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From YouTube: TEC Sprint 38 Planning - TEC Roadmap & Narrative
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B
A
Yeah-
and
this
is
something
that
I've
I
put
a
lot
of
thought
in
in
terms
of
like
what
does
it
mean
to
provide
these
services
and,
like
you
know,
if
you're
going
to
provide
these
services
for
a
fee?
Where
should
that
money
go
and
in
my
opinion
it
should
go
to
the
people
that
are
actually
performing
that
work
right,
but
it's
like
how
do
you
generate
revenue
either
for
gravity
or
for
the
tec,
and
I
don't
think
either
of
those
things
are
very
feasible.
A
You
could
probably
mandate
that
they
have
to
use
tec
to
purchase
those
services.
That's
about
all
you
can
do
you
know.
You
know.
B
B
We
want
to
to
to
launch
a
token,
so
I
think
that
we
could
somehow,
within
the
design
of
the
token,
somehow
recognize
or
give
a
small
amount
to
the
tc.
A
B
A
B
C
D
C
To
lose
a
bonding
curve
with
tie
yeah
and
then
like
the
common
pool,
will
have
new
tones,
which
is
like
probably
the
name
of
the
token.
A
See
I
think
this
is
where,
like
most
of
the
tc,
has
very
very
different
views
on
it
because,
like
I
think
that
the
tc
token
needs
to
find
utility,
if
it's
going
to
succeed,
I
think
starting
gravity
while
gravity
is
then
like
a
standalone
organization
can
work.
I
think
it
would
come
at
the
cost
of
the
tec.
You
know
what
I'm
saying.
A
A
A
Yep
you'd
have
to
set
rules
around
it,
but
as
long
as
that
that
governance
swap
happens,
the
we
integrate
the
services
that
we
provide
to
token
engineering
projects
like
gravity
or
comms
to
that
group,
and
so,
if
they
want
both
services,
they'd
have
to
do
a
larger
swap.
A
We
diversify
the
assets
that
we
have
we're
holding
and
we
could
have
a
lot
more
upside
in
terms
of
you
know
like.
If
we
went
to
bankless
down,
we
did
a
swap
with
them.
A
We
would
get
exposure
to
their
token
price
and
all
that
so
in
the
long
term,
it
helps
out
a
lot
but
yeah
I
mean
I
get
what
you're
saying
it
doesn't
creep.
Yeah
revenue
immediately.
C
A
C
A
C
A
And
that
sucks,
yep,
yeah
and
so
yeah,
that's
a
thing
that
we're
battling
in
the
trying
to
deal
with
this
treasury
stuff
right
now,
but
yeah
there's
there's
some
things
that
we
just.
We
need
to
figure
out
in
terms
of
like
how
how
we
make
tec
work
really
well
with
these
services.
A
I
think
that
the
boundaries
between
services
provided
by
gravity
and
tc
is
really
hard,
because
it's
like
at
what
point?
Are
you
no
longer?
You
know
wonka
what
point
at
what
point?
Are
you
no
longer
part
of
the
dec
you're
just
gravity,
you
know
and
does
it
matter?
Is
it
doesn't
matter
that
you're
not
part
of
the
tc?
Does
it
matter
that
you're
not
using
the
tec
economy
anymore,
and
so
those
are
questions
they're,
like
I,
don't
know
really
at
the
heart
of
it,.
B
Yeah,
let's,
let's
dive
on
this-
and
I
love
to
be
talking
about
this
with
you
nate
I
mean
I,
I
haven't
had
this
conversation
with
you
like
this
and
it's
super
interesting
to
hear
other
opinion
other
boys.
I
think
that.
B
Really
there
there's
no
competition
and
at
any
point
and
that
we
can
have
like
those
boundaries
that
are
porous
enough
to
have
like
good
interaction
but
at
the
same
time,
finding
a
way
for
for
each
thing
to
have
its
own
identity.
A
A
C
C
A
It's
like
we,
I
don't
know,
there's
a
lot
of
things
about
it
that
are
difficult,
but
but
yeah
I
wouldn't
mind
contributing
to
that
boundaries
between
services
provided
by
gravity
and
tdc.
I
think
it's
issue
1273,
so
yeah.
B
Also,
all
that
is
very
related
to
our
idea
of
having
our
own.
I
don't
know
I.
I
was
also
always
thinking
like
yeah,
maybe
giving
some
of
our
tokens
to
the
tc,
like
as
a
retroactive
of
the
proposals
that
we
have
been
receiving
from
them
yeah,
and
I'm
also
having
a
pool
of
the
token
that
and
and
may,
and
the
the
clients
of
gravity
paying
gravity
in
tc
in
in
the
gravity
token,
but
yeah
it
would
be
also
really
cool
to
find.
B
A
A
I
mean
and
that's
actually
an
interesting
approach
to
it
like,
as
in
like
you
start
your
own
token,
you
find
external
capital
from
other
organizations
and
then
say
you
know.
20
of
the
initial
token
supply
goes
to
the
tech
and
as
like,
a
retroactive
thing
of
like
hey
you're
you're.
Not
only
we're
not
only
paying
you
back,
but
here's
some
governance
tokens
within
gravity
to
help
influence
the
future
of
what
we're
trying
to
do.
C
I
was
just
going
to
say
like
like
it
should
be
done
with
conviction
voting,
because
the
the
way
like
I'm
trying
to
you
know
I'm
working
with
sam
to
build
this
token,
and
the
idea
is
like
you
know,
we
are
not
going
to
have
a
hash
which
means
like
we
are
not
going
to
ask
people
to
earn
money,
so
we're
kind
of
trying
to
have
like
a
model
where
we
have
like
the
bonding
curve,
like
with
100
reserve,
and
then
we
can
just
modify.
C
With
a
doubling
code
and
that
would
immediately
give
to
all
the
gravity
owners
a
profit
and
then
you
know
that's
the
mechanism,
we're
trying.
I
mean
it's
still
very
early
stage.
We
need
to
get
so
much
feedback
on
gravity,
but
the.
A
A
C
C
A
Yeah-
and
I
think
this
is
where,
like
a
road
map,
will
help
a
lot.
I
think
that
should
be
our
first
priority.
To
be
honest
with
you,
this
is
something
that
I
got
to
add
to
this
sprint
that
came
from
our
sprint
retro,
but
having
a
road
map
understanding
like
what
are
the
objectives
of
our
working
groups
as
a
whole.
A
You
know,
where
are
we
heading,
because
I
mean
even
gravity
like
or
even
transparency
too
like
there?
There
are
some
options
here
to
fully
pivot
into
developing
these
service
styles
and
almost
every
working
group,
and
if
we
can
figure
out
the
right
model
for
that,
I
think
we'll
be
okay,
but
we
just
have
to
figure
out
a
model
that
works
and
what
services
we
can
provide
and
who
to
provide
them
to.
C
A
Documentation
well
yeah,
yeah
and-
and
I
guess
the
the
big
thing
that
you
have
is
products
though
you
know
like
we
have
you
know
you
have
you
have
this
kind
of
aggregate,
comprehensive
suite
of
things
that
make
transparency
transparent?
You
know,
I'm
saying,
like
you
have
your
bots,
you
have
your
documentation
practices,
you
have.
You
know
the
recorders.
You
have
the
upload
like
documenting
that
entire
process
and
and
packaging
them
into
to
a
product.
I
think,
could
be
a
way
to
do
that
within
transparency,
but
still
someone.
C
Needs
to
do
it,
what
I
mean
is
like,
even
if
you
package
it
and
you
know
okay,
this
is
what
transparency
does
and
then
someone,
let's
say,
buys
it,
but
then
they
need
to
to
pay
to
someone
to
do
recordings
to
someone
to
do
this.
Oh.
A
No,
but
I
mean
like
you:
let
the
organizations
do
that.
All
I'm
saying
is,
like
you
say:
okay,
we
have
these
bots.
We
have
these
processes
and
we're
going
to
come
in
and
provide
you
and
maybe
even
teach
your
organization
how
to
do
it
and
after
that,
it's
up
to
them.
You
know
you're,
just
saying
here
we'll
we'll
help
you
implement
these
bots
in
your
discord,
we'll
help
you
set
up
your
recorder,
we'll
tell
you
exactly
what
to
do.
Okay,
but
then.
A
C
D
A
Yeah,
but
I'm
saying
like
so
if
a
token
engineering
project
comes
to
the
tec
and
they
say:
okay,
we
want
to
be
matched
with
some
token
engineers.
We
want
to
hire
some
token
engineers,
but
we
also
want
to
employ
these
services
to
make
our
dow
ready
to
go
our
project
ready
to
to
rock
and
roll
and
then
the
most
you
know
tested
way
possible.
That
means
including
gravity.
It
means
including
transparency.
A
A
This
is
how
you
teach
this,
how
you
do
it
and
then
we
back
off
and
go
to
the
next
one,
because
the
demand
is
there,
there's
so
many
token
engineering
projects
that
come
to
us
already
that
they
have
no
idea
what
they're
doing
they
want
to
start
a
dow.
They
want
to
start
a
project,
and
we
have
these
types
of
things.
We
just
need
to
learn
how
to
package
them
as
services
or
products
and
and
and
basically
sell
them,
and
so
like.
