►
From YouTube: W14 Softgov WG: Holding ourselves accountable
Description
Timecodes:
00:00 - How would like to behalf accountable?
21:22 - Mutual monitoring and follow strategies as a community
28:30 - How we see if roadmaps are realistic?
39:55 - How are all our contributors being acknowledged?
48:25 - Sourcecred
54:03 - Round of accountability
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A
We
started
to
do
an
exercise
in
in
the
common
stack
to
understand
our
roles
in
one
of
the
points
of
this
exercise
was:
what
are
the
points
of
success,
of
what
you're
proposing
yourself
to
do
and
how?
How
do
you
measure
your
accountability
and
then
how
would
you
like
others
to
help
you
be
accountable?
B
Thanks
libby,
for
me,
I
think,
being
a
controller.
It's
like
an
intrinsic
motivation,
for
example.
I
was
talking
with
them.
I
don't
know
what
today
or
yesterday
and
for
example,
when
we
are
doing
the
auditing
transparency
like
our
job,
is
like
to
let
others
to
self-evaluate
themselves
and
and
share
the
important
documentation
on
the
forum,
but
it's
themselves
to
do
that
and
at
the
same
time
is,
for
example,
someone
is
saying
I'm
doing
everything
so
like
to
have
the
high
score
then,
like
the
community
itself
would
know
like
like
they
are
cheating
somehow.
A
A
Back
to
you,
can
I
get
back
to
you
zap
on,
if
you,
if
you
don't
have
one
on
top
of
your
mind,
you
don't
have
to
say
it,
but
do
you
have
any
particular
way
that
you
would
like
to
be
held
accountable?
Like
let's
say
you
have
something
you
you
want
to
do
and
you
you
took
that
responsibility
to
do
something,
but
then
there
is
that,
like
delivery
prep,
there
is
a
gap
between
saying
that
you
want
to
do
something
and
then
delivering
that
something.
B
C
Okay,
I
think
I
would
like
to
be
accountable
for
the
things
that
I
say
that
I
would
do
so.
Yes,
I
think
that
not
delivering
is
not
something
bad,
but
at
least
trying
is
the
important
thing
of
and
being
proactive,
so
and-
and
another
thing
is
that
I
think
that
what
how
can
we
measure
that
accountability
is
by.
C
D
D
So
I
think,
establishing
clear
expectations
around
what
to
expect
when
you
do
commit
to
something
and
then
having
the
resources
available
to
say,
hey,
you
know
this
is
what
we're
looking
for
in
a
clear
manner,
and
this
is
the
dates
by
which
we
expect
it
and
having
difficult
conversations
with
people,
I
think
that's
really
at
the
core
of
it-
is-
is
being
able
to
have
a
difficult
conversation
with
somebody
and
saying
hey.
This
is
what
we
expect.
D
This
is
what
we
want
you
to
accomplish
and
if
you
don't
feel
like
you
fit
into
this
role
or
this
position,
let's
find
out
where
your
strengths
are
and
put
you
in
that
place,
and
so
it's
got
to
be
a
collaborative
movement,
but
you
can't
avoid
consequence.
I
think
that
has
to
be
established.
So
with
that
being
said,
I
will
pass
it
to
metaverden.
E
It
depends
a
lot
on
what
you
mean
by
consequences.
I
don't
know
how
other
people
are,
but
if
I
say
I'm
going
to
do
something
I
do
it,
and
people
are
certainly
welcome
to
ask
me
how
it's
going
and
offer
to
help.
But
if
somebody
comes
at
me
like
they're
holding
me
accountable
or
they're
coming
at
me
with
consequences,
I'm
not
gonna.
Do
that.
I'm
definitely
you
know.
If
I
pick
it
up,
I'm
gonna
do
it.
That's
all
there
is
to,
and
I
just
really
feel
like.
E
E
A
E
E
E
F
That
would
be
a
very
low
trust
kind
of
situation
that
she
kind
of
grew
up
in,
and
so
she
would
always
feel
you
know
like
she's
on
the
stand
in
many
ways,
and
I
I
don't
want
people
to
feel
like
that.
