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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.
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A
A
You
know
derek
and
also
know
that
you've
you've
kind
of
opened
pandora's
box
with
this,
and
it's
it's
a
really
positive
thing
that
we're
going
to
get
going
through
so
but
but
just
kind
of
things
that
need
to
be
questioned
like
if
you
see
anything
in
the
community
that
we've
been
working
on
that
needs
to
be
questioned,
whether
it's
processes,
culture
or
part
of
the
organization
I
just
want
to
this
is
going
to
be
part
of
the
idea
ideation
week.
I
just
want
to
hear
what
your
thoughts
are.
A
What
you
think
you
could
we
could
do
better
in
that
that
sense
and
then
we'll
pass
it
on
so
durgados.
Would
you
like
to
start.
B
Yeah
I'm
munching
on
some
breakfast
cereal,
but
I
will
maybe
get
things
started
by
saying.
B
The
psychological
shadow
of
the
individual
and
how
it
rolls
up
into
the
into
the
social
part
of
that
is
you
know
using
these
differing
mental
models
that
I'm
talking
about
all
the
time
and
the
various
graphics
that
I'm
often
showing.
B
There
is
a
kind
of
narrative
pendulum
that
swings
between
the
individual
self
and
consciousness
and
their
developmental
level
right
and
then,
when
they
interact
with
the
the
cultural
worldview
of
others,
right
they'll,
either
sort
of
submit
or
comply
or
influence
the
developmental
level
of
the
culture
and
worldview
of
the
group
and
then
we'll
create
systems
on
the
basis
of
that.
B
So
what
I'm
trying
and
then
what
will
happen
is
then
the
system
will
impact
the
cultural
worldview,
which
will
then
impact
the
individuals,
and
then
it
will
go
back
and
forth
as
we
iterate
right
and
make
this
process
better.
So
I'm
glad
we're
engaged
in
in
the
way
that
this
is
working.
But
having
said
that,
I'm
just
going
to
suggest
that
you
know
the
the
primary
thing
is,
I
think
is
just
to
take
to
try
to
understand
that
there
are
three
different
sections
of
how
we
need
to
work
here.
B
One
is
we
need
to
assume
that
everybody
who
comes
into
the
token
engineering
commons
is
going
to
bring
with
them
some
degree
of
dealing
with
an
abusive
system.
That's
why
we're
all
here
we're
trying
to
create
different
kinds
of
currencies
and
those
currencies
are
hopefully
not
extractive,
not
abusive,
not
you
know
asymmetric.
B
You
know
all
the
things
that
we've
gotten
used
to
on
on
the
the
sort
of
normal
side
of
the
thing,
but
people
are
automatically
just
going
to
be
like
oh
yeah,
there
is
no
decentralization
jesus.
There's
just
you
know
you
have
to
show
up
and
you
have
to
do
the
difficult
work
and
I
think
the
most
difficult
work
is
look
at
the
psychological
shadow
of
the
individuals
participating
and
some
of
the
assumptions
that
are
made.
B
So
what
I
basically
like
to
describe
my
autism
as
a
kind
of
where
to
another
person,
something
might
just
take
a
fleeting
moment
for
me.
I
have
to
do
an
entire
calculus
about
how
it
all
works
right.
So
what
I
like
to
do
is
then
pay
attention
to
what
might
be
a
fleeting
moment
to
a
certain
person
and
then
expand
upon
that
understand
all
the
component
pieces
of
that
thing
and
then
understand
the
ways
in
which
I
can
make
healthy
choices.
All
along
the
you
know,
individual
order
of
operations.
B
C
B
We
need
to
be
aware
that
we
enforce
a
certain
kind
of
vernacular
upon
people
and
in
fact,
we
actually
might
force
them
to
do
a
kind
of
code.
Switching.
B
So
code
switching
is
kind
of
another
name
for
a
performative
version
of
whatever
it
is
that
you
know,
because
you
have
to
do
that
to
not
be
punished
right.
So
so
the
question
is
you
know
what
in
non-violent
communications
there's
this
request?
Where
you
can
hear?
B
No
and
then
there's
a
demand
where
you
can't
hear
no
right,
and
I
think,
a
lot
of
times
we're
we're
consciously
saying
hey
anybody's
here:
you're
everyone's
welcome,
but
at
the
same
time
we
have
these
subconscious
patterns
where
in
fact,
some
of
the
things
that
we're
saying
are
actually
demands,
and
we
don't
even
maybe
realize
that
that's
true
and
so
I'm
hoping
that
we
can
use
various
tools
like
liberating
structures
and
nonviolent
communication
to
shine
a
light
on
some
of
these
structural
patterns.
B
You
know,
generative
compassionate,
you
know
way
of
dealing
with
money,
and
so
it's
money,
philosophy
and
humility
all
combined
into
a
single
thing,
and
I
think
you
know
I
think
we
have
to
appreciate
the
the
mandate
that
satoshi
gave
us.
I
mean
think
about
how
how
humble
a
person
must
be
to
create
an
entire
system.
That's
freed
everyone
from
all
these
things
and
then
never
talk
about
it
never
reveal
himself.
B
Never.
You
know
what
I'm
saying
so
he
created
this
incredible
technical
achievement
and
all
kinds
of
implications
in
terms
of
philosophy
had
to
exist
before
he
could
create
that
and
then
then
you
would
have
to
sit
there
on
your
hands,
while
the
entire
world
molds
itself
around
your
idea
and
never
say
anything
to
anyone.
Those
three
things
together
are
an
incredible
mandate
for
us
and
I
think
we
need
to
you
know.
Perhaps
look
at
that
example
among
many
other
spiritual
ones.
