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The Softgov 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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B
B
A
At
this
time
we
are
also
supposed
to
have
the
website
planning
call,
but
I
only
see
bianca
there
and
durga
is
the
one
that
leads
that
call.
B
Yeah
feel
free
to
go.
If
you
need
to,
I
know,
there's
not
much
activity
here
lately.
What
I
was
going
to
propose
is
just
that
we
discussed
a
little
more.
The
results
from
polis
and
something
about
like
structure
versus
truck
structurelessness
know
how
some
of
the
working
groups
are
dissolving,
how
some
of
the
stewards
are
leaving
and.
A
A
C
Good
good,
it's
it's
a
holiday
weekend
here
in
in
in
mexico,
so
I
think
I'm
gonna
be
traveling
in
the
afternoon
to
pay
a
visit
to
my
grandfather,
grandfather,
parents.
C
They
live
in
a
town
in
in
jalisco,
in
in
the
state
of
jalisco.
It's
like
four
hours
away
from
mexico
city.
C
Yeah
yeah
a
little
bit,
it's
mostly
in
yeah.
It's
it's!
It's
mostly
just
like
people
that
grow
like
corn
and
just
different
stuff
in
in
in
the
area,
but
but
yeah.
It's
like,
I
think,
80k
of
population,
something
like
that
and
yeah
and
the
there's
a
whole
art
movement
that
started
there.
But
it's
the
only
highlight
everything
else.
Sucks.
B
C
B
C
Yeah
it's.
I
was
telling
libby
that
I'm
I'm
traveling
to
my
grandpa
parents,
town
and
yeah.
They
do
have
some
interesting
stuff.
There.
C
It's
in
jalisco,
it's
like
a
small
town
in
jalisco
right
in
like
the
border
with
michoacan.
D
Is
it
is,
is
this
a
official
soft
gov,
or
is
this
just
like
hanging
out
hang
time.
B
B
B
We
can
finish
earlier
if,
if
we
think
it's.
B
B
I
know
there
is
a
like
the
stewardship
talk
is
gonna
happen
in
the
next
stewards
console
call-
and
there
is
a
lot
of
discussion
on
that
already,
but
yeah
just
wondering
like
because
hi
auntie.
B
Because
some
of
the
thoughts
I
had
on
dissolving
a
little
bit
the
recurring
working
groups
and
having
more
of
a
project-based
kind
of
approach.
So
if
there
is
a
working
group
that
has
a
project,
then
it's
very
important
to
have
like
a
steward
and
the
lead
to
that
project.
So
someone
that
it's
kind
of
owning
the
project
and
that
it's
making
sure
that
it
moves
forward.
B
B
C
I
think
that
comes
is
working
right
now
in
a
process
that
really
resonates.
With
this
conversation,
I
feel
that
like
teams
came
down
to
the
point
where
it
wasn't
being
very
like
efficient,
so
right
now
we
want
to
make
like
a
like
a
core
team
that
is
pretty
much
just
like
enriched
by
the
different
contributors
that
that
teams
have
some
other
team.
C
Members
are
gonna,
just
like
part
ways,
they're
involved
in
other
projects
or
in
the
case
of
angie,
who
got
hired
by
token
engineering
academy.
C
C
I
I
I
think
I'll
have
a
lot
more
like
detailed
information
to
say
in
in
the
council,
but
I
I
do
believe
that
is
the
right
moment
for
for
this
conversation,
and
at
the
same
time,
I
feel
that
other
working
groups,
not
not
let's
say
like
opposite
to
comms,
are,
are
going
in
like
in
an
opposite
direction,
like
our
our,
are
expanding
more
and
and
have
like
some
challenges,
especially
gravity
and
like
as
a
as
a
like
as
a
service
down.
C
So
so
I
I
feel
that
that
it,
it
definitely
can
be
a
conversation
that
can
be
very
like
enriched
by
each
experience
in
every
working
group
and
and
how
it
applies
I'll
pass
it
to
gideon.
Maybe.
D
D
I'll
come
back,
there's
something
that
happened
a
couple
weeks
ago.
That
was
interesting
that
that's
helped
me
well.
I
I
wasn't
on
on
one
of
the
calls
two
weeks
ago
because
I
was
traveling
and
there
was
just
a
really
nice
com
kind
of
less
structured
conversation.
That
happened
in
my
absence,
and
so
that's
been
interesting.
D
Like
I've,
I've
I've
been
trying
to
digest
that
and
how
we
incorporate
more
of
that
we've
kind
of
had
this
more
of
a
focus
on
like
doing
rather
than
being
together
like
just
like,
do
do
do,
and
so
it's
clear
that
people
want
some
inclusion
of
the
doing.
I
mean
the
being
part
of
it
just
like
being
able
to
hang.
That's
not
really
the
question
you're
asking,
but
it
is
it's
sort
of
it's
sort
of
related.