A
I
think
that
if
we
kind
of
come
onto
this
like
same
page,
where
we're
like
okay,
our
role
right
now
is
to
help
out
token
engineering
projects
that
are
wanting
to
start
off
and
give
them
what
they
need
to
succeed.
Then
we
can
make
some
good
money
we'll
keep
that
tec,
economy,
rolling
and
and
things
will
head
in
the
right
direction,
but
I
think
that
we
really
got
to
focus
on
each
working
group
finding
out
what
they
can
offer.
A
A
C
A
C
Yeah,
I
agree
on
that,
but
then
what
I'm
trying
to
say
is
like
whoever
wants
to
build
it
out,
then
they
would
have
to
have
like
their
own
safety
or
their
own
bear
their
own
iv.
You
know.
A
A
Community,
like
they
need
to
find
their
own
cad
cat
people
to
to
handle
that
stuff,
we're
not
going
to
provide
that
it's
just
if
you're
starting
off
a
project.
Let's
you
know,
okay,
we
have
the
tools.
We
have
the
infrastructure
ready
to
go
all
we
all.
We
can
go
in
there
for
two
week
period,
help
you
set
things
up,
teach
you
how
to
use
it
and
teach
you
how
to
be
as
transparent
as
possible.
A
C
C
So,
as
I
mean,
I
should
say
like
you're
doing
this
and
then
you're
gonna
focus
on
other
things
that
you
could
be
doing
yeah,
I
just
to
say
like
I
think
we
should
be.
You
know,
take
the
good
fights
like
there's.
C
A
D
C
A
A
Well,
I
mean,
I
think,
taking
money
from
the
common
pools,
not
modifying
the
system.
I
mean
it
is
a
little
bit,
but
you
just
have
less
to
work
with,
but
I
do
think
the
treasury
is
going
to
be
very,
very
important,
regardless
of
like
you
know
how
much
we
get
from
the
common
pool
right
now.
A
C
C
A
Yeah,
so
that
that's
a
kind
of
the
conversation
that
we're
having
right
now
is
what
we
should
do
with
the
revenue
that
we
do
make
from
the
treasury
and
do
we
buy
back
tec
tokens?
Do
we
send
it
to
the
reward
system?
Do
we
you
know,
because,
because
right
now,
what
we
want
to
try
to
do
is
maintain
the
operations
here.
We
want
people
to
be
rewarded
for
their
contributions.
A
C
A
C
A
We
just
we
have
to
figure
out
the
model
to
generate
revenue,
and
I
think
that
is
providing
te
services
to
te
projects
that
come
in
asking
for
it,
because
the
demand
is
there
once
we
do
that
we
have
economic
velocity
on
the
abc
start,
generating
funds
for
the
common
pool.
We
have
a
treasury
to
supplement
that,
and
that
is
the
game
plan
going
forward.
But
getting
everybody
on
page
with
that
type
of
vision
is
very
difficult.
A
We
have
to
come
to
consensus
because
everybody
has
a
different
idea
of
the
organizational
direction
that
we
want
to
go,
and
so
this
is
something
that
you
know
when
we
look
at
the
forum
and
trent
comes
on
and
says:
hey,
you
know
we,
we
have
to
start
learning
how
to
make
money.
We
have
to
start
a
treasury
and
we
have
to
put
in
urine
and
earn
this
money,
and
it's
like
well
yeah,
but
but
don't
expect
that
to
be
the
saving
grace
of
the
ttc
economy.
A
It's
just
not
going
to
happen
and
so
managing
those
types
of
expectations
in
the
short
term,
but
also
preparing
ourselves
for
long-term
growth
is
very
difficult
conversation
to
have,
and
I
don't
want
to
rock
the
boat
to
the
point
where
people
are
just
abandoning
because
they
think
it's
all
going
to
fail,
and
so
these
are
very
difficult
conversations
to
have-
and
it's
very
you
know,
I'm
just
trying
to
balance
that
when
it
comes
to
working
sample,
hey
triggerdos,.
C
I
was
just
going
to
say
like
also
like
the
timing
is,
like
you
know,
it's
deep
discussions,
but
then
people
is
kind
of
okay,
like
a
lot
of
tc
folks
are
attending
burning
man,
which
means
like
one
month
out
like
you
know
me
mitch,
lauren
grief,
chewie,
probably
tom
is
attending
bernie
man,
I
don't
know
a
lot
of,
and
I
I
don't
know
like.
I
feel
like
I'd
like
to
be
part
of
the
discussion,
but
right
now
I
feel
like
I'm
pretty.
I
have
a
lot
of
as
everyone.
A
A
A
I
think
we've
been
on
all
separate
pages
for
quite
a
long
time
now,
and
I
think
the
most
beneficial
thing
we
can
do
is
develop
this
roadmap
together
and
say:
okay,
this
is
the
objective.
This
is
what
we're
going
for.
Let's
just
go
and
execute
yeah.
Okay,
yeah
I
mean.
C
A
If
you
have
any
time,
I
would
say
that
I
would
like
to
start
a
road
map
document
to
really
start
talking
about
this,
because
this
is
a
like
priority
number
one
in
my
opinion,
but
I
don't
know
if
you
have
any
other
thoughts
around
the
road
map
stuff
for
now.
What
our.
A
C
A
C
A
C
A
You
want
to
last
the
long
term.
You
need
to
know
how
to
manage
those
functions,
especially
in
a
decentralized
way,
and
so
I
think
we
can
really
try
to
pioneer
the
way
we
manage,
because
right
now,
a
lot
of
the
treasuries
that
are
managed
in
other
dials
they're
done
internally
by
a
small
group
of
people
who
make
all
the
decisions
that
are
professionals
almost
like
they're,
these
types
of
decisions,
and
they
they
do
it
behind
closed
doors.
And
I
think
this
is
the
wrong
way
to
do.
It.
A
They're
compensated
internally,
and
I
think
that
in
the
future,
we're
gonna
have
to
have
a
way
for
a
large
group
of
people
to
be
able
to
have
input
and
decision
making
around
treasury
management,
and
that
does
not
exist
right
now,
and
so
I
think
one
of
the
core
principles
of
what
we're
trying
to
do
in
sampo
and
the
treasury
management
group
is
that
we're
trying
to
figure
out
a
way
to
implement
a
governance
structure
that
allows
this
treasury
to
be
managed
collectively
by
the
entire
community.
A
That
has
a
say
so
and
different
investment
strategies
that
has
a
say-so
to
allocate
money
towards.
Whatever
they
want
to
allocate
it
towards
to
help
supplement
this
dec
economy
in
the
short
term,
because
this
is
this
economic
development
period
where
we
have
this
economy,
that
is
very
nascent,
we're
not
sure
exactly
how
it's
going
to
incorporate
within
the
token
engineering
projects
that
we
do
have.
But
when
we
do,
it
will
work.
We
have
to
have
these
treasury
management
functions
available
and
operational
if
we're
going
to
have
the
long
term
growth.
A
C
But
basically
like
that's,
also
I'm
working
right
now
and
then
collaborating
with
blossom
labs
and
one
hive
like
and
then
the
ttc,
like
I'm
doing,
tc
part
the
with
aragon.
Like
the
idea
is,
you
know
they
have
like
all
this
treasury
and
they
have
it
in
a
multisig
where
the
board
has
access,
and
then
this
is
like
the
community
is
being
pissed
off
and
then
now
they
are
making
boats
like
to
send.
They
have
like
200
million,
and
they
want
to
send
all
this
money
away.
A
C
The
multisig
to
the
total
voting
platform
and
then
what
the
dtc
will
be
doing
is
like
having
education,
we
already
building
a
dashboard
for
them
with
general
magic,
and
then
we
will
have
like
around
parts
and
stuff
like
you
know,
then
yeah
like
what
I'm
trying
to
say
like
we
don't
want
to
become
what
our
one
is
before.
A
C
A
Agree,
yeah
and
but
that's
the
thing
like
we
do
have
gravity
here
and
we
do
have
these
things
where
we
can.
We
have
case
studies
that
we're
looking
at
one
hive,
especially
like
that's
an
example.
What
did
they
do
wrong
in
terms
of
how
they
conveyed
their
message,
how
they
communicated
their
treasury
management
and
how
they
incorporated
the
rest
of
the
community
in
those
decisions?
And
I
think
if
we
can
do
this
correctly,
it
will
take
some
time,
but
it
does
need
support.
A
You
know
if
I
come
to
the
the
forum
right
now
with
this
policy
document
that
I've
that
I
have-
and
it's
just
you
know,
you
know
it's
really
hard,
because
even
the
feedback
that
I've
got
you
know
half
the
people
want
to
do
absolutely
nothing
and
then
half
the
people
just
want
to
throw
all
of
our
money
into
aggressive
funds
or
crowdsource
funds
from
other
organizations
to
manage
on
our
bit,
and
it's
just
like.
Neither
of
these
are
very
feasible
like
like
we
can't
do
these
things
like.
A
E
Is
that's
covered
by
the
advice
process,
so
we've
we
can
have
a
big
crowd
and
we
can
still
have
all
the
advice
of
those
experts,
because
we'll
just
do
advice
process
on
that,
so,
instead
of
it
being
managed
centrally
by
those
people,
we
just
have
advice
process
from
those
same
professional
people
and
they
will
do
we'll.
Do
treasury
management
parties
we'll
all
figure
out
what
the
parameters
are
and
we'll
all
inform
each
other
and
we'll
just
go
at
it.