At
the
same
time,
I
do
think
that
asking
a
person
how
it's
going-
and
you
know
if
there's
something
we
can
do-
is
actually
a
kind
of
it
is
a
kind
of
a
consequence
in
the
sense
that
it's
not
a
pun,
you
know
getting
outside
of
the
punishment
reward
thing.
F
We're
all
doing
this
for
different
motivations
and
just
understanding
that
my
ability
to
to
understand
what
her
motivations
are
is
an
actual
process
of
trust
creation,
which
would
then
avoid
a
future
conflict.
Potentially.
So
I
don't
want
to
speak
for
her,
but
I'm
just
saying
what
I
heard
so
so
and
we
all
have
different
motivations
around
those
things.
So
as
far
as
being
held
accountable.
F
E
F
E
F
E
F
G
Hi
everyone.
Well,
I
I
I
agree
with
septimus.
I
think
that
celeste
is
gonna,
help
a
lot
in
in
this
matter,
and
I
mean
in
a
way
I
also
get
what
metaverde
is
saying
about,
like
you
know,
cultural
background
and
all
of
that.
Well,
I
I
grew
up
in
mexico,
and
I
also
for
the
past
10
years
I
freelanced
in
like
film
and
music,
so
accountability
and
like
cultural
issues
are,
are
something
like
very
relevant
in
in
in
developing
countries.
G
So
so
I
I
I
kind
of
like
understand
how
it
could
be
associated
with
a
negative
context.
You
know
like
people
being
held
accountable,
but
this
is
more
like
towards
like
the
end
of
of
of
not
not.
You
know
not
not
sorry,
I
I
I
lost
the
word,
but
not
delivering.
That's
what
I
think
so
like
for
me
now
that
I'm
getting
more
involved
in
in
these
communities
where
accountability
is
like
a
a
a
very
relevant
issue.
It
just
comes
to
my
mind.
G
So
in
a
way,
even
even
though
the
people
responsible
for
this
project
have
the
funds,
the
funds
are
not
gonna,
be.
You
know
like
available
all
at
once,
but
this
is
just
like
an
idea
that
I
get
from
what
I've
been
reading
and
and
learning
these
past
few
weeks
so
well
yeah.
Those
would
be
my
like
two
sets
in
the
matter.
H
Here
I'll
steal
it
from
chewy
as
far
as
accountability.
Honestly,
I
really
am
into
the
zenhub
board.
That's
happening
like
and
just
being
like,
socially
accountable
is
pretty
nice
for
me
personally,
I
I
feel
more
of
an
obligation
to
not
let
people
down
then
like.
Oh,
like
an
escrow
service,
it's
like
to
me
that
that's
more
of
a
way
of
being
like,
oh
well,
it's
not
worth
the
money
anymore
or
something
to
me.
H
I
I
I
don't
feel
as
accountable
to
things
that
would
be
like
monetary
related
as
as
much
as
I
am
the
social
accountability
so
like
having
a
plan
in
advance
and
saying
these
things
are
going
to
get
done
and
then
it'd
be.
It's
also
really
nice
to
have
someone
who's
like
who
you
are
accountable
to
so
it's
like.
I
I
I
just
it
just
comes
to
my
mind
many
years
ago,
I
I
was
working
for
hewlett-packard
and
there
was
this
sentence.
That
said,
we
are
managing
by
wandering
around
and
I
kind
of
take
that
sentence,
because
this
is
this
is
what
many
of
us
do
right
now:
we're
working
on
a
decentralized
manner.
We
are
far
away
from
each
other.
I
We
just
link,
digitally
and
and
the
way
we
relate
and
the
way
I
feel
accountable
is
just
by
by
conviction,
because
I
believe
on
what
I'm
doing
and
I
don't
give
a
if
we
make
money
or
not
the
day
that
I
have
to
work
for
money.
I
just
don't
feel
accountable
at
all.