I
I
feel
like
we're.
D
You
know
if,
if
anything,
we
may
be
going
in
a
slightly
different
like
a
more
organized
direction,
and
by
that
all
I
mean
is
that
we're
really
trying
to
adopt
a
permissionless
structure
so
that
anybody
who
wants
to
show
up
anybody
who
wants
to
come
to
a
meeting
can
always,
of
course,
you
know
everything's,
open
and
permissionless
in
the
sense
that
if
you
want
to
participate
in
the
economic
layer
of
sampo
which
means
get
paid,
then
you
have
to
agree
to
basically
permissionlessly
agree
to
the
kind
of
the
the
manifesto.
D
If
you
will
you
know
like
and
that
that's
how
we'll
hold
each
other
accountable
like
for
me,
a
lot
of
this
is
coming
down
to
accountability
like
how
do
we?
How
do
we
build
accountability
in
a
in
a
structure?
That's
not
a
hierarchy.
You
know
like
it's,
not
a
power
hierarchy,
because
I,
I
think
that's
one
of
the
things
that
we've
got
to
figure
out.
We
can't
just
say
like
hey,
no
power
hierarchies
and
then
not
come
up
with
another
way
of
holding
each
other
accountable.
B
E
It's
it's
it's
curious,
because
about
two
or
three
weeks
ago
I
was
just
starting
with
some
friends
and
a
similar
topic
was
brought
up,
and
I
remember
the
that
there's
a
blog
post
called
the
tyranny
of
structurelessness
that
I
should
read
again
because
it's
been
a
while,
and
I
guess
I
would
say
that
being
open,
permissionless
and
stuff
doesn't
mean
that
we
have
to
lack
a
structure,
and
I
would
actually
agree
with
the
blog
post
that
the
lack
of
structure
is
in
fact
a
titan,
and
that
you
know
it's
it.
E
It
isn't
usually
good
that
even
even
having
things
that
people
would
consider
a
loose
or
really
like
not
hyper
organized
structure,
that's
still
a
structure
and
the
lack
of
it
is
it's
just
complete
mess,
and
that's,
I
don't
think
anything
particularly
good
comes
out
of
that.
B
Yeah,
that's
actually
something
I've
been
thinking
through
on
like
reflecting
astrum's
principles
and
what
was
the
principles
that
we
succeeded
and
the
ones
we
didn't
so
much,
and
I
feel
like
the
two
principles
that
were
the
least
integrated
or
successful,
was
one
boundaries
and
two.
B
Balance
between
provision
and
appropriation
so
balance
between
provision
and
appropriation.
It
mainly
talks
about
like
do.
We
have
a
financial
stability,
and
I
think
that
was
just
ignorant
to
understand
that
that
meant
like
having
goods
and
services,
and
there
was
this
like
promise
that
the
bonding
curve
was
gonna
regulate.
B
This
permissionless
talk
to
a
somehow
nonsense
point
of
like
we
can't
be
permissionless
with
everything
if
we
want
to
have
a
balance
between
provision
and
appropriation
like
if
we
have
limited
resources.
B
B
We
can
be
permissionless
with
how
people
have
access
to
route
to
like
education
and
this
kind
of
stuff,
but
we
can't
really
be
permissionless
with
how
people
access
financial
resources
and-
and
maybe
that's
something
that,
like
I'm
interested
to
what
you're
saying
gideon
that
like
people,
could
just
come
in
and
contribute
and
be
compensated
financially
as
long
as
they
agreed
to
the
manifesto.
D
Going
forward
is
and
bears
here
too,
so
he
can.
He
can
weigh
in
too.
I
think
that
the
thing
that
we're
hoping
to
be
able
to
to
build
is
like
a
you
know,
like
some
guidelines
on
what's:
okay
and
what's
not
okay,
so
that
we
can
all
hold
each
other
accountable.
D
So
it's
not
like
a
manager
saying,
okay,
you
didn't
do
blah
blah
blah,
but
it's
like
you
know
when
people
people
say
hey.
This
is
many.
D
It
means
this
this
and
this
and
bear-
and
I've
been
talking
about
this
and
like
looking
at
ways
of
of
doing
that
and
and
doing
in
a
way.
That's
not
like
super
obnoxious.
You
know
like
time
sheets,
like
you
know
where
you
like
track
time
down
to
like
every
15
minutes
or
that
kind
of
stuff,
but
that's
just
like
an
example
of
I
don't
want
me
as
a
steward
to
have
to
kind
of
act
like
a
manager
right
like
that's.
D
I
don't
I
don't.
I
just
don't
think
it's
scale
so
so
I
think
that
the
hierarchy
stuff
is
interesting.
You
know
the
kind
of
self-directed
t
work
teams
is
is
is
really
interesting
and
that's
why
I
think
that
roles,
that's
a
big
part
of
that
structure,
kind
of
the
way
that
hilarchy
works,
and
so
that's
that's
part
of
what
we've
been
trying
to
do
is
like
clearly
articulate
like
here's.