B
I
could
give
you
to
move
our
organization
forward,
so
that's
my
little
monologue
about
it.
I'm
happy
to
hear
feedback
or
anyone
else's
idea.
D
D
And
have
an
impact
on
on
things
that
are
human
kindness?
Are
we
relying
on
tools
to
be
kind?
Are
we-
and
this
is
something
that
that
I
love
and
and
it
just
it's
the
same?
The
first
thing
that
comes
to
my
mind,
the
speech
from
the
great
dictator
of
charles
chaplin,
where
he
says
like
we
are
going
too
fast,
but
do
we
are
we
sure?
Where
are
we
going
and
yeah?
D
I
feel
that
is
that
there
is
a
tendency
to
to
overvalue
technology
and
think
that
it
will
be
a
it
will
have
an
impact
without
a
social
and
a
cultural
and
a
human
change,
because
we
are
talking
about
about
these
new
institutions,
but
at
the
same
time
we
are
seeing
old
institutions
being
threatened
and
and
being
like
in
in
a
very
critical
point
like
there's
always
a
threat
of
war.
D
We
are
in
the
middle
of
a
pandemic
and
how
much
technology
is
is
is
the
real
answer
to
to
the
problems
that
that
we
have
in
the
human
kind
yeah
it's
just
it's
just
yeah
relying.
How
much
are
we
relying
on
technology
on
things
that
that
are
more
human
and
that
we
are
we?
We
are
trying
to
make
tools
to
do
the
things
that
we
could
do
without
them,
but
because
we
we,
we
aren't
really
focusing
on
changing
ourselves
but
to
change
our
environment
yeah.
C
Hi,
I
think,
dergados
and
both
made
really
good
points.
I
think
I
I
think,
as
far
as
like
technology
we're
super
technology
focused
in
the
space
right,
and
I
think
some
of
that
technology
is
necessary
right,
but
it's
it's
not
sufficient.
If
we're
talking
in,
like
those
terms
like
having
the
technology
to
set
up
these
non-rival
risk
systems,
is
what
makes
this
way
of
of
being
in
relation
to
other
people
possible
right.
C
Not
necessarily,
I
mean
like
beyond
a
small
small
group,
and
I
also
think
that,
in
a
way,
some
of
the
like
methods,
I'm
learning
and
you
you
all
wonka
and
durgados-
are
more
familiar
with
their
kind
of
technologies
in
themselves,
right,
like
their
methods
and
and
ways
of
uncovering
things
that
were
obscured.
C
So
I
I
guess,
I'm
just
kind
of
going
off
wonk,
because
what
you're
talking
about
technology
as
far
as
like
what
needs
to
be
questioned,
I
think
you
know
there.
C
There
are
things
that
we
do
take
for
granted
like
you're,
saying
wonka
that
like
because
now
we
are
building
this
technology,
that's
a
really
really
important
part.
We
let
some
of
the
culture
stuff
go
that
that
also
has
to
kind
of
come
along
with
the
technology
in
order
for
it
to.
C
Bring
about
some
of
that
change,
we're
we're
looking
for,
so
I
don't
know
if
that
it
was
a
long
lines
of
questioning,
but
that
was
just
kind
of
my
thoughts.
A
No,
I
mean
honestly,
that's
kind
of
you
know.
I've
always
thought
of
you
know,
processes
and
policy.
Those
are
those
are
the
main
technologies
like
as
much
as
like
you
know,
a
voting
tool
or
a
bonding
curve,
so
yeah.
E
I
I
don't
know
what
to
say,
because
I'm
like
new
here
and
and
I
I
like
learning
and
yeah-
I
don't
yeah.
I
have
not
nothing
to
say.
A
I
mean
it's
it's
one
of
those
things
where
it's
like.
What
what
do
you
think
should
be
questioned
when
we,
when
you
think
about
like
dao's
or
decentralized
organizations
like?
Is
there
anything
that
you
you
find
that
should
be
questioned
that
we
we
take
for
granted?
A
E
I
don't
know-
maybe
maybe
we
can
use,
maybe
the
experience
with
the
new
users
could
be
more
like
attractive.
I
don't
know,
for
example,
for
me
it's
it's
been
like
very
difficult
like
to
understand,
really
what's
happening
here.
E
I
don't
know
it's
something
that
only
doesn't
stick
in
my
mind
and
I
don't
know
why
but
yeah.
I
think
it
could
be
like
a
better
way
for
the
new
users
or
the
new
yeah,
the
new
people
coming
here,
and
what
that
that
they
want
to
know
like
what's
happening
here.
F
Can
you
hear
me
probably
nice
what
things
what
needs
to
be
questioned?
I
think
there
is
a
microscale
of
things
that
needs
to
be
questioned
and
there
is
a
maker
scale
of
things
that
need
to
be
questioned,
and
I
think
the
routineary
aspect
of
an
organization
is
something
that
needs
to
be
questioned.
F
More
often,
we
tend
to
worry
too
much
about
the
grand
scheme
and
the
whole
stuff
and
how
how
we're
gonna
save
the
world
and
how
these
huge
things,
but
then
our
daily
routine
is
screwed
up
and
our
daily
process
are
screwed
up
in.
Have
you
know
very
easy
to
do
processes.