E
In
the
same
way,
we've
been
going
at
all
of
the
other
decisions
that
we've
made
that
doesn't
seem
to
do
a
sample
party-
everybody's
okay,
I
don't
even
know
what
sampo
means,
but
anyway,
so
yeah.
Let's
just
do
a
treasury
management
party,
so
everyone
knows
what's
going
on.
Why?
Wouldn't
we
do
that?
That
doesn't
make
sense?
We've
got
advice
process.
We've
already
done
this
kind
of
thing
before
so,
let's
just
do
it
like
that.
E
The
other
part
is,
is
that
so
there's
a
couple
of
working
groups
in
here
they're
calling
themselves
doubt
we're
you
know
wonka
and
I
are-
are
basically
working
on
launching
up
and
out
of
the
the
tec.
So
that
does
a
few
things
number
one:
it
stops
costing
the
tec
money
at
some
point
right,
we're
working
on
that,
but
I
don't
see
that
that
kind
of
concrete
plan
is
happening
necessarily
with
the
other
group
calling
itself
dao,
which
is
the
cobs
down
right.
E
At
the
same
time,
it's
it's
also
possible
that
you
know
so
so
maybe
it
could
be
that
just
by
taking
two
major
sources
of
of
revenue
that
you've
been
having
to
fund
up
and
out
get
them
to
have
their
own
economies,
and
you
know
launch
that
way
might
actually
help
to
reduce
costs
for
the
tec,
and
maybe
it
is
that
you
know.
E
All
of
that
is
a
positive
thing
right.
So
the
tec
gives
birth
to
other
things
that
are
culturally.
You
know
related
in
some
kind
of
sense,
but
at
the
same
time
I
actually
don't
see
that
the
comms
dow
is
functional
enough
to
do
the
thing
which
you
guys
are
actually
talking
about.
In
terms
of
it's
been
my
observation,
that
in
decentralized
groups
that
the
message
becomes
very
decentralized
too
and
that's
the
worst
possible
thing
that
you
can
do
for
driving
up
your
price
or
promoting
your
token
or
any
of
that
stuff.
E
It's-
and
I
was
talking
to
wonka
about
this
in
terms
of
gravity.
You
know
one
of
the
most
important
things
for
me
is
that
we
have
a
cohesive
inner
narrative
and,
and
every
person
has
to
go
through
some
kind
of
transformational
thing.
E
We
as
a
group
have
to
go
through
a
transformational
thing
and
then
that's
why
I'm
forcing
us
to
do
the
focus
matrix
stuff
and
all
of
that,
so
that
we
know
who
we
are,
and
everyone
goes
oh
hell,
yes,
and
then,
then
we
build
everything
else
on
top
of
whatever
that
narrative
is,
and-
and
my
point
about
this
is
that
I
I
recently
took
a
azure
database
training
for
my
regular
job.
E
What
was
amazing
about
it
was
you
could
see
that
what
they
did
was
they
figured
out
what
the
entire
pro
narrative
the
problem
narrative
right
of
the
of
the
the
people
that
they
were
serving
database
administrators
and
people
like
that
right
and
then
they
had
the
solution
narrative
and
then
they
had
a
group
of
technical
things
that
were
built
on
top
to
match
both
the
problem
and
the
solution.
Narratives,
and
it
was
all
perfectly
cohesive.
E
E
So
you
know
you
can
have
one
of
the
most
technical
things
as
possible
to
be
in
the
computer
space,
which
is
a
database
administrator
and
still
serve
your
narrative
right,
and
I
think
this
is
just
the
thing
that
we
just
don't
do
well
and
despite
having
a
group
of
people
called
the
comps
dow
inside
of
you
know
that
we
still
just
don't.
Do
it
very
well
right,
yeah,
yeah,.
A
So
that's
standards
and
best
practices
and
like
professionalizing,
the
services
that
you're
providing
and
that's
the
yeah
like
you
said
that
that
is
the
hard
part
and,
I
think
gravity
you
guys
are
doing
a
really
good
job
of
like
professionalizing
the
services
that
you're
providing.
However,
like
I
think
the
other
aspect
of
that
is
like,
where
does
you
know
the
big
question
and
is?
Is
where
does
the
tec
economy
come
into
that
that
process?
And
what's
your
service
being
provided
and
yeah
yeah
and.
E
The
economy
serves
the
the
narrative
right,
so
so
I
mean,
without
a
narrative,
you
don't
have
an
economy.
What
would
be
the
point
of
anyone
coming
right,
yep?
So
so
why
are
we
all
here?
What
are
we
all
doing
right,
and
so
what
is
that
underlying
narrative-
and
I
I'm
talking
about
this
for
two
years-
you
know,
but
but
you.
E
Just
it's
like
I'm
not
trying
to
give.
You
know
anybody
a
hard
time,
but
I
this
is
just
it's
not
just
a
problem
here.
I've
I've
been
other
dowels
that
have
exactly
the
same
communication
problem
of
because
they're
they
don't.
They
don't
see
it
in
terms
of
narrative.
So
all
I'm
trying
to
say
is
that
I'm
going
to
do
a
thing
with
our
guy
for
the
operations
management
thing
where
I'm
going
to
talk
about
narrative,
construction
and
deconstruction
and
I'd
like
you
know
some
of
the
stewards
to
come
to
that
as
well.
A
E
A
Think
that
this
would
be
really
valuable
in
terms
of
developing
a
roadmap
as
well
kind
of
constructing
that
narrative
of
like
where
we're
heading
as
as
a
team
as
it
or
not.
Even
an
organization
like
I
keep
coming
back
to
this
idea
of,
like
think
less,
like
an
organization,
think
more
like
a
commons.
How
do
we?
How
do
we
start
to
think
as
an
as
an
economy
as
a
token,
and
how
do
we
provide
the
services
that
we've
all
had
like?
A
A
And
so
I
don't
know-
and
maybe
maybe
we
can
maybe
we
can
host
this
like
a
narrative
creation
session
for
this
road
map.
I
don't
know
if
you
would
be
interested
in
helping
out
with
that,
but
we've
really
got
to
be
on
get
on
the
same
page
with
everybody
all
the
working
groups.
E
Well,
and
and
here's
the
here's,
the
difficulty
with
my
approach
is
that
I
actually
require
you
to
to
change
yeah.
I
require
you
to
learn
something
you
we.
This
is
not
just
about
a
website.
This
is
an
interactive
process
where
you
internally
figure
out
how
the
tools
work
and
how
the
complexities
are
and
what
a
narrative
is.
How
do
you
construct
it?
How
do
you
deconstruct
it?
I
have
tools
that
simplify
that
process,
but
no
matter
what
I
do,
it's
still
a
complicated
process.
E
One's
been
with
me
from
the
beginning
with
this,
and
still
it's
still
still
a
challenge
for
everybody
right,
and
so
I
I
don't
know
any
other
way
to
do
this
other
than
to
coach
you
into
it
and
and
especially
in
the
decentralized
space.
It's
one
thing:
if
I
have
a
client
that
says,
look
you're
the
expert,
whatever
you
say
you
go
identify
the
narratives.
You
go
figure
all
that
out.
That's
why
I'm
paying
you,
then
I
charge
that
person
more
money.
E
Do
you
know
what
I
mean
because
I'm
doing
100
of
that,
but
that
just
has
no
place
at
all
in
a
decentralized
space.
The
only
thing
step,
one
step:
zero
is
educating
and
making
the
people
participating
in
the
thing
change
and
learn
how
narratives
are
constructed
so
that
they
can
think
about
it
in
in
terms
of
that,
and
only
when
everyone's
like,
oh
well
now,
I
understand
why
this
is
important,
because
I
just
won't
construct
a
website
without
having
gone
through
the
process
with
the
group
right
and
so
even
with
the
gravity
dao.
E
The
reason
why
we're
taking
weeks
to
create
all
of
this
information
is
is
because
the
75
percent
of
the
work
is
in
in
doing
that.
It's
only
25
is
in
the
creation
of
it.
Do
you
know
what
I
mean,
and
then
you
can
phase
it
out,
and
then
you
end
up
with
a
roadmap,
and
you
can
then
match
the
the
roadmap
of
your
website
to
the
roadmap
of
how
gravity
dao
is
spooling
up
and
out
of
the
tec,
for
example.
E
A
I'm
gonna
ask
this
question
real
quick.
Do
you
think
a
problem
with
with
those
efforts
is
because
of
the
organization
of
our
technical
human
capital
that
the
people
who
are
able
to
develop
websites
who
are
able
to
develop
the
infrastructure
and
the
tools
are
very
hard
to
organize
like
like?
Do
you
think
if
we
had
a
better
organization
around
our
technical
development
teams
and
they
weren't
so
dispersed
among
so
many
different
projects
that
we'd
be
more
effective.
E
I
think
that
that
we
as
an
organization
need
to
decide
that
everything
serves
the
narrative
and
so
that
the
way
we
talk
about
this
culturally
and
internally
is
is
that
okay,
billy
joe
jim
bob
you've
got
some
technical
skills
and
you
can
make
a
website,
but
there's
a
very
different
thing
from
having
the
technical
skill
to
create
a
website
to
being
able
to
to
create
and
generate
the
the
connector
from
the
the
business
need.
The
narrative
of
the
business
need
to
the
underlying
technical
stuff
right
and
that's
like
an
architectural
question.