D
What
this
role
is,
and
it
doesn't
mean
that
gideon
is
always
that
role
right
like
you
just
outline
what
the
working
group
needs
and
then
anybody
can
come
in
and
fill
that
role
at
some
point
if
a
gideon
leaves
or
you
can
kind
of
mix
and
match
things,
I
don't
know,
I
feel
like
I'm
talking
too
much
right
here.
Bear
do
you
have
anything
to
add.
F
Sorry
guys
I
I
joined
a
little
late
if
you
could
just
like
provide
me,
maybe
a
little
bit
more
context
on
what
you
guys
are
talking
about.
I
know
it's
related
to
like
the
structure
we're
trying
to
implement
in
sample,
but,
like
I
don't
know
specifically.
B
Well,
we're
talking
about,
like
permission
versus
permissionlessness
structure
versus
structurelessness,
how
to
find
a
balance
between
like
how
to
create
boundaries
that
are
sustainable,
but
not
exclusive.
F
Okay,
I
mean
yeah,
I
mean,
I
think
a
big
part
is
what
gideon
mentioned.
Something
that
I
would
add
on.
Probably
is
this
part
of
of
responsibility
that
I
think
each
contributor
should
have,
and
these
degree
of
transparency
that
also
also
should
be
should
be
brought
to
the
commons
that
it
translates
into
accountability
right.
So
I
think
these
these
three
concepts
are
really
important,
and
I
always
go
back
to
these
phrases
that.
F
Each
other
transparent
right,
so
I
I
agree
that
I
don't
think
there
should
be
like
a
manager
or
like
this
might
sound
a
little
bit.
F
F
In
my
opinion,
I
think
we
should
be
looking
forward
to
the
individuals
and
the
contributors
themselves
be
able
to
to
keep
transparency
and
responsibility
among
each
other.
You
know
like
not
having
an
external,
an
external
or
a
third
party,
even
though,
if
it's
a
working
group
being
there
to
make
sure
everything
is
it's
transparent,
because
it's
it's
impossible
right,
even
like
operationally,
it's
really
hard
to
to
track
everything.
That's
happening
and
drag
the
time
and
hours
that
people
are
putting
into
the
work.
F
So
I
think
that
if
we
in
a
way,
that's
kind
of
like
centralizing,
the
transparency
work
and
the
accountability
working
one
group
of
people,
so
we
decentralized
kind
of
this.
This
aspect,
I
think
it
could
be
more
effective
and
and
to
do
that,
it's
I
don't
think
it's
easy
right.
I
I
think
in
sample
we're
trying
to
to
give
it
a
try
to
that
to
to
make
it
the
the
most
effective
possible,
but
also
not
becoming
this
like
super
methodic
and
and
rigid
structure.
F
That
also
doesn't
allow
flexibility
and
and
flow
you
know
so
so
it's
kind
of
hard,
and
especially
now,
I
think,
probably
the
only
measure
that
we
have
for
people's
contributions
is
time
right
hours
hours,
that
people
are
investing
in
the
work.
So
I
think
that's
right
now.
The
only
thing
we
can
based
of
in
terms
of
compensating
people.
So
how
do
we
track
the
hours?
How
do
people
present
the
hours
that
they
are
putting
putting
the
work
off?
F
You
know,
I
think,
that's
important
to
to
find
a
really
clear
method
on
showing
that
and
ultimately
also
showing
being
accountable
on.
What
are
you
doing
with
that
time?
Right
like
what
are
the
progress
that
you're
having
with
the
hours
that
you're
putting
in
you
know
it's
just
not
showing
the
hours,
but
it's
also
showing
what
you're
doing
with
the
hours
you
know
so
yeah.
I
think
that's
that's
important
and
in
sample.
I
think,
a
clarity.
I
think
it's
being
a
really
good
good
option
to
give
us
to
provide
this
and
yeah.
B
I
personally
feel
that
hours
is
a
really
bad
measure
of
effectiveness
and
work,
because
some
somebody
can
do
something
so
quick
that
is
so
impactful
and-
and
somebody
can
take
like
a
really
long
time
to
do
the
same
thing
and
it's
just
like
people
operate
with
different
times
and
and
it's
hard
to
tr.
It
creates
this
type
of.
Like
I
don't
know,
I
think
it
makes
it
feel
like
this
nine
to
five
you're,
somehow
like
bound
to
time
constraints
that
you
have
to
beat.
B
I
think
it
drags
a
little
bit
and
maybe
there
there
is
other
ways
to
measure
impact
or
like
things
that
need
to
be
done
and
that's
kind
of
what
we
were
doing
with
praise
for
all
for
for
all
this
time,
like
what
would
be
a
way
to
measure
the
value
of
that
contribution
like
what
would
be
a
way
to
measure
the
impact
of
that,
and-
and
maybe
that
could
be
done
before
something
comes
up
like
a
need.
