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B
I
don't
know
there
are
multiple,
maybe
to
enjoy
the
things
while
you're
doing
them,
because,
if
you're
not
enjoying
the
things
you're
doing,
then
you're
not
doing
them
by
heart.
B
I
think
that
would
be
it
I'll
pass
it
to
gideon.
C
Thanks
juan
okay
I'll
share,
my
favorite
advice
that
I
ever
got
from
my
grandfather.
Actually
my
favorite
advice
in
my
life.
C
It
was
I'm
sitting
in
his
living
room
with
my
little
sister
and
he's
kind
of
talking
about,
like
life
and,
like
you
know,
he's
kind
of
waxing
on
about
life
and
about
work
and
stuff
like
that,
and
so
he
turns-
and
he
says,
if
you
ever
have
to,
if
you
ever
find
yourself
in
a
situation
where
you
have
to
choose
between
work,
hard
work
and
luck,
and
I'm
like
okay
here
comes
like
a
lecture
on
work.
He
goes
choose
luck
and
I
was
like
and
then
he
paused
for
a
minute.
He
goes.
C
D
Actually
graf
gave
me
a
good,
a
really
good
advice.
Today
it
was
a
situation
where
I
I
set
well.
I
asked
somebody.
D
About
something
well,
it
was
out
I'm
I'm
trying
to
go
to
kenya
right
and
then
I
suggest
I
ask
like
oh
when
would
be
a
good
time
to
come,
and
then
I
heard
something
that
was
like.
Oh
there's,
all
this
political
stuff
happening,
and
maybe
now
is
not
the
best
time,
maybe
later
and
then
griff
said
you
probably
have
just
said.
I
want
to
arrive
at
this
date.
Would
that
work
for
you
that
is
amazingly
powerful
to
lead
with
what
you
want
and
then
get
advice
with
that
in
mind.
E
Thanks
levi,
well,
it's
a
great
question.
I
think
the
best
advice
I've
received
was
the
phrase
own
your
lane
and
just
kind
of
you
know.
Everybody
has
a
different
path,
a
different
way
of
doing
things
but
own
what
you
do,
and
things
will
kind
of
emerge
and
mold
around
that
and
as
long
as
you
own
it
and
you're
consistent
with
owning
it,
then
things
will
pan
out
really
nicely
and
so
yeah.
I
think
that
is
probably
the
best
advice
that
I've
had
and
I've
applied
it
to
generally
everything,
including
driving,
and
it's
a
good.
E
It's
a
good
one
for
driving
as
well
just
own
your
lane,
but
yeah
I'll
pass
it
over
to
copy.
A
A
It
doesn't
look
like
you're
unmuting
though,
so
I
guess
you
are
going
to
choose
to
stay
silent,
which
is
fine,
I'll.
Take
it
next,
then
so
much
good
advice,
I
feel,
like
good
advice,
has
sort
of
steered
me
every
year
of
my
life,
but
this
one
I
like
a
lot-
and
I
mentioned
it
to
somebody
in
in
in
barcelona.
So
it's
kind
of
fresh
in
my
mind.
You
know
we
all
have
these
lists.
I
don't
know
if
everyone
has
these
lists,
but
a
lot
of
people
just
like
live
by
list.
A
I
live
by
list
and
this
is
always
a
growing
list
and
it
always
feels
overwhelming
if
you
just
add
to
a
list.
So
someone
once
told
me
that
just
every
morning
they
start
a
new
list
start
a
new
list
like
the
old
list
is
gone
start
a
new
list
rip
it
up
next
morning,
start
on
your
list
and
the
idea
that,
like
the
things
that
are
on
your
mind,
will
come
out
on
the
paper.
A
So
I
keep
a
digital
list
and
I
do
once
in
a
while,
like
maybe
once
a
week,
go
back
and
see
what
I've
missed
just
to
just
to
like,
I
don't
actually
throw,
I
don't
rip
it
up
and
throw
it
away,
but
I
just
start
a
new
list
every
day
and
almost
always
the
priorities
that
I
have
are
the
the
things
that
are
sort
of
stuck
in
my
mind
on
getting
that
really
helps
to
free
my
mind,
to
focus
on
what
I
want
to
focus
on
welcome
eduardo.