E
E
C
E
The
way
that
the
tec
works
is
we've
got
all
these
individual
blocks
of
different
people
with
different
things
and
they're
all
trying
to
talk
to
each
other
like
an
object,
oriented
thing
we're
not
doing
that
in
the
gravity
thing
it's
all
in
one
bucket.
You
know
what
I'm
saying
and
we're
designing
our
way
around
it.
Some
of
these
things
we'll
do
first,
some
of
these
things
we'll
do.
Second,
some
of
those
things
will
do
third,
but
it's
all
still
going
to
be
in
this
cohesive
thing
and
the
website
is
the
primary
thing.
E
That's
going
to
focus
down
on
all
of
that,
and
in
order
to
do
that,
the
the
website
has
to
serve
a
narrative.
The
hubspot
needs
to
serve
a
narrative.
The
video
production
has
to
serve
the
narrative.
It's
the
narrative,
the
narrative,
the
narrative,
the
narrative,
the
narrative,
I'm
just
gonna,
keep
saying
it.
There's
only
one
thing
you
care
about.
The
way
you
serve
the
narrative
is
all
of
these
different
things,
even
the
way
the
comms
now
does.
It
is
intrinsically
broken
because
they
have
all
of
these
different
groups,
but
none
of
them
are
talking
about.
E
E
Narrative
is
the
container
and
it
can't
be
otherwise
if
you
do
it
otherwise,
then
your
narrative
becomes
fragmented
because
now
you've
got,
you
know,
gravity
competing
with
you
know
and
and
the
team
you
can
see.
We,
we
have
a
decentralized
thing
right,
but
the
team
has
its
own
narrative.
The
gravity
has
its
own
narrative,
omega
has
its
own
narrative,
and-
and
here
I
am
sitting
there
going
geez.
I
wish
that
the
stewards
heard
this
thing
that
the
gravity
people
said
or
this
I
wish
the
stewards.
E
You
would
hear
this
thing
that
the
the
omega
t
group
just
said.
I
wish
that
like.
When
do
we
ever
talk
about
ethics?
You
know
in
stewart's
meeting
I
don't.
I
don't
hear
that
we
talk
about
how
we
do
it,
but
we
don't
talk
about
the
specifics
of
it.
You
have
to
drill
right
down
into
that.
What
are
the
fundamental
principles
of
it?
Number
one,
the
stuff
you
don't
do
number
two
is
the
stuff.
E
You
actually
do
do
the
only
thing
we
talk
about
in
stewards
meetings
or
in
any
other
working
group
is
what
do
we
do?
We
never
talk
about
what
it
is
that
we
don't
do,
and
that
means
we're
not
an
ethical
organization,
even
though
we're
talking
about
how
we
are
yeah.
Do
you
see
what
I'm
saying,
and
so,
if
you
thought
about
it,
narratively
you
would
go
all
we
ever
do
is
talk
about
the
doing,
and
we
never
talk
about
what
we
don't
do
right.
E
But
if
you
were
serving
the
narrative,
you
would
know
there
it
to
be
ethical.
You
have
to
have
both
pieces
and
both
need
to
be
talked
about
in
an
equal
fashion.
So
this
is
my
y.
So
that's
just
my
observation
so
that
we
have
our
attention,
I
think,
and
slightly
in
the
wrong
place
in
terms
of
that
and
for
the
tec
and
I'm
trying
not
to
make
the
same
mistake
with
gravity.
A
No
yeah
and
I
think,
that's
extremely
valuable,
and
you
know
it
sucks
that
it's
taken
us
this
long
to
start
to
come
around
to
that
that
that
notion,
but
I
do
think
you
know
with
this
road
map
yeah,
I'm
gonna
make
this
a
priority.
A
I
have
to
finish
this
treasury
policy,
but
I
think
having
a
road
map
and
kind
of
framing,
let's
start
the
narrative.
Let's
start
building
that
container,
I
think,
is
a
really
good
point,
because
yeah
it'll
guide
everything
else
because
you're
right
everybody,
every
working
group
is
kind
of
doing
their
own
thing
in
their
own
way,
and
it's
not
a
cohesive
approach
towards
what
we're
trying
to
do
as
a
whole.
A
C
Can
I
say
something
totally
in
the
other
way
yeah
like
when
you
see
a
like
tcm
used
to
be
an
economy,
and
then
you
know
working
groups
or
whatever
could
be
like
companies
or
I
don't
know,
but
then
it's
like
everyone
is
doing
their
own
thing
and
then
it's
okay,
like
everyone,
is
doing
their
own
thing.
As
long
as
you
know,
at
the
end
of
the
day
like
the
economy
is,
is
working
as
expected.
It's
like.
A
A
Durgados
is
saying
is
that
you
know
those
those
efforts
need
to
be
fit
with
inside
this
kind
of
cohesive
narrative
of
what
we're
trying
to
accomplish,
and
I
think
that
you
know
if,
if
gravity
is
trying
to
help,
you
know
aragon
down
with
with
conflict
management.
They
need
to
have
a
good
sense
of
like
what
other
working
groups
are
doing
and
and
like
this
comprehensive
goal
that
we
have
where
it's
like.
A
Okay,
not
only
are
we
providing
conflict
management,
but
we're
also
pr
providing
transparency,
we're
also
providing
ethical
framework,
and
how
do
these
things
fit
into
what
we're
doing-
and
I
think
that
is
what
is
missing
from
this,
because
if
we
start
to
look
at
this
as
an
entire
comprehensive
package
of
services
and
products
that
we're
offering
te
projects
that
come
to
the
space,
who
would
you
like
and
I'll
keep
saying
the
demand?
Is
there
the
demand
for
these
services
and
these
products
are
there?
A
People
want
to
start
a
dial,
they
want
to
start
a
pr
te
project
and
if
they
can
come
to
the
tec
and
know
that
when
they
pay
for
our
services
and
products
that
we're
going
to
go
in
there,
we're
going
to
be
professional,
we're
going
to
have
standardized
procedures
and
infrastructure
tools
that
they
can
use
and
implement.
Then
we're
going
to
have
a
lot
more
services
and
a
lot
more
revenue
coming
in
and
that
or
we
can
just
drive
things
towards
the
dec
economy
rather
than
you
know.
A
Trying
to
do
these
disparate
kind
of
efforts
towards
making
money
that
are
inefficient
and
not
kind
of
this
whole
package
deal.
I
I
think
that
if
you.
E
If
you
sorry,
if
you,
if
you
take
a
look
at
the
two
halves
of
gravity,
right,
trust
creation
and
conflict
management
right
you,
you
can
see
that
as
as
its
own
narrative,
but
if
you,
if
you
can
see
it
on
another
on
another
spectrum,
you
could
say
that
that
the
reason
why
conflict
occurs
is
because
people's
narratives
have
diverged,
and
so
it
creates
conflicts.
E
When
you
talk
about
creating
trust
creation,
what
you're
doing
is
talking
about
harmonizing
the
narratives.
That's
all
that's
happening.
Everything
is
a
narrative
everything
everything
everything
everything
is
a
narrative.
There
is
nothing
which
isn't
so
if
your
economy
is
doing
well,
because
you
have
a
coherent
narrative
right
internally
and
then
when
you
want
to
go
promote
a
thing,
then
you
can
do
that
because
you're
already
internally
coherent.
E
So
the
message
that
will
be
received
by
whoever
you're
talking
to
will
automatically
be
coherent
but
the
so
so
we
have
a
conflict
in
the
sense
where
we
want
to
grow
our
economy.
But
you
cannot
do
that
without
having
a
coherent
narrative
and
so
that
solves
number
of
problems.
It
solves
onboarding
problems,
it
solves.
I
mean
it
solves.
E
So
many
problems
because
everything,
the
economy,
all
the
working
groups
and
everything
are
all
serving
the
same
master
and
they
would
all
be
talking
about
it
in
context
with
the
larger,
broader
narrative
and
then
they
would
say:
okay,
we're
serving
our
own
narrative
here,
but
then
we'd
all
the
time
be
trying
to
figure
out.
Okay,
so
are
we
even
a
doubt
at
all
like
this
is
part
of
you've
seen
maybe
some
of
the
graphics
that
I've
made
recently
is
that
we
just
skip
over.
E
E
And-
and-
and
this
is
what
I'm
saying-
we
don't
have
that-
because
we
don't
have
a
connection
to
this
larger
narrative
framework,
and
if
we
were
to
do
that,
then
everyone
would
be
united
every
then
everyone
would
automatically
see
the
value
when
they
showed
up
in
the
tec.
Yeah
we're
the
nicest
community
around
where
everyone
knows
that,
but
but
but
and
that's
why
people
want
to
come
and
do
things,
but
it
doesn't
solve.
E
A
No,
no,
no
it's
great,
and
in
in
in
terms
of
taking
this
conversation
and
putting
it
into
some
concrete
next
steps.
I
would.
I
would
actually
like
to
ask
each
one
of
you
in
terms
of
a
roadmap.
What
are
the?
What
are
the
the
next
steps
that
we
can
take
right
now?
Just
give
me
like
two
next
steps
that
you
would
take
personally
and
then
focus
matrix.
Okay,
there's
one
give
me
one
more.
A
E
A
I
was
gonna
say:
give
me
one
more
outside
of
the
spectrum.