F
Like
updated,
or
we
just
take
things
for
granted
just
because
we
have
grown
to
use
sibling
that
way,
so
I
feel
that
for
me
we
should
question
ourselves
and
our
processes
and
what
I
mean
we
and
our
I
mean
our
organizational
processes
as
a
human
being
as
a
professional
being
in
a
in
a
routine
level,
not
only
on
a
big
scheme
level,
because
I
feel
like
it's
so
and,
and
I
don't
mean
to
I
don't
mean
to
become
descendant,
but
I
felt
it
sometimes
feels
so
self-indulgent
to
worry
only
about
the
big
scheme
of
things
and
then,
when
it
comes
down
to
day-to-day
stuff
or
day-to-day
activities
or
day-to-day
organizations,
and
we
do
not
compile
that
we
do
not.
F
We
did
not.
You
know,
advance
anything.
We
do
not
question
anything
because
it's
easier
to
just
go
by
so
I
feel
that,
on
my
on
my
personal
level,
on
on
a
tec
level,
I
will
love
more
questioning
in
a
from
a
constructive
point
of
view,
a
questioning,
a
constant
questioning
that
is
incorporated
into
our
processes.
Like
hey,
simple
things
like
the
manifesto
hey,
are
we
aware
that
the
manifesto
has
not
been
updated
in?
I
don't
know
how?
F
Many
months
all
the
informations
from
the
working
groups
are
updated,
the
dec
bodies
to
date,
like
our
are
this
called
format?
Okay,
still
like
is
this
formal
for
the
calls
are
still.
You
know
useful
for
us,
because
anyone
who
wants
to
change
it
like
just
you
know
I
will
like
I
would
love
for
us
to
question
our
our
status
quo
in
a
daily
basis
on
a
daily
routine
basis,
rather
than
worry
too
much
about
the
big
scheme
of
things.
A
B
Yeah,
just
real
quick,
it
was
what
you
just
said
sounded
off
a
lot
like
this
quote
that
I
like
from
the
buddhist
monk
thing.
Everyone
wants
revolution,
but
no
one
wants
to
do
the
dishes,
and
so
that's
pretty
much.
I
think
what
I
heard,
so
it's
so
beautiful
that
you
just
pulled
that
out
of
thin
air.
So
very
nice.
G
Yeah
thanks.
Well,
I
think
I
pretty
much
resonate
with
with
what
everything
what
with
what
everyone
has
said,
especially
these
days
that
we
have
seen
so
much
of
I
guess
we
can
say
issues
or
troubles
in
in
the
in
communities
in
the
space,
and
so
what
I
think
we
should
be
thinking
more
about
or
questioning
is
the
value
of
the
people,
the
value
of
the
communities,
because,
like
for
example,
we
here
in
tc,
as
far
as
I
know,
the
the
end
goal
is
to
to
provide
people
communities
with
the
right
tools.
G
So
they
can
so
they
can
get
a
token
that
is
able
to
to
to
help
them
get
to
to
the
point
they
want
to
get.
I
don't
know,
but
like
the
the
issue,
is
it's
not
that
the
token
that's
going
to
do
the
work
we
just
we
just
trying
to
make
the
token
as
as
helpful
as
possible,
and
so
with
with
all
the
technology
in
with
all
the
experimentation
we
are
trying
to
break
a
lot
of
a
lot
of,
I
guess,
rules
or
or
the
status
quo
that
we've
had
for.
G
I
don't
know
well,
this
is
more
personal.
I
think
communities
where
the
development
is
pretty
oriented
to
the
technical
stuff,
but
you
have
this
problem
where
you,
when
you
have
sort
of
a
technocracy
when,
when
you
have
these
folks
that
are
doing
an
incredible
work,
developing
coding,
etc,
but
at
the
same
time
they're
trying
to
they're
having
a
great
impact
on
a
community.
G
They
are
probably
not
a
part
of,
or
up
or
out
or
like
like
they
may
not
be
usual
community
members
because
they
spend
more
most
of
their
time
cutting
and
such,
and
you
know,
I
think,
it's
important
for
us
to
constantly
level
the
importance
of
of
of
each
part,
because
I
feel
like
oftentimes.
We
value
it's
not
like.
We
value
too
much
the
the
people
that
are
working
on
backstage,
but
it's
easy
to
undervalue.
G
H
Yeah,
thank
you
nate.
I
mean
yeah
one
process,
I'm
still
not
I'm
I'm
just
talking
from
the
tc
one
process,
I'm
not
so
sure
like.
I
feel
it's
very
centralized
and
I
think
we
could
do
better.
It's
like
nominating
is
to
us.
I
feel
I
feel
like
you
know.
The
stores
are
like
the
state's
officials
in
a
in
a
country
and
then
it
feels
like
you
know.
H
If
you
are
not
a
friend
of
the
stores,
then
they
are
not
going
to
nominate
you.
Then
you
are
not
not
friends
by
being
friends,
but
you
know
if
the
store
doesn't
recognize.
You
then
you're,
not
in
the
storage
group
working
group
and
then
even
if
someone
is
pushing
very
hard
and
you
know,
being
very
involved
and
being
in
the
known
like
have
all
the
capacities
to
be
a
steward.
If
his
or
she
is
not
nominated
yeah
he's
not
making
it
and
yeah.
F
F
They
only
have
a
nomination
for
stewards
and
they
elected
stewards.
They
were
self-nominated
and
they
are
completely
lost
because
they
simply
have
no
coordination.
They
have
no
coordination,
kind
of
central
point.
They
don't
even
have
they
don't
even
get
together,
so
they
don't
even
know
how
to
talk
to
the
other
working
group.
So
there
is
this
balance
and
this
it
will
change
every
every
community.
I
guess,
but
interesting
is
that
for
certain
processes
there
is
a
certain
level
to
not
commitment,
but
I
don't
want
to
say
about
centralization.
F
There
is
a
need
for
at
least
a
point
of
of
focus
if
you
don't
want
to
say
centralization
that
is
needed
for
for
a
lot
of
organizations,
and
I
feel
this
is
not
very
far
from
that.