You
have
that
I
got.
B
We
need
this
spreadsheet
to
be
done,
like
it's
a
need
that
the
working
group
agrees
that
exists,
and
then
somebody
can
pick
that
task
and-
and
there
could
be
like
a
conversation
about
how
much
that
task
is
worth
or
maybe
somebody
comes
up
with
a
proposal
of
something
they
identify.
B
That
could
be
done
and
that's
what
we've,
what
we
were
trying
to
bring
up
with
the
duocracy
type
of
thing?
It's
like.
Oh,
I
see
that
something
is
needed.
I
want
to
propose
that
as
a
solution,
and
the
proposal
also
comes
with
some
sort
of
compensation
structure
of
like
I
want
to
do
this.
I
think
this
is
important
and
I
think
I
should
be
compensated
this
much
and
maybe
within
a
working
group.
There
is
space
for
this
conversation
of
like.
B
B
There's
this
researcher
that
uses
this
term
of
like
within
small
groups,
you
can
use
quality
consensus
like
people
can
reach
a
certain
agreement
and
if
there
is
someone
in
the
group
that
highly
disagrees
with
that,
then
you
can
understand
where
that
disagreement
is
coming
from
and
and
probably
a
solution
is
going
to
be
reached
and
if
it,
if
it's
not,
then
it
can
escalate
to
other
decision
making
processes
we
have
within
the
commons.
F
D
F
F
I
think
that's
that's
like
the
ultimate
goal
that
we
wanna
that
we
wanna
achieve,
but
I
think
praise
is
a
really
good
example
of
like
trying
to
figure
that
out
and
I
think
a
lot
of
thoughts
and
research
should
be
put
into
that
to
to
make
it
better
and
to
make
it
more
more
effective
into
trying
to
to
measure
impact.
F
But
in
the
meantime
yeah
I
mean
in
the
meantime,
we
still
need
to
operate
right,
so
I
think
hours
at
least
for
now.
While
we
try
to
figure
it
out,
I
think
it's
it
could
it
could
work
right
if
we
maybe
do
some
tweaking
to
what's
like
usually
traditionally
used
to
right
so
yeah,
given
sorry.
D
Yeah,
no,
I
yeah
I
to
me
yeah.
Ours
is
definitely
imperfect,
but
it's
a
fairness
thing
to
me,
like
you
know.
If
so,
if
people
are
putting
this
many
hours
in
it's
almost
like
basic
income,
it's
like.
We
need
to
make
sure
that
we're
paying
people
for
that
time,
and
I
think
it's
just
a
fairness,
kind
of
equity
thing
and
so
making
sure
that
when
people
say
like
hey,
I
did
this
many
hours,
and
maybe
they
didn't
actually
do
that
many
hours
not
like
out
of
militia.
It's
not
a
malicious
thing.
D
It's
just
like
that
week.
There
wasn't
that
much
to
do,
but
that's
just
like
a
base
level
thing
and
and
to
get
to
where
we
need
to
be
yeah.
It
has
to
be
more
impact
oriented.
I
I
totally
agree,
and
actually
I
think,
there's
two
things
that
spring
out
of
that
one
is
like.
I
really
want
to
get
to
a
place
where
we
have
some
type
of
reputation
system
that
you
know
basically
recognizes
two
things.
D
One
is
like
people's
expertise
like
because
that's
really
important
you
know,
and
then
the
other
is
the
the
impact
that
they're
having.
D
If
we
had
that,
like
I
know
for
for
me
in
sampo,
you
know
I
I
would
I
love
to
give
people
room
to
to
have
impact
and
to
to
do
work
when
they've
actually
shown
up,
and
actually
you
know
like,
contributed
and
and
they've
kind
of
contributed
it
more
than
just
like
a
a
basic
level
like
they're,
really
throwing
their
heart
into
it,
and
it
would
be
great
to
be
able
to
have
some
systems
where
we
can
do
that
very
transparently
and
say:
hey,
you
know
what,
until
you've,
actually
kind
of
like
proven
yourself,
those
kinds
of
opportunities
aren't
not
everybody
gets
those
opportunities.
D
It's
like
a
this
is
what
I
mean
by
the
permissionless
stuff.
It's
like
the
next
layer
of
permissionlessness
is
like
more
nuanced.
It's
like
you
have
to.
You
have
to
show
up,
and
you
really
have
to
throw
your
back
into
it
and
put
your
heart
into
it,
and
when
you
do
that,
then
you
get
access
to
the
juicier,
more
interesting
kinds
of
stuff
that
is
more
important
to
the
community.
D
That's
to
me
and-
and
it
kind
of
shows
like
you
can
see
there.
