's
a
nice
tool.
If
you
really
start
thinking
about
scaling
these
things,
big
right
where
it
sort
of
becomes
unwieldy
or
it
becomes
very
labor
intensive
to
do
it
manually
without
some
sort
of
tool.
D
And
I
hope
I
hope
that's
what
source
cred
evolves
into
it's
it's
just
not
it's
not
there
yet,
but
I
do
believe
it
has
the
potential
to
do
that
because
you're
exactly
right.
It's
like
you
know
we
may
have
like
one
or
two
subject
matter
experts,
but
that
that
is
two
opinions
and
and
not
necessarily
focused
on
that
particular
area
of
expertise,
because
there's
different
areas
and
so
like
durgados,
yes,
he's
extremely
confident
in
hubspot,
but
will
he
know
every
hubspot
question?
D
So
we're
only
getting
that
perspective,
and
so
I
think
source
cred
could
serve
as
a
potential
solution
for
giving
out
credentials
around
different
topics
or
areas
of
expertise
and
then
hopefully
having
some
type
of
weight
behind
those
that
input
and
that
advice
process
in
the
future,
where,
if
I'm
an
expert
in
decision
making,
for
example,
let's
say
that
I
have
a
lot
of
expert
decision
making
expertise
if
it
comes
to
a
matter
of
decision
making
and
how
we
make
a
decision
or
design
a
decision
space.
D
My
vote
would
my
advice
would
weigh
a
little
bit
heavier
on
a
decision
than
maybe
somebody
who
is
strictly
from
you
know,
gravity
or
strictly
from
you
know,
marketing
like
the,
and
so
I
think
that
holds
a
potential
solution,
because
right
now
you
know
we
we
expect
like
okay,
we
have
one
or
two
subject
matter
experts
and
we
expect
to
have
good
outcomes
all
the
time
and
that
doesn't
guarantee
good
outcomes.
E
Yeah,
that's
why
I
was
going
to
say,
like
I
see,
source
cred
more
personally,
like
a
qualitative
assessment
of
it's
like
a
source.
Credit
is
saying
good.
Someone
is
at
their
competency
or
not
because
you,
the
community,
sort
of
well
there's
certain
actions
that
are
sort
of
metrocite
like
kpis.
E
Basically,
you
either
hit
the
targets
or
you
don't
or
the
community
has
some
mechanism
to
give
you
input
as
to
how
the
of
the
quality
of
your
outputs-
so
I
mean
in
the
I
just-
did
the
t
academy
course
and
on
my
presentation
that
was
a
bit
around.
What
I
was
thinking
was
like
using
spiral
dynamics
as
an
emoji
system.
So
it's
just
the
colors
right,
the
colors
of
the
rainbow
and
the
praise
or
other
works
could
be.
E
Basically
you
could.
You
know
pick
your
color
against
nate's
output
and
you
know
based
on
the
spiral
dynamics,
category
right,
so
it's
sort
of
and
each
of
them
are
valuable.
It's
just
sort
of
showing,
but
you
want
to
mix
right.
E
You
wanna,
you
do
wanna,
like
you
said
you
want
that
that
right
mix
of
people
and
also
personalities
and
strengths
and
weaknesses-
I
guess
so,
but
I
was
thinking
like
still
you'd-
want
an
intake
form,
maybe
at
the
beginning,
just
to
objectively
assess
someone's
actual
skill,
so
you
don't
have
to
manually
decipher
it
from
them
or
they
have
to
explain
it
or
you
have
to
you'd
have
like
a
like
how
people
apply
for
a
job
but
they're
just
sort
of
not
applying
they're,
just
sort
of
giving
an
assessment,
and
it
could
have
some
personality,
some
belkin
components
or
whatever,
and
that
data
is
sort
of
what's
sort
of
filtering
or
guiding
you
to
where
you
might
want
to
then
explore
in
the
in
the
space
where
you
think
you'd
be
the
best
fit.
E
But
you
can
also
say
well,
I'm
not
so
strong
in
this,
but
I
want
to
really
like
dive
in
deep
and
learn
contribute
where
I
can
so
and
then
the
qualitative
source,
credit
part
would
say
good
job,
not
good
job.