A
F
All
right,
thank
you,
the
next
one,
okay,
let
me
turn
my
camera
on.
F
Okay,
thank
you.
So
I
will
say
I
remember
years
ago
I
still
struggle
with
this.
But
years
ago
I
had
to
go
to
a
psychologist,
because
I
felt
I
felt
I
was
not
expressing
myself
very
well
and
I
was
not
being
able
to
sort
of
communicate
well
with
people
and
then
he
he.
He
told
me
something
like
every
time.
F
You
feel
the
urge
to
talk
repeat
to
yourself
on
your
own
thoughts,
what
you're
gonna
about
to
say
and
don't
think
that
that
is
so
important
that
it
needs
to
be
said
immediately
and
please
speak
slower,
like
I
think,
as
you
speak,
the
words
that
are
coming
out
of
your
mouth,
and
that
was
that
that
brought
me
so
much
east
and
calm
to
me
and
like
this,
I
still
interrupt
people,
but
back
in
the
day.
F
It
was
way
worse
because
I
was
constantly
like
feeling
the
need
to
express
what
I
had
on
my
mind
and
if
I
didn't
you
know
so
that
helped
me
a
lot,
and
that
was
the
first
one
on
the
professional
side.
On
the
personal
side,
my
dad,
when
I
came
out
he
told
me,
I
really
don't
care
what
you
do
with
your
life
you're,
the
only
one
who
will
be
held
accountable
when
I
am
when
I
am
under
on
the
ground.
So
please
make
yourself
at
your
decisions.
A
G
I
actually
had
two
the
same
day.
It
was
at
the
university
and
there
was
a
teacher
that
told
us
like
that.
We
should
not
follow
any
rule
that
we
do
not
understand
like
it
doesn't
make
sense
and
at
the
same
time
he
also
said
like
we
should
focus
on
the
things
that
are
under
our
control
and
ignore
like
what
you're
gonna
change.
You
cannot
change
and
focus
on
what
you
can
change,
but
that's
also
tricky,
because
sometimes
you
can
change
stuff
that
you
think
you
cannot.
But
when
you're,
you
know
like
there's.
A
Welcome
c-serie
you're
in
the
stewards
council.
Would
you
like
to
take
a
moment
to
introduce
yourself.
A
Okay,
I
see
that
you're,
not
unmuting
c
siri
you're
welcome
to
hang
out
here
and
listen
in
and
if
you
change
your
mind
and
would
like
to
introduce
yourself,
please
unu,
okay,
cool,
two
small.
Let
me
share
my
screen
too
small,
like
I
was
keeping
things.
Maybe
it's
like
calendar
keeping
things.
Would
anyone
care
to
facilitate
the
next
stewards
council
on
the
28th
of
july.
A
G
G
A
Thank
you
zep.
I
I
love
it.
That's
awesome.
I
appreciate
that
and
then
for
the
through
the
summer.
So
you
know
july
and
august.
Do
we
move
the?
I
know
we're
moving
the
community
call
to
bi-weekly.
Should
we
also
move
the
com,
the
stewards
weekly
to
buy
weekly,
so
we
would
have
a
stewards
weekly
than
a
council.
Then
a
stewards
and
a
council
throwing
this
idea
out
here
because
it
seemed
to
be
what
the
stewards
channel
indicated.
A
So
do
we
have
a
like,
it
doesn't
seem
like
we
want
I'll,
throw
a
pole
together
if
it
just
seems
like
what
most
people
want.
I
see
gideon
nodding.
I
see
wonka
giving
a
small
nod
eduardo:
okay,
okay,
I
think
we'll
do
that
and
then
pick
it
up
back
in
our
normal
pace
in
september.