E
A
A
E
We
need
real
buy-in
from
all
of
the
existing
stewards
and
leadership,
real
commitment
to
that
and
and
they
they
all
need
to
be
educated
and
understand.
Precisely
why
that
is
talk
about
it.
E
If
we're
doing
sprint
planning
we're
doing
retrospectives,
did
we
serve
the
narrative
sufficiently
this
two
weeks?
You
know
I'm
saying,
did
we
you
know
not
just
did
we
meet
our
own
goals
right
the
problems
with
the
organization?
Is
they
start
looking
at
their
did?
They
do
the
thing
they
said
that
they
were
doing
it
becomes
about
doing
rather
than
about
being
narratives
are
about
being
you
know,
everything
else
is
you
know,
so
the
doing
should
be
serving
the
being
and
not
not
having
it
be
like
we
are
because
we've
done
you
know
so.
E
C
What
is
the
introduction?
I
really
do
something
that
I
feel
like
it's
missing
on
the
tc
and
since
the
beginning,
and
it's
something
that
just
was
working
on.
It's
a
narrative
like
we
don't
have
her
narrative
on
the
tc
and
then
something
I
mean
it's
not
like
a
next
step,
but
it's
more
like
a
concern
I
have.
I
I
really
don't
want.
C
I
have
to
be
like
becoming
like
you
know,
having
a
lot
of
roles
to
do
a
lot
of
stuff,
but
at
the
end
of
the
day
they
do
nothing,
and
I
see
like
some
proposals
that
I'm
seeing
is
like
where
it
could
end
up
so
yeah.
I'm
very
concerned
about,
like
you
know
like
in
order
to
a
decentralized
community
to
work
like
people
who
is
providing
value,
should
get
compensated
and
people
who.
A
Important
so
you'd
say
like
a
model
for
how
we
work
like
a
compensation
model.
C
Yeah
yeah,
okay,
what
rewards.
C
E
A
No,
it
definitely
is
it's
one
of
those
things
where
you
know
the
funding
for
the
rewards
group
is
limited.
It
is
our.
It
is
our
priority
to
fund
it
it,
but
the
you
know
the
getting
getting
compensated
through
the
reward
system
is
not
going
to
be.
You
know
it's
not
going
to
carry
you
through,
so
this
is
kind
of
like
keeping
the
dedicated
contributors
that
we
do
have
engaged
and
making
sure
that
they
stick
around.
That
is
the
the
purpose
of
the
rewards
group.
At
the
moment
it
is
not.
A
It
is
not
a
good
enough
system
to
carry
us
in
terms
of
like
making
sure
people
are
fully
compensated,
but
then
that
being
said,
the
role
model
is
not
that
it's
not
sustainable
period.
Having
rules
is
just
it's
just
not
sustainable.
Unless
you
have
some
significant
revenue
coming
in
and
which
we
don't
so
well.
E
You
know
what
sustained
you
both
a
bear
and
a
bull
market
is,
is
a
really
solid,
narrative
right
yeah.
So
that's.
A
A
We've
done
done
the
work
that
needs
to
be
done,
and
so,
but
we
have
to
figure
out
a
model
that
works
in
that
scales,
because
the
scaling
part
is
the
problem
right
now,
with
the
roles
model,
we
have
this
kind
of
siloed
group
of
people
who
are
paid,
and
then
people
who
are
wanting
to
be
paid
but
can't
because
we
have
this
system
that
that
limits
the
amount
of
people
we
can
have
in
inside
the
system
and
that's
not
a
good
way
to
do
things
and
so
I've.
A
I
proposed
kind
of
this
ubi
model
which
scales
with
the
amount
of
services
that
we
provide.
It
has
yet
to
be
acknowledged
by
many
working
groups.
I
thought
it
would
work
really
well
with
the
comms
team,
but
but
then
again
we
have
to
get
our
services
down.
First,
we
have
to
be
able
to
provide
a
good
product
in
order
for
that
to
work
and
a
good
service
for
that
to
work,
but
so
anyway,
that
is
a
good
point,
though,
is
is
just
working
on
the
compensation
model
as
part
of
our
roadmap.
A
B
Also
having
each
working
group
think
of
a
long-term
impact,
I
feel
that
some
of
the
working
groups
yeah
have
like
a
short
term
idea
and
sometimes.
B
When
we
have
a
long
term
aspiration
in
each
working
group
like
we
can
we
can.
B
Have
more
understanding
of
on
on?
What's
the
value
that
that
working
group
provides,
and
I
also
think
that
there
should
be
more
focus
on
each
working
group
having
us
their
services
and
I
think
gravity
has-
has
gone
in
a
very
independent
way.
B
But
it's
because
we've
been
very
like
like
proactive
and
looking
into
that
direction
since
the
start.
B
But
I
I
think
that
we,
we
are
like
aligned
with
the
tc
and
also,
I
think
that
we
can
find
a
way
for
everyone
to
collaborate
and
for
every
service
to
be
good
for
the
people
that
is
providing
the
service
and
for
for
the
people.
Also
who
who
is
benefiting
from
the
service
being
provided.
B
Yeah
like-
and
this
is
an
experience
I
had
because
I
I
worked
in
in
a
private
university
and
in
a
public
university
and
in
the
public
university,
it
was
always
like
hey.
This
is
the
budget
that
we
have
in.
What
are
we
going
to
expand
this
budget
and
yeah?
Let's
expand
this
budget,
but
in
the
private
university
it
was
always
like
hey
how
this
activity
is,
is
making
money
for
the
university
or
contributing
to
our
goals
and
also
like
how
this
activity
is
raising
fun.
B
So
so
I
I
I
think
we
have
to
move
from
that
public
mindset
where
we're
like.
Okay,
we
we
receive
money
and
we
expand
it
to
a
more
to
a
more
entrepreneurial
mindset
where,
where
we
have
to
make
money-
and
we
this
is
like
a
more
like
somehow,
the
tc
is
like
a
startup
and
it
it
needs
to
be
profitable
and
it
needs
to
yeah.
B
I
agree
with
durga,
that's
like
a
narrative
like,
and
I
I
also
think
that
we
already
have
it,
because
we
are
advancing
the
tc
and
I
think
that
advancing
the
token
engineering
field-
and
I
feel
that
by
providing
services
we
we
tribute
to
that
goal
of
advancing
on
the
token
engineering
field.
I
feel
that
maybe
providing
gravity
to
other
communities
is
extending
a
learning
that
we
that
we
have
gotten
from
the
application
of
token
engineering
and
of
the
commons
framework.
A
A
I
I
tried
to
take
myself
myself
early
on
to
do
a
lot
of
documentation
around
our
processes
and
procedures,
but
it's
just
it's
just
it's
so
much
and
it's
always
changing
and
there's
a
lot
of
it,
and
this
is
something
that
each
working
group,
whether
it's
transparency,
gravity
type
of
you,
know
omega,
like
we
have
to
be
better
at
documentation
and
putting
forth.
You
know
having
a
central
repository
for
that
type
of
documentation.
A
A
It
is
yeah
and-
and
I
think
it
helps
with
the
packaging
within
these
services
as
well,
because
if
we
have
that
narrative
of
like
okay
we're
providing
services,
then
documentation
is
a
necessary
component
of
providing
those
services
and
and
making
sure
that
we
have
it.
And
then
I
guess
the
other
two
things
are
are
creating
best
practices,
making
sure
that
we're
professionalizing
what
we
do
and
making
sure
that
the
services
we
provide
are
the
best
that
they
can
be.
A
And
then
the
the
last
thing
for
me
is
developing
our
technical
teams
to
serve
our
service
dogs
because,
like
if
I
want
a
bot
right
now
to
be
implemented,
it's
really
hard
for
me
to
go
somewhere
to
be
like
hey
like
I
might
go
to
buy,
but
he's
he's
so
backed
up
on
his
stuff,
like
we
don't
have
a
cohesive
team
to
go
to
to
say
hey.
B
B
A
B
A
A
A
In
my
opinion,
I
think
that
you
know
getting
this
ball
rolling
and
getting
it
started
and
having
the
conversations
and
forcing
them
to
the
table
is,
is
what
we
can
do
right
now
in
this
moment,
and
I
think
that
is
the
best
thing
that
we
can
do
right
now
and
I
think
that
you
know
if
they're
interested
then
they'll
come
through.
If
not,
then
we're
going
to
keep
moving
forward,
but
I
think
that
we're
going.
C
A
Get
rid
of
this
idea
of
like
we
got
to
wait
for
certain
people
to
come
in
and
have
comments,
because
you
know
we've
got
to
keep
offering.
A
E
Oh,
I
just
wanted
to
suggest
maybe
a
deeper
version
of
what
you're
talking
about
just
now
in
terms
of
best
practice
right
but
best
practices
at
the
end
of
this
thing
right.
I
think
that
I
think
it's
it's
super
important
that
we
actually,
as
a
group,
be
able
to
identify
which
kind
of
practice
are
we
doing
real.
A
Quick,
I'm
sorry,
I
just
want
to
give
bear
the
update,
hey,
bear
we're
talking
about
road
map
and
we're
talking
about
the
best
next
steps
for
developing
a
road
map
and
a
narrative,
and
so
just
trying
to
catch
you
up
on
things,
but
yeah
we're
just
guessing
broader
scale.
So
thank.
D
D
E
D
I
would
like
to
just
contribute
with
this.