F
The
stewards
processes
could
be
improved
by
no
means
and
the
election
process
could
be
improved
too,
but
I
think
also
that
just
this
process
of
self-domination
and
and
this
community
was
empowered
by
self-nomination
and
people
were
elected,
but
these
people
who
were
elected,
who
were
not
friends
of
anyone
didn't
I
didn't,
have
the
tools
to
actually
be
a
steward.
So
it's
peculiar
to
see
the
other,
the
other
side
of
the
coin,
how
it
worked
out.
So
I
think
something
in
the
middle
will
work
properly.
H
Yeah,
I
think
we
could
pick
those
places.
You
know
the
world,
you
know
we.
If
a
store
is
self-nominating,
that
doesn't
mean
we
don't
have.
You
know
like
the
stores
called
retro
calls
spring
plannings.
I
think
this
is
very
cool
that
we
are
doing
in
the
tc,
and
this
is
awesome
yeah,
I
think
like
stuff
nomination
is
you
know,
but
including
all
the
processes
we
have
for
manage
the
commons
yeah?
I
think
that'd
be
that'd,
be
awesome.
B
Yeah
so
now
I
have
more
follow-up
for
edu,
there's
a
helpful
graphic
that
I
found
that
is
really
nice
for
taking
a
look
at
how
kind
of
like
what
you're
talking
about
in
terms
of
you
know
so,
yeah
pick
your
confusion,
anxiety,
resistance,
frustration
or
never
get
anything
done,
and
you
can
kind
of
see
how
that
actually
works
out
right.
So
I
think
we
do.
B
Job
with
that,
but
where
we
don't
right,
we
need
some
way
to
be
able
to
say
I'm
confused
or
I
don't
know
what's
going
on
it's
because
you
know
you
don't
see
the
big
picture.
Maybe
you
know
if
you're
anxious,
because
you
see
all
this
stuff,
but
you
don't
know
what
to
do
because
you're
like
there's,
no
way
I'm
going
to
participate
in
cad
cad
because
I
just
don't
have
the
skills.
So
if
I
tried
to
I'd,
be
continuously
anxious
right.
So
I
think
these
are
this
kind
of
thing.
B
Is
this
sort
of
thing
that
I
think
being
a
steward
actually
requires
a
lot
more
than
just
having
time
and
enthusiasm,
and
I
think
that
time
and
enthusiasm
are
certainly
prerequisites.
So
you
know
that,
for
me,
is
the
skills
and
or
the
the
incentives
and
resources
side
of
the
picture
right.
So
if
you
have
time
that's
a
resource
and
if
you
have
incentive,
that's
your
motivation,
but
you
have
to
understand
that
there's
you
have
to
have
an
action
plan.
B
There
has
to
be
certain
skills
that
are
involved,
and
it's
also
true
that
what
I've
noticed
in
to
follow
up
with
what
zeptimus
was
saying
was
that
what
what
I'm?
It's,
not
just
the
voting
process
so
like
how
to
break
voting
for
me
is
you
know,
take
a
whole
bunch
of
disparate
sets
of
concerns
and
roll
them
up
into
an
omnibus
thing.
You
know,
so
that's
exactly
what
we
did
when
we
voted
for
the
hatch
right.
B
We
were
like
okay,
here's
a
whole
bunch
of
things
that
are
sort
of
related
to
each
other.
We're
gonna
talk
about
one
or
two
of
them,
most
of
the
time,
we're
not
going
to
talk
about
the
other
three
for
a
lot
and
then
and
then
we're
gonna
have
a
we're.
Gonna
have
a
vote
that
rolls
all
of
those
up
together
which
may
or
may
not.
B
You
know,
work
in
in
the
best
possible
way,
and
I
understand
that
there
are
certain
technical
limitations
to
that,
but
some
of
that
wasn't
clear
to
me
right
until
the
end.
There
are
certain
assumptions
that
we
make
that
I
think
sometimes
we
need
to
to
think
about
so
I'll.
Give
you
another
example:
it's
going
to
tend
to
be
true
that
a
person
who
has
a
specific
kind
of
training
is
going
to
have
a
kind
of
confirmation
bias
around
that
training.
B
So
if
they
believe
that
a
particular
working
group
should
be
focused
on
this
one
aspect
of
like
seven
or
eight
different
things
that
that
working
group
is
doing,
then
the
work
group
is
going
to
tend
to
focus
on
that
which
may
or
may
not
suit
the
community
best.
Do
you
know
what
I
mean
so
there's
just
certain
cognitive
biases?
I
think
we
all
need
to
be
aware
of,
and
maybe
it
is
as
if
you
want
to
be
a
steward.
B
C
B
My
thought
about
plus
it's
still,
it's
also
true-
that
by
having
representatives
no
representative
can
fully
represent
that
which
they're
elected
to
represent.
So
that's
been
true
in
congress.
It's
going
to
be
true
here,
so
what
are
we
going
to
do
to
make
it
so
that
this
person
that
the
people
who
are
talking
to
them
don't
look
at
them
like
just
a
person
in
power
who
they
have
to
give
away
their
agency
and
autonomy
to
right?
B
So
you
know
these
are
all
questions
that
I
have
coming
out
of
the
last
month
or
so.
A
Thank
you
for
that
juggernauts
yeah.
I
I
agree
with
that.
I
tend
to
my
big
question:
thing
is
centered
around
stewards
as
well,
but
more
on
our
perception
of
stewards.