I've
been
working
for
companies
and
quit
because
I
wasn't
feeling
accountable
at
all.
I
wasn't
doing
it
from
the
heart.
I
I
was
doing
it
for
the
pay
and
that's
when
I
feel
accountable,
and
I
don't
need
anything
else
and
of
course
I
love
helping
the
rest
of
the
team,
and
I
love
the
rest
of
the
team.
Helping
me
when
I
struggle
with
some
that's
something
I'm
digging
I'm
dealing
with,
but
but
I
just
don't
need
anything
else.
If
I
feel
it
and
I
join
it-
and
I
just
I
just
get
the
compromise
of
doing
what
I
want,
what
I'm
supposed
to
do.
E
A
I
wanted
to
share
this
this
phrase
from
from
austrian
from
from
the
chapter
we're
reading
today
in
the
in
the
book
club
that
she
talks
about
when
rules
when
the
rules
in
news
conform
to
the
design
principles
discussed
in
chapter
three
that
are
enabling
individuals
to
to
design
rules
that
will
keep
monitoring
costs
low.
So
when
individuals
can
design
their
own
rules
and
they
adopt
contingent
strategies,
individuals
are
also
motivated
to
monitor
each
other
to
obtain
the
information
they
need
to
pursue
this
contingent
strategy.
A
So
when
I
design,
when
we
design
collectively
our
own
rules-
and
we
pick
a
strategy
from
the
rules
that
we
designed,
we
are
incentivized
to
monitor
each
other
to
keep
this
strategy
going
because
we
chose
in
in
a
collective
way.
So
if
individuals
begin
monitoring
others
and
learn
that
others
comply
most
of
the
time
with
a
set
of
rules,
they
are
more
likely
to
be
willing
to
adopt
and
or
continue
contingent
strategies.
A
H
A
Yeah
that
we
are
more
likely
to
to
find
ways
that
work
for
us
to
monitor
each
other,
because
we
are
all
like
creating
this
rules
and
picking
the
strategies.
So
it's
so
special
that
we
are
in
this
progress
that
we
are
creating
the
rules
that
work
for
us
so
just
see.
If
anyone
has
a
comment
about
about
this
I'll
pick
I'll
pick
one
right,
you
might
have
a
comment
about
this.
If
not,
we
can
continue
or
others
can
jump.
C
No
yes!
Actually,
by
reading
the
book,
I
I
find
that
it's
very
related
to
what
we're
doing
right
now
and
yeah.
I.
I
agree
that,
where
individuals
follow
rules
and
engage
in
mutual
monitoring,
that
institutional
arrangements
are
reinforced
and
that
each
individual
then
encourage
the
the
another
one
to
maintain
enduring
patterns
for
this
consistent
rule
following
behavior.
C
D
You
know
the
the
lifetime
of
of
the
tec.
I
think
those
are
the
foundation,
for
you
know,
building
institutional
arrangements,
and
I
think
that
we
have
to
be
really
kind
of
you
know.
Strict
in
terms
of
this
is
the
behavior
we
expect
and
if
somebody
deviates
from
that
we
say
hey
we
have
to.
We
have
to
stay
on
track,
because
in
order
to
create
these
institutional
systems,
we
have
to
really
be
strict
at
the.
F
Beginning
I've
written
some
stuff
in
the
soft
gov
thing.
If
you
don't
mind
me
jumping
in
here,
I
was
just
saying
I
mentioned
previously
about
how
one
of
the
ways
that
it
helps
to
think
about
rules
is
think
about
rules
as
guidelines.
If
you
have
some
kind
of
problem
with
the
external
enforcement
of
things,
but
then
the
moment
you
really
start
having
a
problem
following
these
guidelines
or
you
think
you're
the
exception
to
them.
F
It's
perhaps
better
that
you
think
of
them
as
rules,
and
so
it
is
a
very
interesting
paradox
to
sort
of
deal
with
your
own
individuality
within
a
group,
and
it's
pretty
much
always
going
to
be
like
that
in
a
democratic
system.