You
know:
okay,
let's
just
be
positive,
let's
say
good
job
or
could
continue
working
on
that
or
you
just
don't
get
you
don't
get
cred.
E
Basically,
it
doesn't
have
too
many
punitive
aspects
to
it,
but
I
I
kind
of
imagined
it
a
little
like
that,
like
it
would
have
initial
assessment
like
an
onboarding
with
like
an
actual
criteria
and
then
that's
only
guiding
you.
You
can
still
be
very
free
to
walk
around
and
then,
as
you
contribute
source
credit
is
you
know,
you're
hitting
those
those
targets?
And
it's
it's
noting
your
contribution.
D
Yeah
and
yeah,
I
agree.
I
I
I
and
I
want
source
credit
to
become
that
I
just
it's
it's
so
far
away
from
being
that,
but
it
it's
it's
the
solution
that
I
think
will
eventually
happen.
I
don't
want
to
be
that
person.
That's
just
said.
D
Oh
it's
going
to
end
up
that
way,
but
you
know
I
hope
I
hope
so,
but
but
there's
one
other
component
that
I
wanted
to
mention
about
the
advice
process,
and
maybe
this
is
something
that
gravity
could
talk
about
in
terms
of
holding
our
own
biases
and
our
own
frame
frameworks
of
the
world,
and
I
guess
you
know,
since
we're
speaking
of
war
today.
D
I
remember
the
story
of
with
the
afghan
war,
where
this
military
unit
was
building
wells
for
afghan
villages
and
they
wanted
to
build
them
really
close
and
to
make
it
convenient,
and
they
were
really
surprised
when
the
women
who
were
in
charge
of
of
going
to
those
wells
getting
those
wells
were
sabotaging
these
wells
and
that
were
dug
closer
to
the
village,
because
they
they
valued
their
independence
and
their
time
away
from
from
from
from
the
village,
and
it
kind
of
contradicted
this
kind
of
western
projected
notions
of
convenience,
efficiency
and
modernization,
and
so
considering.
D
Failure
to
consider
multiple
stakeholder
positions
and
moving
beyond
our
own
organizational
and
personal
frames
of
reference
is
really
really
important
during
the
advice
process
and
something
that
we
don't
really
talk
much
about,
and
so
it's
one
of
those
things
that
we
carry
with
us
where
we
say
okay,
this
is
my
view
of
the
world.
This
is
my
view
of
how
things
should
happen
and
we
don't
question
it.
We
don't
say
well
what
other
people
who
who
are
being
affected
by
this?
D
G
A
I
think
we
haven't
posted
this
in
our
twitter,
but
I
I
I
was
thinking
that
this
st
was
still
like
in
production,
this
infograph,
but
if
the
infograph,
if
is
final,
we
can
add
it
to
to
the
agenda
of
the
twitter
planning.
D
Yeah
I
mean
I,
I
think,
just
incorporating
it
into
everything
we
do
like,
and
it
takes
time
but
like
I
feel
like
if
we
put
in
the
work
and
for
like
maybe
the
next
five
to
six
months
and
we
truly
embed
it
within
both
the
culture
and
the
individual
knowledge
of
new
members.
I
think
it
will
just
carry
on
perpetually
over
time.
C
C
Of
like,
like
going
too
hard
on
implementations
like
these,
because
I
think
it's
also
important
that
it
finds
its
own
way,
maybe
eventually
the
community
sort
of
oh,
because
in
theory
it's
it's
some
way,
but
to
be
comfortable
enough
to
be
like,
like,
naturally,
it
may
emit
how
to
run
on
its
own
for
update,
without
some
like,
without
imposing
a
immediate
way
to
make
the
advice
process.
D
Yeah
and
like
it
does
make
sense,
I
just
you
know
I
I
agree
with
you,
I
don't
wanna.
I
don't
think
this
should
be
like
a
rigid
process
that
we
follow.
I
just
think
it's
a
tool
that
you
can
use,
but
in
order
to
use
it
properly,
people
need
to
be
educated
on
it
and
that's
the
only
thing,
because
I
really
don't
want
to
be
like
hey.