A
Okay,
last
thing,
so
if
you
go
into
the
tec
retrospective
board,
I
actually
had
this
in
a
different
board,
but
then
realized
that
we
would
spend
five
minutes
giving
everyone
access
to
it.
So
I
put
it
in
the
sprint
retrospective
board.
I
have
some
of
my
initial
thinking
around
the
stewardship
transformation
and
I
would
like
advice
process
on
this.
So
normally
I
know
our
council
is
a
conversation,
a
discussion
group,
but
if,
if,
unless
there's
any
major
objection,
can
we
have
it
be
a
kind
of
a
session
so
I'll
sort
of
go
through?
A
A
C
Okay,
tim,
do
you
have
a
link?
Can
you
just
put
a
link
to
it
in
the
chat.
A
Okay
thoughts;
okay,
all
right,
so
I've
been
giving
this
a
little
bit
of
thought
and
had
some.
A
You
know,
one-on-one
advice
process
with
a
number
of
people
in
the
tec
and
have
come
down
to
looking
at
the
steward
stewardship
as
something
different
than
it
was
before
so
originally
stewardship
was
primarily
working
group
stewards
and
it
seems
as
if
you
know,
maybe
we've
outgrown
that
model
and
wong
kai.
A
That's
okay:
I
thought
you
wanted
it.
You
were
looking
for
the
link
or
something
okay.
I
think
we
might
have
outgrown
that
model
and
now
I'm
looking
at
having
three
different
functions
for
stewards
really
and
a
list
of
the
expected
responsibilities,
a
nomination
process,
funding,
time
commitment
and
if
there
is
a
cap,
sort
of
a
proposed
cap
and
maximum
number
of
in
that
role
or
in
this
this
group.
So
first
it's
working
group
stewards
which
is
very
similar
to
what
we.
This
is
basically
what
we
do
now
facilitate
working
group
meetings.
A
This
is
where
I
think
we
could
use
the
most
constructive
criticism
around
the
nomination
process
so
nominated
by
stewards
for
the
working
group
stewards
funded
by
the
working
group.
To
make
the
time
commitment,
I
would
think
for
working
group
stewards
would
be
decided
by
the
working
group
and
then
the
cap,
I
guess,
would
also
be
decided
by
the
working
group.
I
think
it's
pretty
reasonable
to
have
one
steward
two
stewards.
Co-Stewards
has
been
proven
very
useful
for
working
groups.
A
So
I'm
presenting
these
this
transformation
plan
or
idea
for
the
stewardship
of
the
tec
and
would
really
like
advice
process
from
the
stewards
but,
most
importantly
like
just
to
to
tear
it
apart
to
surface
all
of
the
weaknesses
and
problems
with
it,
so
that
it
can
end
up
being
a
much
stronger
proposal
that
can
then
go
through
advice
process
with
the
community,
okay
and
with
common
stewards.
So
this
is
a
little
different
and
I
don't
know
that
I
have
the
right
requirements
here.
A
A
So
there
would
be
a
weekly
call
for
common
stewards
participate
in
the
bi-weekly
council,
where
all
of
the
stewards,
the
working
group,
stewards
and
the
common
stewards
would
come
together.
Every
two
weeks
for
the
common
stewards
participating
in
the
scrum
events,
so
planning
and
retrospective
building
feedback
loops
between
the
entire
stewardship
and
keeping
it
tight.
So
having
lots
of
communication
and
touch
points
with
advisory,
stewards
and
working
group
stewards
represent
the
tec,
of
course,
and
then
be
the
role
model
of
the
tec
mission,
vision
and
values.
A
The
same
that
we'd
expect
from
the
working
group
stewards
nominated
by
stewards
again.
The
nomination
process,
I
think,
is
where
we
can
be
a
lot
more
innovative
and
come
up
with
different
models
for
nomination
funded
by
the
stewards,
working
group
and
compensated
in
tec.