I
think
it's
super
important
to
have
more
of
these
conversations
more
of
these
spaces.
You
know
I
feel
like
we
have
a
lot
of
calls.
D
We
have
the
spring
planning
sprint
retrospective
council
weekly
calls
in
working
groups,
but
these
type
of
conversations
they
actually
never
happen
right.
So
I
feel
like
probably
this
one.
It's
been
probably
one
of
the
most
important
and
ritual
ritual
calls
that
I've
that
I've
heard.
So
I
just
you
we
need
more
of
that.
You
know
like
we
need
to
what
you
were
saying
to
put
a
lot
all
of
these
topics
in
the
table
and
start
discussing
them
asap
right
so
yeah.
D
I
just
wanted
to
to
comment
on
that
and
to
to
completely
agree
on
what
you
guys
were
saying
about
the
narrative
and
about
creating
something
cohesive
between
the
working
groups
and
yes,
like
I'm
completely
on
board
that
this
should
be
like
number
one
priority
for
the
tc
right
now,
yeah
and
again,
like
just
restarting
what
you
said,
nate
as
well
like
not
waiting
more,
you
know
not
waiting
for
other
people
to
show
up.
D
A
Thanks
peter
and
and
welcome
ital
p,
this
is
the
sprint
planning
call
today
we're
kind
of
just
talking
about
macro
issues
within
tec,
so
you're
welcome
to
listen
in.
Would
you
introduce
yourself
before
we
continue
with
their
guidance.
A
E
So
I'm
just
saying
that
we
do
all
of
the
all
four
of
these
things
in
tec.
E
The
question
is:
is
that
I'm
I'm
still
wondering
this
is
a
way
to
narratively
capture
in
an
effective
action-oriented
way,
what
it
is
that
you're
doing
at
any
given
moment,
so
the
overall
tec
encompasses
all
of
these
things.
The
question
is:
is
that
is
what
we're
dealing
with
chaotic
right
now
sure
and
that's
definitely
made
more
so
by
the
by
the
market.
E
But
if
you're
talking
about
best
practices,
it
doesn't
have
to
be
your
goal
in
every
situation.
We
need
to
have
people
who
are
good
at
being
able
to
cross
the
boundary
from
the
realm
of
the
expert
into
creating
best
practices
for
our
clients.
There's
no
doubt
that
we
should
be
able
to
do
that,
and
the
t-e-a-m
is
a
good
example
of
that.
You
know
those
folks.
They
create
really
good,
and
I
imagine
we
charge
for
that
right,
like
we
educate
to
token
engineers
and-
and
so
we've
created
this
kind
of
pathway
that
exists
here.
E
We
would
we
would
need
a
narrative
that
would
would
serve
us
in
all
four
of
these
different
things
and
that
when
a
thing
is
happening,
we
would
be
able
to
then
jump
down
and
say
what
response
you
know
or
action
mode
do
we
need
to
be
in
now.
In
order
to
handle
whatever
it
is,
that's
going
on,
so
I
think
that
what
we
haven't
done,
the
best
job
of
is
going
geez,
there's
a
bear
market.
Now.
What
do
we
need
to
do
in
all
of
these
domains?
E
Because
automatically
the
complex
is
going
to
become
more
chaotic
because
of
the
fact
that
it's
a
bear
market
automatically
we're
going
to
have
experts
drop
right
out
because
they
just
don't
exist
anymore,
because
they
want
to
go
make
money
somewhere
else
because
they're
not
making
it
in
crypto
right
and
automatically.
E
You
know
you're
going
to
have
people
who
are
number
go
up
or
just
going
to
get
booted
right
off
of
the
boundary
between
the
clear
and
the
chaotic
and
be
like
well
geez,
I'm
not
making
any
money
here
and
there's
no
narrative,
there's
no
and-
and
my
number
go
up
thing
is
just
going
to
make
me
abandon
the
whole
thing.
So
it's
going
to
kick
them
into
the
chaotic
too,
and
I
just
don't
think
that
we're
we're
exactive
enough
adaptable
enough
as
a
as
an
organization,
yet
to
be
able
to
sort
of
you
know.
A
Is
a
really
good
framework
to
be
able
to
know
my
question
between
that
is
is
like
you
know,
we
like
something
you
said.
Was
that
yeah,
we,
you
know
when
we
do
have
turnover
when
we
do
have
new
blood
coming
in
and
we
have
experts
leaving
the
system
is,
is
how
you
know
crossing
those
barriers
between
the
complicated
and
complex
and
complicated
and
clear
like
what
are
the
things
that
make
that
that
transition
more
frictionless?
You
know
what
I'm
saying
like
like
absolutely:
how
do
we?
A
E
That's
a
great
question,
so
your
exact
thing
about
you
want
documentation.
The
documentation
exists
in
this
boundary
between
the
complicated
it's
the
complicated
expert
right,
the
person
who's,
the
real
the
the
domain
expert
in
in
the
complicated
area,
who
has
a
really
mastery
of
all
the
governing
constraints,
then
creates
good
practices
and
then
travels
south
into
the
clear,
with
models
and
documentation,
that's
literally
their
entire
job
right,
whereas
the
pipeline
between
the
complex
and
the
complicated
is
more
like
a
pipeline,
and
it
needs
to
go
in
both
directions
right.
E
So
so
you
need
to
have
people
who
are
really
good
at
creating
documentation
and
models
and
everything
and
generating
fixed
constraints.
We
have
too
many
of
those
people,
because
our
entire
culture
emphasizes
those
things
where
we're
kind
of
lacking
is
is
in
this
pipeline
between
the
complex
and
we've
got
some
people
that
are
really
good
at
taking
certain
complex
ideas
and
turning
them
into
good
practice
and
governing
constraints.
E
7M,
I
think
oven
is
particularly
good
at
this
right,
but
but
but
at
the
same
time,
what
we
don't
have
is
is
we
don't
have
people
who
are
all
that
eager
to
understand
and
recognize
when
it's
necessary
to
you
know
what
I
don't
have
a
certain
realm
of
expertise
here.
There
is
no
domain
that
actually
there's
no
good
practice
at
all.
I
need
to
move
backward
into
the
complex
and
then
be
able
to
see
what
and
then
and
mine
out
the
enabling
constraints
side
of
this
picture.
E
Do
you
see
what
I
mean
so
so
this
right
here
is
our
is
our
problem,
and
that
is
by
the
way,
the
management
thing.
So,
if
you're
talking
about
management,
which
is
what
we're
talking
about
now,
if
you
don't
have
a
bi-directional
pipeline
between
the
complex
and
the
complicated
that
goes
both
ways,
then
you
don't
have
an
effective
management
structure.
E
A
No,
it
does-
and
I
think
thinking
in
terms
of
like
the
the
pipelines
that
you're
talking
about
and
and
what
what
are
those
pipelines
consists
of
like,
and
how
do
we
make
it
transition
easier
for
for
back
and
forth
between
them,
because
when,
when
you
do
have
you
know,
experts
leaving
and
there's
this
huge
gap?
And
you
have
new
people
who
are
really
eager
to
help
out
and
are
talented,
but
they
don't
have
a
sense
of
of
direction
and
and
and
tools
to
to
actually
move
through
those
pathways.
A
It's
very
very
difficult
to
get
on
the
same
page.
And
so
I
think
that
is
a
huge
part
of
scaling
and
I'm
not
sure
exactly
how
to
model
that
in
particular,
like
you'd
like
to.
E
E
E
I
can
give
you
another
hint
okay,
so
if
you're
going
from
the
clear
to
the
complicated
that's
an
education
process,
so
if
you're
used
to
fixed
constraints,
a
narrow
thing,
you've
only
got
four
blocks
that
anything
anything
that
ever
comes
into
your
world.
You
stick
it
in
these
four
blocks.
The
moment
you
go
to
go
backward,
which
is
to
move
from
the
clear
to
the
complicated
education
is
involved
right,
and
so
you
have
to
basically
turn
yourself
in
from
a
person
who
was
only
previously
dealing
with
really
narrow
ways
of
thinking
about
everything.
E
There's
one
good
answer
for
everything:
that's
the
clear,
but
the
moment
you
want
to
go
be
an
expert
boy.
You've
got
to
have
a
broader
domain
level
experience
right,
and
so
you
then
have
to
have
a
more
flexible
approach
rather
than
demanding
best
practice.
Then
you
have
to
just
be
okay,
with
governing
constraints,
a
lot
more
flexibility
and
good
practice.
E
A
The
moment
put
this
into
my
own
experience
that
you
have
preference
for
is
the
hubspot
thing
you
know
yeah.
I
had
this
idea
of
like
exactly
exactly
what
we're
going
to
use
hubspot
for
it
was
in
the
clear
realm
it
became
complicated
when
we
had
to
turn
this
thing
into
like
managing
multiple
people
having
access
to
hubspot
and
then
the
humility
of
going.
Oh.
This
is
way
too
complex
for
me,
but,
like
he
hears
where
it
goes,
how
do
we
prevent
people
from
just
dropping
it
all
together
once
it
becomes
complex?
A
How
do
we
get
people
to
to
empower
them
to
go
back
to
the
complicated,
to
figure
out
the
good
practices
and
not
get
lost
in
in
this
type
of
area?
Sure
and.
E
And
just
having
more
people
who
think
along
these
lines
to
have
see.