You
have
to
do
this.
H
D
A
No
well,
I
think
it
it.
It
was
handled
when
it
happened
and
it
doesn't
have
any
sensitive
information
or
anything,
and
I
also
think
that
sharing
this
can
also
be
like
a
learning
opportunity
for
others.
So,
as
you
feel
comfortable.
D
Okay,
yeah,
so
just
to
give
you
an
example,
we
were
doing
our
first
newsletter
ever
new
tools,
new
equipment,
new
everything
based
on
some
laws
that
are
required
for
newsletters
and
using
crms.
We
had
to
include
a
physical
address
and
we
didn't
have
physical
address,
considering
we
are
dao,
and
so
we
said,
okay.
D
Well,
let's
look
at
what
commonstack
did
and
we
just
said
screw
it
and
I
grabbed
the
address
from
commonstack
and
we
just
put
it
onto
our
newsletter
and
that
had
consequences,
and
I
did
not
understand
the
consequences
of
that
action
because
of
the
linkage
between
common
stack
and
tec
should
have
been
separate
from
a
legal
perspective
and
it
led
to
the
resigning
of
the
president
of
common
stack,
and
so
this
is
something
that
was
a
very
simple
decision
that
we
made,
and
you
know
it
had
unintended
consequences
that
we
could
have
never
foreseen,
but
we
could
have
prevented
it
if
we
went
through
the
advice
process
in
the
proper
way.
D
If
we
evaluated
our
decision
from
start
to
finish
and
said,
does
this
impact
anybody
does
using
this
address
impact?
Anybody
do
we
know
the
answer
to
this?
Who
should
we
ask?
Should
we
submit
it
on
the
proposal
on
the
forum?
Should
we
go
through
the
the
the
necessary
steps
and
we
just
didn't
do
it,
and
so
that
stuck
with
me,
because
it's
something
that
you
know
something
I
took
for
granted
was
a
decision
I
was
being.
I
was
making
and
that's
I
didn't
think,
had
any
consequence.
D
I
thought
it
was
a
small
impact
matter
and
it
wasn't
and
it
could
have
been
all
avoided
if
we
just
use
the
advice
process
and
that's
something
that
I
just
want
to
kind
of
put
to
the
forefront,
because
we
want
to
prevent
these
types
of
things
from
happening
in
the
future.
And
so
that's
why
I
stress
the
importance
of
using
the
advice,
process
and
stress
the
importance
of
understanding
our
decision
space
and
making
sure
that
we're
collaborating
and
making
sure
that
we're
keeping
each
other
accountable.
A
Yeah,
I
also
think
that
the
advice
process
is
very
related
to
the
culture
of
transparency
and
of
accessibility
of
information,
because
here
a
lot
of
our
decisions,
impact
others
and-
and
I
think
that
this
can
help
us
to
have
like
a
more
transparent
community
and
also
to
foster
coordination,
because
I
have
noticed
that
sometimes
people
there
are
two
people
that
have
like
the
same
idea
or
want
to
work
on
the
same
project
and
they
are
trying
to
make
and
they
are
making
different
efforts.
A
Separated
efforts
from
one
another
and
another
cool
thing
about
having
a
culture
of
advice
process.
Is
that
if
you
know
or
see
that
someone
is
working
in
something
that
you
are
working
on,
then
you
can
participate.
A
So
so
it's
just
like
don't
do
things
without
sharing
with
others,
because
you
might
find
support
and
at
the
same
time
you
can.
You
can
yeah
avoid
making
mistakes
or
or
or
or
even
finding,
some
information
that
that
you
were
not
taking
into
account
so
yeah.
I
think
it's
also
something
that
we
should
promote
like
a
cultural
practice
and
and
relate
that
a
lot
with
all
of
our
process
of
transparency
and
even
our
our
our
structure
that
tries
to
be
non-hierarchical.
E
Yeah,
I
was
just
going
to
jump
in
I
like
this.
I,
like
this
advice,
process
a
lot
and
I
I
think
it's
really
a
great
mitigation
for
these
types
of
issues
and
also
like
harnessing
collective
intelligence.