Sometimes
there
are
people
who
kind
of
come
and
they
show
up
and
they
may
they
may
talk
about
stuff
or
they
may
do
this
or
that
but
like
in
terms
of
actually
doing
things.
F
I
don't
know
so,
maybe
I
I
just
noticed
that
that
we
just
the
three
of
us
just
stayed
on
the
call
then-
and
actually
I
I
I
gideon
you.
I've
mentioned
this
to
you.
This
work,
the
for
the
sample
praise
that
I've
been
doing
these
phones,
that
we
have
on
the
working
group
and
that
we're
trying
to
find
a
way
to
distribute
between
the
between
the
sample
members
in
the
most
fair
way
in
the
first
way
possible,
according
to
the
praised
data
that
we
have
right.
F
So
it's
been
a
really
interesting
research
and
I'm
trying
to
figure
out
that.
But,
interestingly,
this
has
taken
me
into
you
know
this.
This
journey
of
of
thought
of
thinking
of
ideas,
of
trying
to
yeah
like
different
different
things,
are
starting
to
to
to
come
together
at.
I
think,
at
least
in
my
mind,
they
they
make
sense,
and
part
of
that
is
these.
F
We
could
say,
like
super,
simple
basic
type
of
reputation
system
that
I
that
I'm
thinking
of
that
I
actually
I've
been
wanting
to
to
share
with
you
guys
and
also
with
you
libby
for
for
feedback
and
to
see
what
you
think
about
it.
If
you
think
that
that
could
work,
if
it
could
not
work,
you
know.
So
I
just
right
now
that
you
were
mentioning
this.
I
thought
you
know,
maybe
it's.
It
would
be
a
good
opportunity
to
at
least
I
can
send
you
the
link.
A
A
F
Yeah,
can
you
guys
see
my
screen
yeah?
Yes,
perfect,
so
the
idea
of
this?
Basically
it
started
with
the
question
of
how
can
we
improve
our
practices
for
dishing
praise
within
the
sample
channel?
You
know
that
was
my
initial
thought.
You
know.
What's
and-
and
I
came
this
with
this
question-
you
know
I
feel
like
the
the
praise
system.
F
It's
super
good
because
you
know
you
you
get
to
you,
get
to
be
rewarded
with
tc
tokens
for
the
work
you
do
right,
but
then
I
was
wondering
like
what
is
then
the
incentive
for
people
dishing
the
praise
right.
Is
there
some
type
of
incentive
for
those
people,
and-
and
maybe
it
is
you
you
know
just
like
a
feeling
of
of
of
feeling
grateful
or
you
know
being
like
really
aware
of
the
work,
other
people
that
are
doing
you
know
to
to
make
that
public
to
everyone?
F
I
feel
that's
that's
a
good
feeling
for
people
to
have
you
know,
but
besides
that
I
I
couldn't
think
of
any
other
type
of
maybe
incentive
that
there
would
be
for
for
people
dishing
the
praise.
So
I
was
just
you
know,
like
you
know,
maybe
we
can
have
some
type
of
incentive
for
that.
You
know
I
I
thought
that
maybe
we
could
create
some
type
of,
and
this
is
where
the
we're
done.
Okay,
because
it
yeah
it's
been,
it's
been
changing
a
lot
lately.
So
that
was
like
that.
F
The
basic
the
initial
idea
for
this
idea,
but
over
time
more
things
started
to
to
to
be
added
into
this.
One
of
this
was
like
the
membership
initiative
that
edu
posted
on
the
on
the
forum
where
he
talks
about
having
like
three
different
types
of
memberships
for
the
tc.
You
know
from
observer
to
newcomer
from
newcomer
to
member
and
what
that
means
and
the
requirements
that
you
need
to
to
get
that
membership.
That
is
basically
an
nft
right,
so
I
had
a
call
with
him
with
nt
as
well.
F
They
gave
me
some
of
their
feedback.
We
tried
to
incorporate
this
idea
of
memberships
into
this
and
what
I
suggested.
Basically,
it
was
to
to
maybe
try
to
take
this
experiment
into
sample,
specifically
as
a
first
try
before
launching
it
into
the
whole
tc
to
see
if
it
works
to
see
if
we
can
improve,
improve
it
and
constantly
iterate
on
it.
So,
basically,
the
idea
is
two
things
to
have
three
types
of
memberships
within
sample
and
to
have
five
different
badges
for
some
type
of
reputation,
reward
system.
F
You
know:
first,
we
can
go
through
the
the
memberships
maybe-
and
these
I
I
when
you
give
him
we're
saying
about
this
other
next
layer
of
permissionlessness.
This
is
kind
of
trying
to
tackle
that
right.
Maybe
you
you
join
sample
and
you
we
we're
called
the
sampys.
F
That's
the
name
we
chose.
So
maybe
you
use
you
join
sample
and
you're
a
casual
sampy
right,
well,
you're
an
observer
and
you
want
to
become
a
casual
sampy.