This
is
also
a
narrative
right.
This
is
and
to
be
really
comfortable
with
the
way
that
this
narrative
works
and
not
just
to
see.
Okay,
there
are
four
things
here
and
then
there's
some
stuff
in
between,
but
to
understand
how
those
relationships
work
right
to
understand.
If
you,
if
I
move
in
one
direction
or
another,
what
happens?
E
E
They
can
use
deep
democracy
is
a
complex
thing
with
enabling
constraints
you
need
people
like
lean
and
jeremy,
and
these
folks
to
guide
you
and
you
need
the
humility
as
stewards
and
as
working
group
you
know
leads
and-
and
even
you
know,
people
who
are
called
upon
to
provide
you
know
like
expertise.
E
They
need
to
have
enough
humility
to
say
you
know
what
I
might
need
to
in
in
this
situation.
No
matter
how
much
expertise
I
have
that's
not
enough.
What
I
need
to
do
is
go
back
into
the
complex
and
be
willing
to
to
put
my
lab
coat
on
and
experiment
right
and
then
what
you've
then
done
is
you've
made.
You
know,
you've
turned
yourself
into
a
synthetic
being
that
can
move
across
the
complex
and
the
complicated,
which
is
what
management
really
should
be
in
terms
of
this
right.
Yeah.
A
So,
and
I
would
like
to
put
this
kind
of
framing
within
our
road
map
discussion
and
I
actually
bear-
I
didn't
get
a
chance
to
ask
you,
but
perhaps
you
were
you
were
listening
to
it,
but
I
wanted
to
ask
what
your
what
what
your
first
steps
would
be
like
your
next
steps,
if
you
personally
had
to
develop
a
roadmap,
what
would
the
first
steps
that
you'd
want
to
take?
D
Yeah,
maybe
something
some
next
step
that
could
happen
is
that
I've
been
thinking
while
listening
to
all
of
this,
it's
something
to
do
with
awareness
of
of
this.
Like
of
the
creation
of
a
road
map,
I
don't
think
that
people
around
the
community
are
seeing
this
as
a
priority.
Probably
I
remember,
I
think
it
was
not
yesterday's
print
planning,
but
I
think
two
weeks
ago
this
also
came
as
a
as
an
objective.
D
D
Also
I'm
thinking
that
part
of
the
sample
roadmap
there's.
You
know
like
one
one
goal
that
is
said
to
happen
in
september,
that
is
like
working
on
the
actual
vision
of
the
services
for
the
tc
in
the
for
the
coming
two
years.
You
know
so
that's
this
just
reminded
me
of
that,
and
I
think
maybe
it
doesn't
happen
in
september
right.
Maybe
that's
something
that
is
part
of
this
and
needs
to
be
moved
to
to
be
started
now
right,
so
yeah,
just
like
talking
more
around
the
community,
see
what
people
is
thinking.
D
A
Yeah,
and-
and
so
since
this
is
sprint
planning,
you
know,
if
you
have
any
issues.
I
just
want
to
remind
everybody.
If
you
have
issues,
please
update
them.
If
you
have
something
that
needs
to
be
created,
please
create
them.
I'm
going
to
go
through
the
the
the
board
and
update
it
for
this
sprint,
because
it's
kind
of
been
in
kind
of
ad
hoc
session
here,
but
we
have
talked
about
a
lot
of
really
great
things.
Our
sprint
retrospective
action
was
developing
a
road
map
which
I've
been
harping
on.
A
I'm
glad
it
got
got,
got
the
votes
yesterday,
so
we're
going
to
put
that
on
on
the
sprint
board
this
during
the
sprint-
and
I
really
kind
of
want
to
actively
start
taking
steps
to
having
that
conversation-
and
I
was
also
wondering
durgados-
do
you
have
kind
of
a
in-text
narrative
of
framing
a
narrative
for
for
the
tec,
like
kind
of
like
the
importance
of
creating
narrative
that
I
can
include
within
the
forum
post
of
some
kind.
A
E
Yeah,
I
guess
I
would
just
say
that
you
know
a
narrative
is
a.
This
is
an
outcome
of
of
an
archetype
which
is
an
outcome
of
just
language
itself,
and
so
the
connections
between
all
of
those
things
basically
mean
that
that
narratives
are
unifying
force
multipliers.
E
You
know
just
three
words:
really
you
know
they
they
unify
right.
So,
just
like
you
know
my
tagline
for
gravity,
it's
always
been
gravity,
you
know,
brings
us
together
right
and,
and
so
that's
the
that's,
a
unifying
narrative,
that's
a
beautiful
way
of
saying
what
gravity
does
right,
and
so
so,
if
you
think
about
whatever
it
is
that
you're
doing
if
you're
trying
to
promote
token
engineering
and
trying
to
become
a
standards
organization,
what
standards
have
we
produced
so
far?
Do
you
see
what
I
mean?
E
What
are
they
you
know
exactly
if
we're
calling
ourselves
a
dao?
How
well
how
tao
are
we?
Do
you
see
what
I'm
saying,
how
decentralized,
how
autonomous,
how
organized
right?
You
know
we
have
metrics
for
those
things
right.
If
we
don't,
then
then
there's
no
underlying
narrative
that
says
that
we're
a
dow
at
all.
Do
you
see
what
I'm
saying,
and
so
so
what
what
I
find
is
that
that
this
is
all
part
of
the
legacy
cultural
code
base
that
we
all
come
from.
We're
all
divided
from
ourselves.
E
Divide
and
rule
is
the
the
rule
of
the
world
outside
of
the
dow
space
right,
and
we
carry
a
lot
of
those
assumptions
forward
into
this
thing,
and
so
you
can
see
that
if
you
have
a
narrative,
you
have
a
unifying
force
multiplier
right.
The
thing
that
brings
you
together
and
even
when
you
have
areas
that
are
separate,
you
have
areas
that
are
chaotic.
You
have
areas
that
are
complex.
E
A
E
E
We
all
have
a
mythology,
you
nate
have
a
personal
mythology.
Wonka
has
a
personal
story.
He
tells
himself
about
himself,
I'm
in
a
relationship
with
the
person
and
there's
a
story
that
I
tell
myself
about
how
that
relationship
works
or
doesn't
work.
All
of
these
things,
my
participation
in
the
tec
there's
a
narrative.
I
tell
myself
and
that's
why
I
keep
showing
up
and
without
that
narrative
then
I
just
can't
come.
Do
you
see
what
I'm
saying?
E
There's
a
story
that
you
nate
tell
yourself
every
day
when
you
come
to
the
tec
about
why
this
works
for
you
and
your
life?
That's
that's
your
personal
mythology
that
connects
to
the
larger
mythology
of
token
engineering,
commons
aka,
a
narrative,
all
of
which
is
automatically
implied
just
by
the
existence
of
any
language,
yeah.
A
Perfect
and
yeah
I
kind
of
want
to
just
frame
frame
the
initial
conversation
within
that
type
of
you
know,
problem
statement,
problem
solution
statement
so.
E
I
will
just
point
out
that
when
I
first
came
here
started
talking
about
this,
this
was
a
thing
that
that
griff
and
and
jess,
and
a
bunch
of
the
people
who
had
been
here
for
a
long
time
was
like
well.
We
already
did
all
that
like
okay,
but
but
is
do
you
use
it
for
guidance?
Is
it
a
thing
that
you
know
what
I'm
saying
like
so
the
most
persistent.
A
E
If
we
don't
continue
to
talk
about
it
like
an
old
timer
just
like
well,
you
know
that's
done
right
that,
okay,
but
then
how
is
it
that
a
person
just
shows
up
you
know
is
gonna
understand
that
that's
been
done
and
and
and
inculcate
that
and
educate
that
them?
You
know
within
themselves,
yeah,
you
know,
but
all
I'm
saying
with
that
is
just
that.
E
The
yeah
the
narrative
has
to
be
has
to
be
nourished
right.
You
have
to
nourish
the
narrative
that
has
to
be
cared
for
all
the
time
it
has
to
be
you
know,
and
and
and
so
look
I
mean
you
look
at
a
anything-
that's
carried
forward
like
that.
You
know.
How
is
it
that
you
can
get?
You
know
200
amish
people
to
carry
a
barn
a
mile.
E
This
is
a
narrative,
you
know
what
I'm
saying
they
all
have
a
unifying
narrative.
You
look
at
any
intentional
community.
You
know
that
lasts
it's.
They
have.
They
have
a
really
deep
connection
with
the
narrative
and
they're
continuously
nourishing
it
all
the
time.
So
we
do
a
good
job.
You
know
creating
token
engineering
things,
but
we
don't
do
a
good
job
is
creating
a
unified
narrative
that
exists
all
between
us,
we're
all
telling
ourselves
individual
stories
and
that's
why
we
keep
showing.
A
E
A
Yeah,
because
even
the
working
groups
themselves,
you
know-
and
you
know
gravity
you
guys
have
done
such
an
amazing
job.
But
then
again,
like
you,
guys,
have
your
own
narrative
that
you're
abiding
by
and
so
like
when
I
take
that
into
consideration
and
looking
at
the
whole
tec
they're
still
not
that
unifying
thing
even.
B
A
I
guess
my
question
is
like
how
much
of
that
narrative
incorporates
the
rest
of
the
t's.