I
was
just
thinking
about
how
you
can
seamlessly
enforce
it.
E
It
basically
does
it
digitizes
standard
operating
procedures,
so,
if
you
are
gonna
did
if
you're
gonna
agree
on
this
standard
operating
procedure,
you
know
thinking
around
how
you
we
could
digitize
it
and
record
it
so
that
you,
you
have
confirmation
of
like
a
documentation
that
the
process
was
consistently
followed
in
each
of
the
working
groups
or
all
those
decision
points,
and
I
don't
know
how
well
kamunda
integrates
into
discord
but
but
anyway,
it's
just
worth
thinking
about,
because
I
think
it's.
E
This
is
great,
but
it's
like
how
really
to
not
just
implement
this
digitally,
but
then
also
really
making
sure
that
we're
capturing
the
data
so
that
we
have
a
good
documentation
of
those
steps
for
follow
that
everything
was
com
with
that
process
and
that
the
people
are
sort
of
accountable.
They've
put
they've
signed
off
on
that
sort
of.
E
To
commenda
you
can
actually,
I
was
watching
some,
so
I
can
find
it
it's
on.
I
was
watching
some
youtube
videos
which
I
thought
they
were.
They
made
it
fun
right.
It
was
like,
let's
have
captain
kirk
need
to
escape
from
some
island
and
it
made
a
workflow
that
digitized
the
workflow,
so
I've
been
I've
been
dabbling
with
it.
But
let
me
I'll
find,
let
me
see
if
I
can
find
a
link
and
put
it
in.
I
For
the
purposes
here,
it
might
be
sufficient
to
assign
emoji
to
steps
in
the
process
so
that
you
can
see
immediately
on
a
task
or
proposal
whatever
that
the
different
steps
have
been
taken
by
someone
by
anyone.
C
Yeah,
I
I
think
implementing
the
advice
process
on
a
cultural
level
would
be
the
ideal
world.
The
idea
way
to
do
that.
We
talked
about
this
last
week.
C
I
don't
remember
if
it
was
soft
but-
and
we
were
talking
about
you
know
through
us-
was
specifically
talking
about
liberating
structures
and
how
and
and
that
we
have
to
be
careful
in
some
and
that
sometimes
is
needed
to
not
be
as
politically
correct.
C
For
example,
when
talking
or
when
doing
stuff,
I
like
the
advice
process,
but
I'm
worried,
and
I
don't
like
the
idea
of
of
you
know
of
being
too
hard
on
it,
because
you
can
also
create
a
lot
of
for
people
if
every
time
I
have
to
do
something,
I
have
to
follow
a
read
method
and
record
it,
and
I
have
to
you
know,
to
have
a
something
that
proves
that
that
I
did
the
right
process
in
a
certain
way.
D
All
of
us
are
taking
a
risk
because
we're
not
legally
recognized,
and
so
each
of
us
holds
liability
for
the
actions
of
each
other,
and
so
that's
a
very
dangerous
thing
and
so
like
having
the
tools
like
decentralized
sdgs
or
what
jim
mentioned,
using
the
emojis
to
making
sure
that
there's
a
track
record
and
documentation
of
process
and
and
making
sure
that
we're
following
through
with
these
brings
accountability,
and
it
brings
individual
responsibility
towards
the
actions
of
the
organization
and
so
balancing
these
two
out
between
having
these
kind
of
emergent
behaviors,
which
we
want
to
encourage,
which
is
like.
D
That's,
that's
the
future.
That's
what
we
want
to
happen,
but
we
are
not
legally
protected
and
so
having
a
bureaucratic.
Almost
rigid-like
structure
protects
us
in
a
lot
of
ways,
and
so
balancing
these
two,
these
two
notions
out
in
the
moment
right
now,
is
very
important,
and
I
think
that
I
I
would
prefer
that
the
advice
process
be
inputted.
D
That's
into
is
talking
about
into
within
within
culture,
but
also
having
the
tools
that
sdg
and
jim
are
talking
about
to
make
sure
that
we
we
keep
accountable
to
ourselves
and
that
we
have
trust
in
each
other
and
we
keep
building
that
trust
over
time.
I
think
that
that
is
kind
of
the
core
argument.