So,
first,
maybe
you
need
to
attend
your
first
sample
call.
You
need
to
activate
your
praise.
You
need
to
to
attend
at
least
the
tc
orientation
call.
You
know
you
have
to
do
this
set
of
requirements
to
in
order
to
to
to
get
this
membership.
That
can
be
an
nft,
I'm
thinking
on
using
other
space
for
this
purpose
of
creating
the
batches.
F
So
it
can
be
a
non-transferable
nft.
A
lot
of
these.
It's
still
not
set
on
stone
right.
I
don't
know
if
it
would
expire
or
not.
We
still
need
to
to
define
that,
but
this
would
be
like
a
first
stage.
Then,
if
you
complete
this,
then
you
can
access
to
the
next
level
of
of
of
memberships
that
maybe
it
requires
you
to
to
sign
the
covenant
to
hold
some
tc
token.
F
Maybe
you
need
to
attend
calls
more
regularly,
maybe
you're
already
receiving
some
type
of
compensation
from
sample
either
that
can
be
from
the
sample
price
from
bounty
or
specific
salary
right.
So
you
are
more
a
regular
contributor
in
in
the
group
and
then
at
the
end
you
have
like
core
sampy
right
that
maybe
you
are
like
giving
was
saying
like
putting
more
time
there,
putting
more
effort
in
the
group-
and
you
are
leading-
maybe
some
initiatives,
some
ideas,
you
have
a
deeper
understanding
of
the
tc.
F
F
So
I
just
came
up
with
these
different
five
badges
that
you
could
that
you
could
get
in
in
sample
right,
then
I'm
just
trying
to
trying
to
define
them
still.
But,
for
example,
you
know
like
if
you,
if
you
took
part
of
the
on
the
first
couple
of
sample,
calls
you
know,
and
you
maybe
staked
your
tokens
for
the
proposal
to
pass.
Well,
maybe
you'll
get
like
a
really
nice
nft
art
batch
that
might
even
become
some
type
of
collectible
in
the
future.
F
You
know
that
you
will
be
able
to
see
oh
well
if
this,
if
this
thing
of
tc
and
sample
grows
you'll
be
able
to
see
well,
I
I
was
there
when
all
of
these
started
right,
at
least
this
group
in
this
case
right,
so
I
think
it's
a
kind
of
cool
thing
that
also
builds
on
the
reputation
right,
because
you
can
show
to
people.
I
was
there
from
the
beginning.
I've
been
putting
time
all
of
these
all
of
these
months
or
all
of
these
years
whatever.
F
So
I
think
that
could
that
could
be
helpful
in
that
way,
maybe
just
for
being
part
and
attending
sample
calls
regularly.
You
get
another
batch
that
it
it
that
it
shows
that
you
participated
participated
during
the
during
the
season,
one
of
sample.
You
know,
and
that's
another
kind
of
sign
that
shows
that
that
you
were
there,
that
you
were
that
you
experienced
through
that,
and
then
I
came
also
trying
to
tackle
these
praise.
F
Behavior
thing
came
across
with
the
praise,
giver
and
praise
receiver
batch
right.
So
maybe,
if
you
this
phrase
at
least
10
times
you
get
this
batch.
If
you,
if
you
received
praise
a
certain
number
of
times
you
get
this
batch,
so
this
is,
could
be
some
kind
of
incentive
for
people
to
teach
more
praise
within
the
sample
working
group
and
at
the
same
time,
could
build
some
type
of
reputation.
F
F
And,
lastly,
this
this
last
idea
that
has
also
been
talked
about
in
the
tc
and
specifically
example
of
the
the
initial
offering
right,
maybe
in
these
cases,
for
the
working
group
right.
So
in
order
to
to
get
this
badge,
you
need
to
to
offer
a
gift.
You
know
you
need
to
do
some
type
of
contribution
of
this
type
to
get
to
get
this
batch
and
once
you
get
it
well,
you
have
the
batch
and
and
that
that
could
mean
something
right.
F
That
could
mean
that
you
are
that
you
are
participating
or,
and
the
rest
is
more
like
more
detail,
more
other
ideas
that
I
have
that
I've
had
trying
to
maybe
bring
some
type
of
tc
utility
to
this
in
the
future.
But
basically
this
is
like
the
the
the
basic
idea
that
the
first
drive
that
I've
had
and
and
yeah.
I
think
I've
been
talking
a
lot
as
well.
I
don't
know
if
you
guys
have
any
first
impressions.
First,
cds,
it
would
be
great.
B
I
think
yeah
having
like
it's
perfect,
that
you're
talking
about
this,
because
we
were
talking
about
the
structure.
B
I
think
it's
really
great
to
have
like
clear
steps
for
how
people
can
engage
and
participate,
and
maybe
some
of
the
steps
could
be
like
like,
for
example,
do
the
initial
working
group
offering
this
could
be
attached
to
a
task
that
the
working
group
really
needs
and
then
the
regular
sampy,
I
think
attending
calls.