I
think
that
a
lot
of
times-
I
don't,
I
don't
think
stewards,
do
it
themselves,
but
we've
created
these
kind
of
practices
that
make
stewards
seem
more
important
than
they
actually
should
be,
and
so
you
know
I
I
I
don't
think
it's
an
intentional
thing.
I
just
think
it's
the
way
we
structure
and
the
way
we
can
we've
conditioned
ourselves
previously.
A
You
know
that
what
durgados
talked
about
with
these
kind
of
centralized
traumas
of
going
hey,
I
have
a
boss
somewhere,
I've
always
had
a
boss,
there's
never
been
a
time
I
haven't
had
a
boss,
and
so,
if
you
have
this
title
of
steward,
I'm
going
to
make
that
assumption
that
you
are
my
boss
and
that
what
you
say
is
is
is
the
word,
and
I
think
that
is
something
that's
trained
and
something
that
stewards
need
to
really
take
into
consideration.
When
we're
discussing
things
when
we're
leading
calls.
A
When
we're
you
know
making
plans,
I
think
that's
something
that
you
know
we're
we're
just
another
contributor
with
the
superior
knowledge
about
this
organization
and
more
in-depth
knowledge,
and
so
that's
the
only
difference
you're
but
but
at
the
end
of
the
day,
we're
just
contributors.
A
You
know
with
with
a
slightly
different
title
and
that
we
shouldn't
take
that
to
the
next
extreme
and
know
to
notice
that
when
we
do
take
actions
that
it
may
have
influence
on
people
that
don't
know
the
difference,
that
don't
understand
that
concept
and
so
yeah.
So
that's
just
one
of
the
things
that
I
I've
noticed
personally
and
I've
executed
like
I've.
A
G
Yeah,
well,
I
don't
know
if
you're
saying
that,
because
of
the
particular
things
that
have
been
happening,
that
you
wanted
to
to
comment
on
that,
even
though
these
structures
are
said
to
lag.
G
G
Even
though
these
instructors
are
usually
lacking
bosses
in
the
in
the
traditional
term,
I
think
it's
also
important
that
contributors
because
of
course,
for
example,
you're
now
a
steward
and
so
you're
trying
to
to
you're
looking
down.
I
guess
less
involved
contributors
and
you're
just
trying
to
to
level
up
the
lines.
G
So
we
are
all
on
the
same
spot,
but
I
think
there's
there's
also
some
importance
to
hierarchy,
and
so,
even
though
we
have
to
be
always
looking
to
improve
and
and
not
to
to
try
to
act
as
as
titans
with
and
abuse
the
the
powers
of
positions
like
stewards,
also
think
that,
from
from
an
incentive
point
of
view,
it's
important
that
you
get
some
some
type
of
benefit
from
from
being
more
involved.
A
Yeah
and
that's
part
of
the
education
process
that
we
have
and
we
we
need
to
get
better
about
educating
people
on
the
roles
and
and
the
advice
process
which
we're
about
to
go
over,
because
you
know
at
the
end
of
the
day,
like
the
entire
goal
of
this,
was
to
have
individual
contributors
like
if
you
wanted
to
do
something
on
behalf
of
the
tec.
You
have
the
agency
to
do
that,
and
we
want
to
equip
you
to
do
that
and
you
have
the
discretion
to
make
that
decision.
A
Of
relationship
that
I'm
trying
to
figure
out
because
educating
newcomers,
especially
to
to
make
sure
that
they
understand
that
they
have
agency,
that
they
have
the
discretion
to
act
in
the
manner
that
they
see
fit,
that
they
think
is
best
for
the
community.
That
is
the
way
a
decentralized
autonomous
organization
is
supposed
to
operate,
and
so
educating
people
about
the
the
agency
they
have
to
act
and
and
the
the
advice
process.
A
So
with
that
being
said,
I
want
to
get
get
into
the
advice
process,
because
it's
something
that
we've
been
talking
about
for
a
little
while
now,
but
it's,
I
think,
it's
very
important,
so
I've
I've
started
these
advice
process
pamphlets
here
that
you
can
see
decision
making.
This
is
just
kind
of
a
guide.
A
A
It's
not
it's!
It's
not
necessarily
a
great
tool
for
that.
So
I'm
always
looking
for
ideas.
Jeremy
actually
came
up
with
a
really
wonderful
idea.
He
just
sent
me
called
the
art
advice
artifact,
and
this
is
a
way
to
track
and
and
and
improve
the
process
of
using
the
advice
process,
and
so,
as
you
know,
if
for
for
those
who
don't
know,
the
advice
process
involves
three
different
roles.
We
have
the
contributor
we
have.
A
Matter,
experts
and
we
have
the
steward,
so
a
steward
in
the
working
group
say
the
comms
working
group.
Maybe
a
contributor
wants
to
make
a
decision
based
on
on
that
the
steward
sees
kind
of
this
big
picture.
A
You
know,
and
everybody
just
like
that,
chart
that
dergados
said
everybody
has
like
a
missing
component,
but
somebody
has
that
missing
component
somewhere
and
so
a
lot
of
times
the
the
steward
will
have
the
kind
of
this
big
picture
view
that
you
may
not
have
and
that
information
that
you
that
you
desperately
need
and
you
can
go
to
them
during
the
advice
process,
as
well
as
the
subject
matter,
experts
who
have
the
skills
to
make
that
decision,
and
so
the
way
we
want
to
do.
A
This
is
making
sure
that
those
of
those
three
roles
are
incorporated
within
this
advice
process
and
we
educate
people
on
those
roles
and
this
this
decision,
artifact
that
that
jeremy
came
up
with,
was
really
interesting
because
it's
you
know
it
forces
us
to
engage
in
in
a
way
where
it
says:
hey,
here's,
a
here's,
this
little
card
that
says
I'm
trying
to
make
this
decision.