There.
I
I
think
the
advice
process
is
something
else,
but
the
the
idea
you
know
back
from
extreme
programming
in
the
90s
and
agile,
you
know,
was
the
notion
of
the
buddy
system,
which
proved
to
be
very
effective
and
I've
been
trying
to
experiment
with
having
always
having
two
people
assigned
to
a
project.
I
I
mean,
if
one
or
a
task,
if
one,
if
it's
one
person
it's
a
personal
thing,
it's
two
people,
then
it
becomes
a
group
thing,
and
you
know
it
can
be
just
somebody
watching
over
your
shoulder
or
it
can
be.
You
know
doing
a
better
problem
solution
than
either.
One
of
you
could
do
independently,
and
part
of
that
is
review
of
you
know.
Is
this
the
right
thing
to
do?
Okay,
you
have
two
heads
are
better
than
one,
but
they
know
when
to
get
advice.
D
Yeah,
no,
I
agree
with
that.
The
the
only
concern
I
have
with
that
is
that
we,
when
trying
to
foster
emergent,
behavior
and
scaling
the
type
of
work
that
decentralized
organizations
need
to
foster.
D
I
think
the
buddy
system
breaks
down
a
little
bit.
I
think
that
you
know
we.
We
need
to
have
individuals
who
are
willing
to
say
hey,
I
want
to
execute
on
this
thing
and
they
can
collaborate
and
pull
people
in,
but
it's
not
required,
and
so
avoiding
rigid
structures
is
really
really
important
that
we're
not
saying
you
have
to
do
things
this
way.
You
have
to
do
things
this
way.
I'm
just.
I
Saying
that
you
know
what
we've
been
trained
to
do
in
plan
a
is,
you
know,
individual
accomplishment
and
what
you
know
our
research
has
shown
is
that
that
that
we
can
act
with
a
collective
intelligence
and
it
starts.
You
know
peer-to-peer,
but
you
know
like
starting
a
group.
You
know
having
a
guidance
scribe
or
having
two
guides
or
having
two
people.
I
Is
a
seed
and
really
you
don't
want
to
go
over
four
or
five
in
a
group
generally,
but
you
know
to
maximize
the
emergent
collective
behavior,
that's
greater
than
what
anybody
could
do
by
themselves.
I
So
I'm
not
sure
how
to
do
it.
But
you
know.
I
You
know
I'm
thinking
we
start
out
by
you
know
you
somebody's
doing
something
we'll
get
a
buddy
and
somebody
to
to.
B
I
I
Right,
we,
you
know,
we
peer-to-peer,
we
start
peer-to-peer
and
we
get
the
best
collective
intelligence.
I
E
I
was
just
gonna
jump
in
thinking
around
like
the
one
one
component
that
we
don't
have
that
works
well
with
peer-to-peer
is
when
you're
on
a
project.
You
have
a
very
clear
project
document.
You
know,
mapped
out
with
milestones
and
what
you're
and
you
know
with
fixed
deliverables.
But
if,
if
it's
kept
very
fluid-
and
I
think
that's
sort
of
a
bit
how
dials
operate
they're,
just
sort
of
organic.
E
I
do
see
this
advice
process
as
maybe
a
better
fit
because
it
it
does
try
to,
like
you
said,
try
to
harness
that
collective
intelligence
and
that's
what
the
proce.
If
the
process
is
good,
it
does
that
right.
E
You
know
all
this
paperwork
that
goes
around.
You
know
how
you
would
currently
set
up
like
a
project
with
an
initiative,
and
you
know
very
strict.
You
know
fixed
the
budgets
and
deadlines,
and
you
need
that
sometimes
and
there
you
see
that
there's
proposals
in
the
dial,
but
I
think
in
the
implementation
part
it
should
always
be
or
not
always,
but
I
think
we
should.
We
should
think
about
how
we
are
embedding
collective
intelligence
as
a
process
in
in
there.
I
I
So
when
something
has
energy,
when
some
project
has
energy
and
it's
something
that
we
need
and
we
can
fund
it
whenever
you
go
ahead,
I'll,
try
to
briefly
summarize
what
we
did
with
the
bounty
system
and
eyes
on
our
chain
where
we
had
three,
the
three
private
rule.