And
anybody
who
wants
to
read
more
about
that
or
learn
more
about
that.
I
recommend
astra
taylor's
work
on
democracy.
A
A
We
have
a
sprint
process
now
that
we
go
through
every
plan
of
all
the
working
groups
together,
so
we
have
some
type
of
a
holistic
planning
that
everyone
can
opinionate
in
between,
and
I
think
this
is
already.
This
is
already
an
accountability
measure,
but
I
was
wondering
if
we
will
continue
with
this
post
hatch
or
when
we
don't
have.
A
A
B
Yeah
I
was,
I
was
talking
with
something
like
that
with
with
them
and
yeah.
There
is
a
point
like
like,
for
example,
as
a
transparency
working
group.
We
can,
we
don't
know
everything,
that's
happening
inside
the
working
group
and
related
what
metaverde
was
saying
before,
like
we
held
like
we
do
it,
because
we
have
increasing
motivation
on
doing
so.
B
So
our
job
should
be
like
a
help,
people
to
to
share
the
that
roadmap
and
let
them
say
if
that's
realistic
or
not,
because,
for
example,
if
sam
gives
me
a
roadmap
and
is
full
of
tech
stuff,
I
that
I
can.
I
have
no
idea
if
that's
realistic
or
not
and
yeah.
I
really
love
to
help
people
accountable
for
that,
and
because
of
the
increasing
motivation.
H
H
Oh,
my
god,
this
thing
is
not
happening,
and
yet
we
want
it
to
happen.
I
see
this
pro
as
a
problem.
This
is
a
problem.
I
I
don't
know
what
to
do
about
it,
but
at
least
I'm
stating
the
problem
and
if
that,
if
that
can
be
encouraged
culturally,
then
that
could
kind
of
help
help
it.
But
it's
it's
a
process.
You
know
like
it's
really
easy
to
get
defensive.
If
it's
your
role,
for
instance,
and
feel
like
challenged
and
be
like,
I
can
only
do
so
much
you
know.
J
Can
I
jump
in
here
there's
nothing
more
important
in
the
oil
industry
than
accountability,
mainly
because
of
health
reasons.
You
know
people
can
die.
I
can
do
something
wrong
and
kill
somebody.
I
mean
it's
really.
You
know
and
they're
gone,
that's
it
and
then
what
somebody
shows
up
then
they're
gonna
ask
questions.
Why
did
that
happen?
What
are
you
gonna
say?
Well,
I
had
a
bad
day.
Oh
I
guess
I
did
this.
J
J
You
gotta
kind
of
like
hey
man,
you've
been
at
that
all
day,
you're
gonna
get
it
done
today,
maybe
or
what
you
know
everybody's
different,
and
you
have
to
learn
how
to
do
that
as
you
grow
in
your
positions,
because
the
cultural
aspect
is
it,
for
instance
like
in
d5,
the
drilling
rig
is
all
that
matters.
It's
a
way
of
life
like
what
santi
was
referring
to
the
reason
we
do
it.
We,
you
know,
do
what
we
do
isn't
just
because
they
give
us
a
bunch
of
money.
J
It's
the
lifestyle,
it's
the
fact
that
we
have
time
off
it's
the
days
off.
It's
the
fact
that
I
only
worked
half
the
year.
It's
the
fact
that
I
had
a
job
that
wasn't
a
normal
nine
to
five.
It
was
everything
about
it
and
the
root
was
the
only
way
that
was
going
to
give
us
that
way
of
life.
We
ourselves,
as
people
didn't
really
exist.
We
certainly
didn't
exist
to
the
companies
that
employed
us,
the
big
ones,
but
we
existed
to
each
other
and
therefore
we
had
to
hold
each
other
accountable.
J
If
we
wanted
to
continue
that
lifestyle
that
we
we
really
loved-
and
if
you
want
to
excel
at
that
and
really
create
something,
then
it's
all
of
our
responsibility
to
make
sure
it
continues.
You
know
this
rig
can
go
to
the
weeds
any
day
of
the
week.