You
know
I'm
saying
like
like
that
narrative
I
feel,
might
be
like
really
focused
on
gravity,
and
you
have
a
really
good
group
of
people
in
gravity
who
who
are
following
that
narrative,
but
should
that
narrative
fit
inside
the
larger
tnc
narratives?
I
guess
my
question.
That
would
be.
E
E
So
it's
just
you
know
and-
and
I
think
I
think,
a
lot
of
times-
people
think
that,
because
your
aims
might
be
different,
that
the
way
you
go
about
doing
those
aims
is
actually
also
drastically
different,
when
in
fact,
I
don't
think
it
is
because
we're
we're
all
I
mean
that's
what
I
was
saying
right
in
the
very
first
meeting
about
the
website
was
look.
The
first
thing
we
need
to
kind
of
agree
on.
E
Is
that
we're
all
the
commons
and
we're
taking
that
from
the
tec
and
then
from
the
common
snack
and
the
comments
that
commons
thing
is
the
most
rooted
fundamental
thing
about
the
way
that
works
for
us
and
we
need
to
make
sure
that
that's
the
thing
that
we're
talking
about
in
terms
of
you
know.
So
it's
the
gravity
dao
commons,
really
more
than
it
is
just
the
gravity
down.
A
Yeah-
and
I
also
you
know-
I
I
wonder
about
the
this
concept
of
like
I
don't
know
when
it
comes
to
creating
narratives
and
having
consistency
within
working
groups.
I
don't
know
I
I'm
we're
getting
close
to
the
end
of
this
call,
but.
E
E
Question
and
I'll
I'll
give
you
an
answer
to
the
question.
I
think
that
what
I
heard
was
see
for
me
is
when
people
turn
their
minds
away
from
the
narrative
to
what
they
have
to
do
or
to
the
hierarchy
or
to
something
else.
Do
you
know
what
I'm
saying
that
where
they
turn
away
from
the
largest
narrative
right
and
and
it's
like?
Well,
if
you
look
at
the
military
right,
you
you,
the
marines,
you
know
they're
the
marines.
E
They
know
that
they're
the
first
boots
on
the
ground,
that's
their
job,
they're
they'll
be
the
tip
of
the
spear.
That's
their
whole
thing.
You
know
what
I
mean
first
in
last
out:
that's
their
job,
that's
what
they
signed
up
for,
whereas
the
army
is
not
that
you
know,
but
the
guy's
on
the
ground
and
then
the
navy
they're,
the
guys
in
the
sea.
She
said
I
mean
the
air
force
are
the
guys
above
right,
so
they
all
know
what
their
roles
are.
E
They're
all
part
of
this
huge
scope
that
encompasses
the
entire
you
know
frame
of
what
war
is
you
see
what
I
mean,
and
so
that's
why
they're
all
called
there's
different
things
and
if
you
didn't
have
all
four
of
them,
then
it
just
wouldn't
make
any
sense
at
all,
because
you
have
to
have
all
four
right,
and
so
that's
that's
a
narrative.
That's
literally,
you
know
the
the
narrative,
so
my.
A
Point
about
that,
the
question
would
be
is
like:
how
do
you
prevent
them
from
competing
with
each
other
or
from
them
to
having
you
know,
one
central
command,
like
you
know
what
I'm
saying
like
yeah,
but
you
you
there
is
no
central
command.
How
do
you
keep
them
from
you
know?
How
do
you
coordinate
with
each
other
without
overlapping
narratives.
E
Yeah
well,
and-
and
so
there
there,
there
is
some
overlap
right,
so
the
marines
have
some
of
their
own
airplanes.
You
know
what
I'm
saying:
it's,
not
all
the
airports,
the
the
the
you
know
the
army
has
some
of
their
own
boats,
but
they
just
don't
have
giant
destroyers
in
an
aircraft
carrier.
Do
you
know
what
I
mean
so
there
there
are.
E
There
are
some
overlap
and
there's
always
going
to
be
like
that,
but
but
metaphorically
it's
all
kind
of
the
same
you're
still
going
to
have
some
of
that,
but
each
narrative
is
distinct,
unto
itself,
which
is
taught
right
from
basic
boot
camp
right.
At
the
start,
the
boot
camp
for
for
an
air
force
and
an
army
person
is,
is
the
same.
But
what
they're
orienting
you
want
is
on
the
air
force
on
the
army
on
the
navy
on.
E
And
and
instead
of
you
know
and
and
there's
no
way
for
a
guy
who's
in
the
boot
camp,
to
know
how
different
that
is
from
the
army
or
how
different
that
is
or
the
same
from,
but
they
don't
have
to
know
that.
But
you
know
so
that's
the
narrative
that
that
that
unifies
them
and
gives
them
their
role.
So
each
thing
gives
them
both
the
unifying
narrative
and
the
role
at
the
same
time
and
that's
the
most
effective
narrative
of
all
right.
So
here's.
A
The
big
thing
with
me
is
that,
and
I
agree
with
you
and
I
think
this
really
works
really
well.
If
you
have
individuals
that
stay
put
in
into
their
role
and
into
their
you
know,
working
group,
we
have
so
many
people,
myself
included,
who
cross
the
different
working
groups
all
the
time,
and
so
shifting
narrative
and
shifting
narrative
and
shifting
narrative
without
having
that
overall
narrative
is
very,
very
difficult
in
a
lot
of
ways
you
know
having.
A
How
do
you
balance
the
autonomy
of
the
omega
working
group
to
take
most
of
their
calls
off
of
discord
away
from
you
know,
and
using
zoom,
for
example,
or
doing
their
own
thing
without
a
lot
of
communication
with
the
rest
of
the
tec?
A
How
do
you
enable
that
to
happen,
but
also
maintain
that
narrative
without
tripping
over
yourself?
You
know
what
I'm
saying.
E
Well,
so
the
the
boss
of
the
entirety
of
the
armed
forces
in
my
armed
forces
metaphor,
is
the
civilian
governments
governors
right,
so
they
have
a
commander-in-chief
who's,
not
a
military
person
and
that's
his
job
right.
So
you
know,
I
mean
that's
kind
of
the
way
that
I
see
my
role
is
for
you.
It
might
be
stressful
that
oh
geez
there's
all
these
different
things.
I
don't
know
what's
going
on,
but
I'm
not
interested
in
everything.
That's
going
on
what
I'm
interested
in
is
what's
common
between
them?
E
What's
shared
between
them
is
their
shared
language?
Are
they
communicating
with
each
other?
Do
they
have
you
know?
Do
they
have
roles
where
each
working
group
feels
like
they're,
fulfilling
their
role
and
no
one's,
and
there
is
no
giant
piece
missing
piece
left
out
of
the
t.
You
see
the
I
relish
that
rule.
It
might
be
overwhelming
for
you.
Do
you
know
what
I'm
saying
so
you
know
we
all
just
might
feel
differently
about
it.
A
No,
that's
that's
a
good
point
and
I
like
that
analogy
to
be
honest,
and
I
will
say
that
you
know
coming
at
the
top
of
the
hour
and
thank
you
for
joining
the
sprint
planning.
I
know
we
didn't
do
any
sprint
planning
really,
but
but
you
know
we
we
did
in
a
lot
of
ways
and
so
I'm
going
to
update
the
board.
If
you
can
in
your
async,
just
to
update
what
you
can
so
it
makes
my
life
a
little
easier
from
going
through
all
these
issues.
A
B
Nothing
thank
thank
you,
nate,
and
it's
great
to
have
these
conversations,
and
I
I
also
feel
that
that
everything
is
an
opportunity,
so
so
yeah
engaging
in
these
conversations
is
super
interesting.
B
I
I
also
look
forward
on
how
can
we
shape
all
of
the
working
groups
shape
of
all
of
our
services
and
collaborate
between
all
the
projects?
I
I
I
am
happy
that
I've
been
participating
in
this
and
yeah.
I.
I
also
wish
that
we
find
support
also
from
the
other
people
who
is
absent
today,
so
that
there
can
be
like
a
lot
of
synergy
on
on
this.
D
One
of
the
best
planning
sprint
planning
sessions
because
we
actually
like
one
of
you,
said
we
focus
more
on
the
wing
and
not
in
the
doing
of
the
tec,
and
I
think
that's
something
we
we
should
do.
We
should
do
more.
So
I
yeah
I'm
just
really
really
happy
of
of
having
been
able
to
to
listen
to
what
you
guys
said,
and
I
just
passed
it
to
durgas.
E
Yeah
I
talk
way
too
much
already.
Also
I'm
happy
to
defer.
A
No
thank
you
guys
and
yeah.
I'm
glad
we
had
these
conversations,
I'm
going
to
post
the
roadmap
as
one
of
the
issues
and
I'm
going
to
start
a
tec
forum
post
and
some
documentation
and
I'll
share
it
with
all
of
you.
If
you
guys
want
to
add
comments
or
even
comment
on
the
forum,
I
think
it
would
be
really
pretty.
It
will
be
appreciated
so
yeah.
A
I
just
want
to
get
the
ball
rolling
on
the
road
map
and
I
want
to
get
the
ball
rolling
on
having
more
of
these
conversations
as
bear
put
it,
and
so
thank
you
all
for
bearing
with
me
and
just
having
a
conversation
with
me
during
the
sprint
planning
session.
So
thank
you
guys.
B
I
I
will
take
one
minute
or
two
minutes
to
drink
some
water
and
be
there.