A
I
believe
that
by
doing
this
we
will
verify
this
and
measure
this
and
we're
going
to
engage
with
these
people,
and
so
it
seems
like
an
invitation.
So
it's
like
hey
I'm
using
the
advice
process,
I'm
giving
it
to
you
as
a
subject
matter
expert,
I'm
giving
it
to
you
as
a
fellow
contributor,
I'm
giving
it
to
you
as
a
steward
and
then
once
you
have
all
your
information
in
one
place,
we
can
submit
it
and
you
can
make
your
decision
based
off
of
that
information.
A
And
so,
if
you
have
any
comments,
please
speak
up.
F
I
think
there
is
something
that
we
could
improve
and
this
is
we
can
take
it
on
from
the
orientation
goal.
It's
to
bring
awareness.
I
don't
think
we
bring
awareness
enough
about
the
governance
relevance
in
our
community,
so
just
by
positioning
ourselves
in
a
way
that
when
someone
enters
the
community,
then
letting
them
know
that
they
can
actually
propose
like
that's,
that's
something
you
can
do
it
doesn't
matter
it
doesn't
matter.
How
old
are
you
on
the
organization
or
not?
F
You
can
go
through
advice
process
or
something-
and
I
don't-
I
don't
think
we
provide
enough
support
and
and
time
and
effort
to
push
this
narrative
forward
that
that
we
are
open,
but
we
are
open
because
sometimes
it
feels
like
we.
Yes,
we
say
we
are
open.
We
are
open
on
a
very
like
human
level,
but
sometimes
we
are
not
very
clear
about
our
processes,
so
people
are
getting
both
because
they
are
not
aware
that
this
process
exists.
F
So
I
think
that
adding
this
I
actually
had
this
conversation
with
libby
to
add
this
to
orientation
call
as
an
entry
point
and
just
to
identify
with
which
other
kind
of
interesting
main
points
in
the
process
of
a
user
is
relevant
for
them
to
know
about
this.
F
For
example,
if
you
add
the
heater
of
the
agenda
that
we
have
open
governance,
we
have
an
open
duocracy
system
like
having
these
little
three
principles
across
all
this
towards
agenda
across
all
our
calls
in
a
community
call,
if
you
just
say
at
the
beginning
that
everyone
can,
you
know
everyone
can
participate
and
anyone
can
submit
a
proposal
to
advice
process.
I
think
it's
something
very
it.
It
takes
power
out
of
the
softcup
group.
F
It
takes
power
out
of
the
few
people
who
knows
how
to
submit
a
proposal,
but
this
this
openness
implies
that
we
will
need
to
have
a
documentation
ready
for
people,
and
then
we
have
the
people
sort
of
you
know
taught
on
how
to
receive
this
and
how
to
proceed.
F
When
someone,
if
you
suddenly
start
receiving
20
proposals,
how
do
you
handle
that?
So
it's
not
only
about
you
know,
making
people
sure
that
we
are
open
to
advice
process
for
anything,
but
also
that
we
do.
We
have
the
structure
to
withhold
this
flow
of
information.
That's
my
two
cents
and.
D
Yeah
I
like
the
idea
of
of
making
like
artifacts,
I
think.
D
Like
what
we
practice
becomes
a
culture,
so
if
we
want
to
make
a
change,
it's
just
to
start
doing
it
and
I
feel
like.
D
I
also
agree
that
that
having
different
tools
and
being
more
competent
in
in
managing
like
these
open
spaces
would
would
be
super
important
for
the
for
the
improvement
of
our
of
of
the
way
we
reach
our
goals,
so
that
that's
also
very
connected
to
the
gravity
goal
that
we'll
be
following,
because
we
will
have
a
a
presentation
of
liberating
structures
and
yeah.
D
I
think
that
we
all
should
continue
learning
every
day
and
not
like
stopping
our
learning
processes,
because
maybe,
as
as
durga
has
said,
like
maybe
there's
something
that
we
lack,
that
other
people
have
and
and
the
only
way
to
get
what
we
lack
is
by
learning
from
others
from
the
experience
of
what
they
have
and
and
and
becoming
a
more
integral
being
so
yeah.
I
think
that,
having
tools,
better
tools
or
or
more
more,
more
familiar
tools
to
applying
as
a
community
can
help.
D
To
to
to
actually
have
all
this,
what
we
say
into
into
a
common
understanding
the
other
day,
I
think,
some
months
ago,
yeah,
I
was
talking,
I
think,
with
durga's,
and
he
said
like
everybody,
though,
does
a
queue
in
in
the
supermarket.
It
doesn't
matter
if
you're
a
superstar,
it
doesn't
matter.
What
you
are,
everybody
does
the
queue
in
the
supermarket,
so
it's
just
like.
A
No,
I
I
just
want
to
add
one
thing
to
that,
because
I
think
you
hit
the
nail
on
the
head
with
that
is
that
we
need
to
really
in
you
know
myself
included,
is
to
normalize
these
practices
to
use
it
as
much
as
we
can,
because
the
more
we
use
it,
the
more
we
engage
with
others,
the
more
they
say.
Okay,
I'm
going
to
use
it
as
well,
and
so
that's
that
kind
of,
like
conditioning
that
we
need
to
have
within
the
community
but
yeah,
and
did
you
pass
to
you.
G
A
Know
yeah
yeah,
I
can
go
over
with
you
real
quick,
so
the
advice
process
is
just
a
method
for
engaging
with
others
about
the
about
the
decision
that
you're
going
to
make
on
behalf
of
the
community.