If
nobody
wants
to
show
up
and
do
what
they're
supposed
to
do
and
then
it's
gone
boys
and
then
what
then,
where
you're
gonna
go,
you're
gonna
go
somewhere
else
and
what
are
they
gonna
ask
where
you
came
from?
You
came
from
a
rig,
that's
in
the
weeds.
J
So
you
know
it
is
a
huge
cultural
thing
and
it
relies-
and
you
know
oil
is
very
centralized,
so
there's
a
huge
chain
of
command,
so
the
people
at
the
top
are
greatly
responsible
for
making
sure
the
people
that
aren't
under
you
they're
people.
You
should
be
trying
to
get
to
you
or
above
you
the
best
drillers
aren't
guys
that
ran
through
hands,
because
they
only
could
do
things
one
way
and
yeah.
They
were
good
at
drilling
wells,
but
they
went
through
30
guys
in
a
year
that
could
have
been
just
awesome.
J
People
know
the
best.
Drillers
are
the
guys
that
can
tell
you
that
they've
put
25
directional
drillers
and
another
30
company
men
in
their
seats
over
the
last
15
years.
Those
guys
are
all
stars
because
they
made
people
better
than
they
were,
you
know,
and
it
they
did
it
because
they
held
them
accountable
to
that
higher
level
of
a
cultural
understanding.
That's
just
unspoken
in
the
industry.
E
Were
you
asking
about
about
sprints,
because
I
I
kind
of
had
an
idea
about
the
sprints,
because
sprints
are
like
really
huge.
You
know
when
we
get
it
on
the
board
and
everything,
and
I
was
wondering
if
doing
like
smaller
working
groups
within
the
sprints,
that
could
maybe
have
like
a
15-minute
stand-up
like
halfway
through
the
week
or
something
so
they
could
check
in
with
each
other,
maybe
like
every
four
or
five
days
between
the
two
weeks,
sprint
plant
plantings.
If
that
wouldn't
help,
so
people
didn't
feel
so
into
weeds.
Like.
A
Yeah,
I
think
that
there's
ideas
of
starting
to
get
fractal
once
the
group
starts
to
grow.
If
that
happens,
and
then
that
would
that
would
be
something
to
consider
for
sure,
and
all
of
the
ideas
are
like
super
welcome
at
this
point,
because
we
are
experimenting
with
with
what
what
works
for
us.
What
doesn't
what
like?
A
It's
a
it's
a
trial
and
error
situation,
and
it's
really
it's
a
privilege
that
we
have
the
space
to
to
do
that,
somehow
not
so
flexible,
but
still
with
some
space
to
to
try
things,
and
I
think
from
my
observation,
since
we
we
started
and
accountability
has
been
something.
I've
been
thinking
a
lot
about
from
other
communities
as
well.
A
A
We
are
humans
and
we're
never
going
to
be
perfect
and
we
we
might
be
like
handling
too
many
things
or
we
might
be
going
through
something-
and
I
mean
infinite
reasons
why
we
might
not
be
self-accountable
at
the
moment.
Then
we
have
those
mutual
accountability
practices
in
place
to
help
sustain
this
movement
and
it's
really
important
for
both
of
them
to
have
trust.
A
A
So-
and
this
is
just
one
example,
but
we
were
thinking
what,
if
we
had
like
every
couple
of
weeks,
a
board
with
all
the
results
that
people
could
come
together
and
say
like.
Oh,
I
think
this
person
should
have
more.
I
think
this
person
should
have
less,
I
think
the
impact
hours
for
who
already
came
to
a
session.
We
kind
of
do
that
in
the
end
collectively-
and
we
were
wondering
like-
is
that
something
interesting
to
open
for
more
people
and
to
have
like
a
moment
to
look
into
this
together?
A
A
Yeah,
I
was
thinking
if
it
would
be
interesting
for
that
moment
and
praise
quantification
when
we
everyone
that
is
quantifying,
look
at
the
final
results
and
is
like.
Oh,
is
this
like
balanced?