I
don't
know
if
it's
like.
B
It
it
is
valuable
for
sure,
but
maybe
having
like
other
tasks,
maybe
maybe
like
upgrading
from
the
initial
offering
like
what
is
a
more
complex
task
that
someone
could
do.
You
know,
maybe
it's
like
getting
onto
a
collaborative
project
like
doing
a
task
that
you
don't
do
on
your
own,
that
you're
collaborating
with
someone
to
come
up
with
something
or
like
leading
a
task,
or
something
like
that.
B
Oh
I
see
the
it's
here
lead
specific
initiative
projects
yeah.
Maybe
this
in
the
regular
sempi
could
be
like
participate
in
one
of
those
initiative,
projects
that
are
led
by
someone
else.
You
know
they
collaborate
on
something
and
then
force
mps
like
you're,
actually
proposing
and
leading
something
until
completion
and
yeah.
I
think
all
of
this
is
awesome.
I
would
love
to
see
this
playing
out
and
how
people
engage
with
it.
I
think
it's
really.
What
was
what
we're
missing
like
having
more
structure
and
the
badges.
B
B
You
know
like
I,
don't
have
a
sense
of
reward
when
I
get
a
badge
for
something
unless
if
I
think
that
that
badge
is
going
to
give
me
another
type
of
reward
but
yeah,
just
this
too
praise
giver
and
praise
receiver,
I
feel
very
strongly
against
that
something.
B
We
talked
a
few
times
in
the
in
the
reward
system
like
yeah
many
times
this
has
been
proposed
and
I'm
always
against
it.
So
I
don't
know
if
it
could
work
like
you
can
you
can
definitely
try
it
out,
but
I
feel
like
it's
a
blocker
to
intrinsic
motivation.
B
I
think
once
you
reward
people
for
being
grateful,
the
the
motivation
of
being
grateful.
It's
like
almost
like
it's
not
there
like,
I
feel
like
the
best
incentive
for
praise,
is
actually
praising
people.
So
if
you
feel
like
like,
for
example,
you
have
this
motivation
now
that
you
have
them,
you
have
motivation
enough
to
want
to
make
a
badge
for
it.
B
So
maybe
this
could
be
the
driver
for
you
to
like
actually
be
praise
people
for
what
they're
actually
doing
and
then
I
feel
like
that
generates
a
cycle
of
people
praising
each
other,
and
I
think
the
activity
of
praise
is
directly
related
to
the
sense
of
purpose.
People
were
feeling
in
the
in
the
organization
and
now
I
think
there
was
a
low
on
praise,
because
there's
all
of
these
changes
happening
and
probably
the
lack
of
structure
is
affecting
how
people
feel
a
sense
of
purpose,
and
then
praise
is
also
decreasing
so
yeah.
B
I
would
love
to
see
if
like,
if
you
guys
just
start
praising
each
other
more.
If
you
wouldn't
see
like
that,
speeding
up
and
then
maybe,
if
that
doesn't
work,
then
you
could
try
the
the
badge,
but
I
would
be
just
careful
with
that.
One
and.
B
Yeah,
I
think
I
think
design
context
could
almost
work
like
little
hackathons.
You
know
like
having
challenges
that
people
don't
know
how
to
solve
and
having
like
a
little
prize
with
something
that
has
a
date
of
delivery
or
something
like
that,
but
yeah
an
overall,
I
think,
is
super
great
to
create
more
structure.
I
love
it.
A
B
Yeah
yeah,
we
discussed
that
and
the
stewards
call
yesterday
I'll
share
here
with
you.
D
No
problem
yeah,
no,
you
know
I
just
I
I've
been
very
I've
been
following
the
praise.
D
You
know
like
what's
been
happening
in
praise,
and
I
think
I
I
overspoke
just
a
little
while
ago,
when
I
said
I'm
I'm
less
interested
in
praise
and
more
in
reputation.
I,
what
I
meant
to
say
is
actually
I'm
more
interested
in
the
reputation
aspect
of
praise
than
the
monetary
because
to
me-
and
I
this
may
be
wrong,
so
I
I
just
I'm
not
close
enough
to
it,
but
to
me
it
felt
like
once
we
started
actually
dishing
out
the
money.
D
Then
then
people
lost
interest
and
part
of
it
was
because
there
wasn't
that
much
money
that
was
actually
coming
through,
and
so
there
was.
You
know,
there's
some
frustration
around
that,
but
you
know
like
to
me
it
just
felt
like
in
the
early
days
there
was
this
intrinsic
thing
like
you
were
really
like.