So
if
you're,
you
know
in
your
working
group
and
you
have
a
small
decision
that
needs
to
be
made-
or
maybe
it's
a
bigger
decision,
or
maybe
that
you're
using
information
that
needs
to
be
approved
by
someone
else.
You
want
to
have
an
advice
process
to
where
you
can
go
to
subject
matter:
experts,
stewards
or
fellow
contributors.
A
Anybody,
the
stakeholders
that
this
decision
is
going
to
impact
and
evaluate
your
decision
before
you
make
it.
This
is
a
this
is
kind
of
a
core
tool
that
we
want
to
have
for
people
who
are
going
to
make
a
decision
on
behalf
of
your
working
group
of
behalf
of
your
sub
working
group,
whatever
it
may
be,
and
to
use
this
advice
process
which
you
can
find.
A
So
here's
the
advice
process,
so
the
idea
is
that
you
know
you'll
have
small
impact
decisions,
medium
impact
decisions
and
large
impact
community
advice
processes
and
each
each
level.
It
has
different
guidelines
for
you.
So
you
know
you
can
signal
each
other
about
what
you
want
to
want
to
accomplish.
A
You
can
get
information
from
the
from
from
the
community
about
it.
Let's
see
here's
a
better
image
right
here,
so
this
is
the
advice
process.
A
Subject
matter
expert
advice,
most
of
the
time
you
know
a
small
decision
that
will
be
made
can
be
done
with
a
subject
matter
expert.
You
know
it
won't
need
to
be
escalated
to
a
community
impact
decision,
and
so
we
just
want
to
have
these
kind
of
guidelines
for
you.
If
that
makes
any
sense,
I
was
poorly
worded
and
I
apologize,
but
I
hope
you
can
explore
more
go
ahead.
Auntie.
G
It
probably
could
be
like
from
the
top
down
from
well
stewards
or
expert
marketers
down
because
you're
the
guys
who
are
more
involved
because
I've
been
joining
calls
for
for
this
week
for
the
past
week
to
this
week,
and
this
is
the
first
time
I
ever
heard
about
it-
I
mean
I'm
not
sure
if
and
I
mean
like,
we
don't-
have
to
explicitly
talk
about
the
advice
process,
but
I'm
not
sure
either
if
that's
something
that
everyone
here
is
already
used
to,
and
so
when
I
entered
the
tech
I
know,
even
though
I
know
it's
called
advice
process.
G
G
We
use
really
complex
tools.
Like
I
don't
know,
guardians
conviction.
Voting
is
particularly
hard
to
grasp
for
for
pretty
much
anyone,
but
for
any
any
any
regular
people
trying
to
get
involved
in
in
crypto
or
anything,
and
I
don't
know,
also
the
the
abc
and
such-
and
I
mean
I
mean
I
didn't-
have
much
issues
because
I
come
from
one
hive
and
I
sort
of
get
a
lot
of
the
concepts,
but
I
get
that
someone
new
would
be
getting
a
hard
time
understanding
about
anything.
G
G
Besides
word
you
know,
and
and
well
I
don't
know,
if
that's,
I
don't
think
it's
related
to
the
advice
process,
but
I
think
it
sort
of
contributes
to
the
whole
community
governance
ratio
thing
to.
I
don't
know.
H
Yeah,
I
would
like
to
add:
actually
there
is
a
an
advice
process
regarding
the
how
to
we
want
to
handle
transparency
around
dc
funds.
I
would
love
engagement
there
and
then,
I
think
also
you
know
having
a
lot
of
documentation
is
cool
but
coming
to
reality,
people
do
not
like
to
read
so
maybe
we
should
also
you
know.
H
Have
I
mean
we
right
now
we
have
an
animation
team
and
maybe
you
know,
do
a
couple
of
videos
and
fun
stuff
like
people
watch
it,
and
I
think
also
it's
very
important
to
work
in
in
the
narrative
I
know
like
gideon,
is
probably
start
to
picking
this
up
and
then
you
know
create
a
story,
because
what
people
want
is
a
story
I'll
be
part
of
it,
and
then
people
will
engage
more
and
yeah.
A
Yeah
that
that's
one
of
the
things
that
really
bugs
me
is
that
you
know
we're
trying
to
make
you
know
I
keep
going
back
to
ostrims
and
trying
to
make
this.
You
know
low
cost.
These
processes
extremely
low
cost
and
the
advice
process
at
the
moment
is
extremely
high
cost.
It
is
very
difficult
to
get
it
get
people
engaged
with
it
to
to
get
the
right
people
and
and
and
that
are
going
to
speak
on
this-
to
find
the
experts
properly.
A
It
takes
a
lot
if
you
want
to
go
through
the
advice
process,
and
so
that's
part
of
like
why
this
is
a
big
part
of
this
agenda.
Today
is
just
to
figure
out
how
to
make
it
low-cost
and
make
it
easier
and
maybe
even
more
fun
but
I'll
pass
it
to
anybody
else.
Who
wants
to
talk.
F
Yeah,
I
don't
think
it
would
ever
be
low-cost
and
I
have
to
be
honest.
We
are
not
on
a
field
of
study
that
it's
easy
to
understand
even
for
phd
people,
so
I
don't
think
it
will
be
ever
low
cost.
What
will
be
low
cost
will
be
the
act
of
governance,
but
the
participation
and
what
it
takes
to
participate
will
always
require
a
certain
level
of
awareness.
F
That
is
that
it's
it
takes
a
learning
curve
to
achieve,
and
I
don't
think
it's
a
thing
of
dc.
I
think
it's
a
it's
a
thing
of
the
week
through
space
that
requires
is
like
governance
is
raised.
You
have
a
token
you
can
vote.