How
is
this
right,
if
it's
interesting
to
open
for
a
larger
group
of
people,
so
so
maybe
people
that
were
under
mind
or
people
that
received
too
much
like
that?
There
is
more
inputs
on
just
that
final
part.
H
H
D
Do
you
think,
there's
a
technical
solution
to
that,
like
some
type
of
like
approval
voting
scheme
that
people
can
use
on
a
certain
time
interval
to
to
vote
on?
You
know
the
quantification
of
praise
and
whether
it's
accurate
and
basically
just
kind
of
correlate
the
public
community
opinions
versus
what
we
have
documented.
H
Yeah
I
mean
that
sounds
cool
so
like
instead
of
having
people
come
in
and
be
part
of
the
tweaking
just
more
like
validating
the
final
results
that
the
that
the
quantifiers
have
I
mean.
That's,
that's
always
nice.
I
mean
I
don't
know
that
it
would
necessarily
I'm
not
conf.
You
know
I.
I
guess
I
have
like
a
voter
apathy
challenge
there,
but
I
I
don't
think
that
it's
always
nice
to.
Even
if
you
know
yeah,
it's
always
nice
to
have
things
be
approved
or
have
things
be
accountable
to
the
public
in
some.
B
B
That's
and
if
you're
asking
this
question
they
they
are
thinking
on
that.
So
I
think
that
that
also
make
people
not
a
controller,
make
the
price
more
fair
and-
and
you
are
not
saying
like
hey
you-
you
have
a
lot
of
impact
that
you
should
not
deserve
and
or
or
the
other
way
you
need.
You
should
have
more
and-
and
I
think
that
can
be
more
controversial.
A
F
Yeah,
it's
just
going
to
say
that
in
many
ways
it
seems
to
me
that
we're,
if
we're
the
the,
if
we're
a
decentralized
community,
you
know
all
we
really
have
a
right
to
is
the
effort
itself.
The
outcome
is,
is
a
byproduct
of
that,
but
it's
not
it's
not
a
thing
that
if
we
stop
and
say,
oh
so
and
so
did
or
such
etc,
he
did
or
she
did.
F
F
D
So
I
don't
know
how
people
feel
about
like
you
know,
and
I
I
don't
know
too
much
about
the
appraised
quantification
system
in
his
current
form.
However,
my
thoughts
around
it
are
centered
around
working
groups
themselves,
because
those
are
the
kind
of
distinguished
functions
of
the
the
tec
in
general
and
having
kind
of
a
a
budget
for
working
impact
hours
for
each
each
working
group.
D
But
that
is
on
the
assumption
that
individuals
are
working
within
one
working
group
and
not
multiple
working
groups
and
that
each
each
group
is
a
tight-knit
community
that
can
account
for
praise
quantification
on
their
own.
And
that
way
praise
comes
from
your
peers
that
you
work
with
on
an
annual
basis
rather
than
you
know
me.
Judging
the
impact
hours
of
somebody
in
the
dev
group
or
the
the
transparency
group
or
the
legal
group
where
I
have
no
justification
to
give
praise
or
deny
praise.
D
A
A
A
A
A
I
I
We
had
the
second
round
of
fake
tokens,
distribution
and
we're
reaching
the
point
where
everything
is
just
about
ready
to
test
it.
Okay,
so
the
tool
is
ready
and
it's
measuring,
I'm
not
saying
it's
measuring
perfectly,
but
it's
measuring
and
and
the
results
coming
out
are
more
or
less
reasonable
and
and
and
we
are
seeing
what
we
were
expecting
to
see
now
once
once
we
have
the
tool
ready
it's
about
it's
about
the
community
to
decide.
How
do
we
wanna?
I
I
I
A
I
I
So
anyone
can
check
after
a
few
weeks
and
figure
out
what
happened
in
that
specific
week
and
who
got
what
and
you
know,
and
everything
is
going
to
be
there,
because
if
we,
if
we
just
keep
the
charts
on
a
dynamic
way,
we
lose
somehow
we
lose
some
of
the
information.