I
If
three
people
basically
sponsored
a
project,
they
would
get
funding
and
we
found
we
needed
a
guide
system
in
each
subject
area
and,
of
course,
the
guy
had
a
higher
trust
rating,
so
he
could
basically
vote
them
out,
or
you
know,
multiple
guides
could
vote
them
out
and
we're
rebuilding
that
trust
network
on
chain.
Now
it
was
in
php
before,
but
that
that.
I
Type
of
thing,
having
a
trust
network,
I
think,
is
important
for
an
organization,
even
a
leaderless
organization,
in
that
you
have
a
core
group
with
the
highest
trust
and
they
certify
others
with
trust
and
when
several
others
certify
another
trust
up
to
their
ratings.
They
get.
They
get
added
to
the
trust.
D
Yeah
and
jim,
I
just
want
to
say
that
you
know
this.
This
advice
process
is
very
basic,
you
know,
and
so,
if
you
have
any
suggestions
or
ideas
in
terms
of
making
it
more
effective,
I
like
I
would
love
love
for
you
to
engage
with
that
either
on
the
forum
or
with
the
this
the
soft
go
group
or
within.
I
was
I'm
hoping
to
hold
an
advice
process
meeting
at
some
point
to
review
the
advice
process
with
livy.
D
I
would
love
to
have
you
there
and-
and
I
just
wanted
to
also
say
that
the
the
fundamental
assumption
with
the
advice
process
is
that
you
know
those
who
are
closest
to
the
problem
are
the
ones
that
are
best
equipped
to
make
to
to
make
that
decision
right
and
so
that
that
is
the
the
the
core
fundamental
thesis
of
of
this
advice
process.
But
it
is
bare
bones:
it
is,
it
is
just
the
beginning.
It
is
the
most
digestible
form
that
we
can
give
it.
D
However,
it
is
a
lot
more
complex
and
something
that
we
do
need
to
educate
on,
but
also
iterate
on
over
and
over
again.
So
if
you
have
ideas
and
stuff
like
that,
I
would
love
for
you
to
to
engage
with
yeah.
I
I
would
I
would
just
say
you
know
it
might
be
worthwhile
to
assign
a
guide
role
to
the
people
that
are
that
are
on
the
advice
team,
whatever
that
have
trust
in
their
area.
Whatever.
D
D
You
know
if,
if
there's
a
problem
with
discord,
we
we
may
not
call
people,
subject
matter
expert
and
discord,
but,
like
you
know,
we
all
go
to
vive
iv
to
fix
those
problems.
So
I
consider
vivei
v
to
be
an
expert
in
discord,
even
though
he
may
not
consider
himself
an
expert
in
discord,
but
he's
our
best
option
at
the
moment.
D
So
the
roles
and
the
advice
process
are
connected
and
intertwined,
and
that's
just
another
thing
that
we
have
to
educate
on
as
well.
I
Yeah,
well,
you
know
I'm
new
to
the
community,
you
know
I
we
have
a
number
of
token
engineering
problems
in
our
chain
and
I
find
you
know
that
there's
a
lot
to
your
structure
here.
That
is
well
very
well
thought
out
and
reasonably
mature
and
a
good
model
for
us
to
follow,
and
you
know
so.
D
Yeah,
no
doubt,
and
since
we're
getting
close
to
the
top
of
the
hour,
I'm
gonna
pass
it
back
to
zepty.
Did
you
have
anything
else
on
the
agenda?
I'm
sorry
for
taking
so
much
time
on
the
advice
process
here.
F
No,
I
mean
actually
that
was
the
the
only
topic
I
could
think
about
of
and
yeah
it's
cool
like
we
discuss
it.
So
much
and
yeah,
like
I
think,
like
we
are
almost
on
the
top
of
the
hour
like
if
you
guys
want
to
keep
charging
out
the
advice
process
like
feel
free
to
keep
here
in
the
room,
and
then
there
is
also
a
gravity
call
in
four
minutes.
So
I
think,
like
we
can
wrap
up
this
call
and
yeah.