That's
that's
very
big.
That's
very
simple!
F
You
have
you
can
comment
on
the
forum
you
like
that
act,
it's
very
basic
and
it's
it's
simple
to
execute
and
we
can
lead
people
to
that,
but
getting
people
to
know
what
they
are
voting
vol
voting
for
people
getting
to
know
how
to
vote
what
it
implies,
how
it
affects
their
economy,
how
it
affects
their
token
ones
whatsoever.
It's
a
tricky
part,
and
I
don't
think
it's
for
everyone.
We-
what
we
can
do
is
to
allow
everyone
and
have
all
the
mechanisms
that
everyone
can
participate
and
engage.
F
It
doesn't
mean
everyone
will
participate.
I
don't
think
we
should
be
harsh
on
ourselves
on
pushing
the
this
idea
of.
Everyone
should
be
part
of
governance,
but
I
do
besides
this
before
I
keep
before
I
pass
it
on.
I
want
to
acknowledge
what
anti
mentioned
about
the
loopholes
on
awareness
of
of
you
not
being
aware
of
the
governance
or
the
advice
process.
F
Thank
you
for
that.
This
is
something
we.
This
is
the
kind
of
things
that
you
just
mentioned.
We
are
so
on
on,
like
on
a
streak.
We
are
like
always
working
on
something
that
we
we
lose.
We
sometimes
lose
perspective,
and
this
is
something
we
have
lost
perspective
of
how
important
governance
is
that
we
actually-
and
this
just
to
put
you
in
context.
F
This
happens
because
we
we
tend
to
let
know
people
manually
about
governance
rather
than
having
a
general
space
like
the
orientation
call
mentioned
governance
at
that
point,
so
we
don't
have
to.
Actually,
you
know
bring
awareness
when
you
have
to
spend
two
months
here
on
the
tc,
but
you
didn't
know
that
there
wasn't
governance
process
going
on.
So
thank
you
for
that.
B
So
yeah
I'm
gonna,
follow
up
with
that
too.
I
think
those
of
you
who
know
me
are
talking
about
contextualizing
all
the
time
right
in
terms
of
in
what
framework
are
we
making
this
decision?
For
who?
You
know?
There
are
really
only
two
narratives
within
this
five.
You
know
section
process.
One
is
the
point
to
get
people
up
to
the
point
of
contributing
and
then
from
the
point
of
contributing
onward
right,
so
once
they're
established
and
they
feel
comfortable
and
no,
you
know
we
need
to
do
an
onboarding
such
that.
It's
easy
to.
B
You
know
work
with
that,
so
comms
group
is
currently
working
on
a
hubspot
process
and
we'll
probably
end
up
with
on
email
automation
that
will
gradually
onboard
people
just
by
itself.
So
you
should
definitely
attend
calls.
You
should
definitely
do
all
those
things,
but
it's
also
true
that
participation
is
the
core
right.
So
it's
a
participatory
all
democratic
things
are
participatory.
The
extent
to
which
you
participate
is
the
extent
to
which
you're
gonna
learn
and
be
educated
and
so
on.
B
At
the
same
time,
I
I
think
you
know
the
thing
that
everyone's
talking
about
is
that
if
we're
in
a
get
things
done
mode
or
a
people,
first
mode,
it's
really
reflective
of
how
confused
or
how
engaged
people
are,
and
so
you
know
I'm
trying
to
yeah
the
liberating
structures
thing
should
help.
I'm
really
going
to
strongly
encourage
you
guys
to
come
to
this
next
meeting.
B
B
Customer
life
cycle
journey
which
has
two
narratives
sort
of
built
into
it
so
and
I've
been
I'm
getting
more
traction,
I'm
I'm
feeling
on
the
creating
a
coherent
narrative
within
the
tec
in
many
ways,
so
that's
going
to
be
improving
as
well
with
with
your
help.
A
And
before
we
get
before
we
end
this
meeting
today,
I
wanted
to
give
the
space
for
benz
to
talk
about
his
governance
post
if
you're,
okay,
with
that
bins.
C
Yeah,
that's
fine
with
me.
I
can.
Let
me
see
if
I
can
pull
that
up.
It's
some
pretty
minor
changes,
just
updating
the
forum
post
that
libby
put
together
on
that
kind
of
outlines
the
entire
governance
process,
and
it's
just
inserting
those
parameters
that
one
so
goldilocks
and
then
there's
like
one
minor
change
and
then
I
think
the
only
thing
that
is.
C
C
Yeah
yeah,
so
pretty
minor
changes
just
inserting
those
I
have
pasted
like
the
entire
markdown.
So
if,
if
we're
see,
I
don't
know
exactly
how
we
want
to
do
this,
but
if
we're
good
to
to
do
it,
then
I
think
zepty.
You
can
use
like
this
markdown
and
just
paste
the
whole
thing,
but
yeah
essentially
just
inserting
those,
and
then
there
was
some
text
to
change.
C
If
you
scroll
down
a
little
bit
nate
right
there.
I
think
this
is
the
only
edit
that
I
actually
made-
and
this
was
just
a
brief
mention
of
like
quadratic
voting
temporarily
being
unavailable.
A
Yeah,
I
I
think
it's,
I
think
the
important
part
was
the
input
of
the
parameters
and
to
to
stress
the
fact
that
the
quadratic
voting
is
not
going
to
be
available
for
the
moment.
A
Which
it's
a
big
task:
yeah,
okay,
well
yeah!
So
thank
you
for
sharing
that
bend
yeah.
So
I
hope
everybody
had
a
good
meeting
and
I
hope
you
enjoy
the
rest
of
your
day.
So.