So
we
prefer
to
just
have
snapshots
of
every
distribution
and
post
them
on
the
forum,
but
also
that
can
be
changed
in
the
future.
A
A
A
A
C
I
think
it's
very
important
to
work
on
a
criteria
that
is
that
can
be
the
same
for
everyone,
so
I
think
maybe
I
can
work
with
sep
around
that
that
they
are
working
around
the
criteria
of
transparency
with
ivy.
So
I
think
I
can.
I
can
jump
into
that
because
I
think
if
we
have
this
criteria,
we
we
can
have
like
credibleness
of
this
criteria.
That
applies
to
everyone
and
I
will
pass
to
jake.
J
Sorry
yeah,
so
I
am
always
trying
to
like
I'm
just
gonna
kind
of
honestly,
I'm
gonna
kind
of
just
continue
what
I'm
doing,
because
the
like,
I
said
you
know,
the
cultural
thing
is
the
biggest
thing
and
you
have
to
initial.
So
I'm
still
getting
used
to
d52
anyways,
because
you
know
initially,
you
have
to
make
sure
people
understand
that
it's
okay
to
ask
for
help.
J
There's
no
reason
why
you
can't
ask
for
help,
because
the
worst
thing-
and
you
see
I
saw
this
all
the
time-
was
that
you,
if
you
create
an
atmosphere
where
people
are
afraid
to
fail,
then
they
will
never
ask
for
help
they'll
be
too
scared
to,
because
they'll
think
that
you
think
they
can't
succeed,
and
you
also.
At
the
same
time,
though
you
you
know,
people
got
to
get
their
own
done.
You
can't
turn
into
this.
J
Just
getting
other
people
always
doing
someone
else,
there's
a
thin
line
there,
but
you
have
to
create
an
atmosphere
where
people
can
can
ask
for
help.
So
it's
important
to
have,
for
instance,
stewards
or
you
know
others
other
people
in
different
positions
that
they
can
go
out
and
and
you
like,
so
we
would
always
walk
around
the
rig
and
you
got
to
check
on
people
hey.
J
What's
going
on
man
how's
that
coming
and
it's
all
in
the
matter
of
how
you
do
it,
but
you
got
to
hold
them
accountable
and
also
know
if
they
need
help
or
if
they're
doing
too
much
then
get
them
help
be
like
hey.
Why
don't
we
send
this
other
guy
over
there?
It's
okay
man,
we'll
just
we
got
to
get
that
done.
It
looks
like
you
need
help,
that's
not
his
fault,
it
doesn't
mean
he
can't
do
it.
J
B
I
love
the
idea
of
fun
of
doing
a
call
together.
I
think
two
brands
think
better
than
one,
and
I
think
we
both
together
can
come
bring
a
mutual
accountability
practice.
I
think
it
should
be
here
in
the
next
cup
call
and
yeah.
I
really
love
the
the
things
we
were
saying
before,
like
we
have
to
create
an
environment
of
of
cultural
accountability.
I
think
that's
so
important
and
so
great
I'll
pass
it
to
others.
F
So
I
I
would
like
to
kind
of
understand
how
it's
kind
of
a
three-part
thing:
there's
the
creation
of
trust,
there's
the
the
the
accountability
in
the
middle
and
then
the
conflict
resolution.
At
the
end
and
in
many
ways
a
conflict
resolution
is
going
to
be
a
failure
to
do
the
first
two
parts,
in
my
view.
F
They
all
seem
to
me
to
be
a
part
of
sort
of
one
sort
of
process
of
trust,
creation,
accountability
and
conflict
resolution.
So
it
may
be,
it
may
make
sense
to
reorganize
them,
rename
them
or
something
according
to
the
practical
outcomes
of
that
or
the
practical
needs.
If
we're
going
to
ask
that
we're
incent
aligning
incentives
for
all
the
products
that
we
created
for
all
the
token
engineers
that
we're
educating,
it
seems
to
me
that
we
should
properly
align
our
incentives
and
our
our
cultural
thing
around
the.