D
D
Oh,
you
know,
and
so
I
guess
the
thing
what
and
bear-
and
I
were
talking
about
this
a
while
ago
too,
is
like
how
do
we
make
sure
that
if
we're
doing
this,
you
know
sample
channel
praise
that
we
don't
kind
of
like
disincentive
or
like
get
the
wrong
motivation,
and
I
just
feel,
like
you
know,
there's
there's
room
here
for
maybe
using
praise
part
of
this
kind
of
badging
system
and
by
the
way
bear
I
mean
you
we'll
talk
about
this
more.
I
love
I
love
where
you're
going
with
this.
D
I
think
it's
great
so
yeah
I
mean
I
I
just
I
don't
know
exactly
how
it
would
work,
but
what
I
would
love
to
figure
out
is
you
know
how
maybe
experimenting
and
sample
with
using
praise
as
a
way
to
show
when
people
are
having
impact
right
like
address
this
like
try
to
use
it
for
impact
and
then
try
to
use
the
the
praise.
That's
been
dished
around
perceived
impact
as
a
way
as
like
one
of
the
signals
we
use
for
giving
badges.
D
F
Yeah
I
mean
it's
it's
great,
that
the
feedback
that
you
that
you
guys
are
are
providing
yeah.
I
think
this
still
has
a
lot
of
work
to
do
on
I
mean,
basically,
we
can
go
almost
with
every
single
batch
and
every
single
membership
reviewing
and
analyzing
what
would
be
like
the
best
requirements
and
how
would
what
would
be
the
impact
that
could
have
in
in
the
people
and
the
influence,
and
I
mean
yeah.
F
I
think
we
need
to
to
be
careful
and-
and
I
also
think
about
now
that
is
here-
he
part
of
of
what
he
said
is
also
to
be
careful
with
the
gamification
part
of
it.
You
know
that
he
was
suggesting
that
sometimes
that
that
doesn't
work
right,
sometimes
it
it
could
lose
meaning
what
we're
doing
right
so
to
be
really
careful
with
every
single
detail,
every
single
requirement
or
every
single
definition
that
we
are
providing
to
try
to
do
it.
F
The
the
most
correctly
possible
right,
yeah
yeah,
but
I
mean
at
the
same
time
I
think
we
wouldn't
lose
anything
by
trying
trying
it
out
right,
then
and
start
like
improving
and
and
see
how
where
it
takes
us.
B
I
feel
like
most
of
the
people
that
are
in
the
tc.
They
are
interested
because
I
mean
they're
here
in
the
first
place:
they're
just
they
just
don't
really
know
how
to
do
it.
So
I
think
having
structure
is
really
key
and
then
like
having
people
that
are
committed
to
that
structure,
but
I
think
in
general
incentive
just
feels
like
I'm,
not
I'm
not
really
a
fan
of
designed
incentives
like
I
feel
like.
B
If
people
want
to
do
something
they
will,
they
will
do
that
something,
and
we
should
just
provide
the
structure
for
them
to
express
their
needs
like
if,
within
the
structure,
they
can
say
what
they
need,
what
they
want.
So
I
think,
having
a
structure
where
people
feel
like.
B
Oh,
I
I
want
to
collaborate,
and
I
want
to
be
compensated
this
much
or
I
want
to
collaborate,
and
I
need
doesn't
these
people
to
to
be
collaborating
with
me,
or
I
want
to
do
this,
but,
like
you
know,
incentivizing
people
expressing
their
needs
and
and
then
seeing
how
those
needs
can
be
met
collectively,
rather
than
trying
to
trying
to
guess
what
people
want,
based
on
like
an
incentive
design
and
then
hoping
that
they
will
fall
for
that,
like
the
fish
trap,
kind
of
thing.
E
Yeah
that
was
kind
of
my
thing
when
we,
when
I
chatted
with,
bear
it's
like.
E
Oh,
if
the,
if
the
main
motivation
like
the
main
motivation
on
the
call
was
like
trying
to
ramp
up
praise
specifically,
for
example-
and
I
was
like
okay,
but
are
you
trying
to
incentivize
that
just
because
you
want
more
praise,
or
are
you
trying
to
use
praise
because
praise
gets
you
something
that
you
valued
sample,
and
so
I
suggested
that
one
of
the
main
things
we
should
probably
do
is
sort
of
like
a
survey
have
some
time
in
the
agenda
or
I
don't
know,
gideon
has
one-on-ones
with
all
of
us
every
week
and
just
sort
of
tried
to
figure
out.
E
Why
is
it
that
we
don't
praise
as
much?
It
was
like,
I
don't
know,
bear
and
I
talked
and
we
we
said
that
we,
both
usually
don't
remember
like
when
we
have
the
time
to
do
it.
We
don't
remember
or
we
just
we.
You
know
we
are
just
not
on
top
of
it,
and
so
that's
probably
the
issue
for
a
lot
of
people
and
then,
if
you
try
to
incentivize
that
you
are
just,
you
may
end
up
with
a
really
messy.