A
I
think
that
the
idea
that
the
the
working
group
can
choose
what
the
working
groups
to
choose
what
they
want
to
fund
stewards
in,
but
the
common
stewards,
I
think,
should
be
compensated
in
the
token
that
that
they're
governing
of
the
community
that
they're
governing
30
hours
per
week
and
probably
for
maximum
is
sort
of
the
idea-
is
keeping
the
common
stewardship
very
tight,
a
very
small
group
of
of
of
following
these
responsibilities
or
executing
these
responsibilities
and,
lastly,
advisory
stewards,
which
would
participate
in
a
monthly
or
even
bi-monthly
advisory
call.
A
The
idea
is,
you
know,
we're
looking
at
an
hour
and
a
half
once
a
month
or
once
every
other
month,
so
the
compensation
wouldn't
be
high,
but
it
would
be
in
tec
tokens,
maybe
some
small,
some
just
as
a
show
of
appreciation
for
the
advisors
that
would
donate
their
time
and
expertise
two
hours
per
month,
I
think,
is
really
the
maximum
and
I
think
again,
we
should
not
have
an
advisory
group
of
you
know.
A
20
people,
but
six
people
who
are
real
stakeholders
in
the
tec
feel
the
necessity
to
show
up
to
the
meetings,
because
there's
only
six
of
them
not
because
there's
20
and
they're
expecting
somebody
else
to
show
up
are
really
committed
to
to
help
the
tec
grow.
I
think
we
already
have
a
lot
of
these
people
in
mind
or
who
up
tyler
or
who
would
make
good
candidates
all
right.
So
this
is
in
the
sprint
retrospective
board,
and
I
would
like
to
welcome
everyone
to
come
in
the
board.
A
Write
post-it
notes
share
any
thoughts
you
have
about
any
of
these
sections
and
maybe,
while
we're
doing
that,
we
can
also
go
around
and
take
some
take.
Some
comments
from
people
so
I'd
like
to
give
this
some
time
to
sink
in
but
yeah.
Oh
thanks,
yeah,
olivia,
you're,
doing
it:
okay,
okay,
yeah,
maybe
we'll
take
just
five
minutes
and
quietly
spend
some
time
just
putting
post-it
notes
on
this
board
and
before
we
even
start
talking.
A
I
guess
it's
really
hot
here.
Every
all
of
my
devices
are
overheating
and
they're
stopping
they're,
not
working
anymore.
A
I
apologize,
my
computers
are
just
absolutely
melting
and
they
just
keep.
They
just
stop
working
so,
okay,
okay,
so
our
timer
is
off,
and
now,
let's
see
if
we
can
read
aloud
some
of
these,
my
my
desktop
it's
just
not
responding.
Can
I
ask
somebody
else
to
read
out
some
of
these
post-it
notes?
A
D
A
F
G
So
the
working
group
stewards
on
responsibilities,
working
group
funded
by
garden,
they
can
have
the
structure
they
want.
So
more
freedom
on
the
proposal,
then,
for
the
nominations
it
seems
like
this
would
be
self-determinate.
G
G
A
Back
to
the
nomination,
it's
actually
a
really
nice
idea
that,
in
the
proposal
from
the
gardens
that
the
steward
for
the
working
group,
that's
asking
for
funded
is
identified
in
that
proposal.
I
actually
think
that
makes
a
lot
of
sense.
A
D
I
think
that's
kind
of
how
we've
been
doing
also
like
for
the
working
groups.
It
was
very
much
someone
felt
like
they
wanted
to
work
on
a
certain
working
group
and
then
they
would
jump
in
and
start
doing
it
I
feel
like
it
will
work
better
if
we
like,
because
separating
working
group,
stewards
from
common
stewards
makes
that
much
easier
and
more
clear
to
happen.
A
G
G
G
G
How
do
we
choose
them?
30
plus
hours
is
a
lot
of
time.
This
group
of
stable
governments
of
the
commons.
G
What
is
the
total
difference
in
compensation
compensation
for
14
stewards
with
10
hours
per
week
versus
first
awards
at
30
plus?
Have
we
solved
the
funding
problem,
this
on
the
middle?
Having
a
max
looks,
centralized
and
bureaucratic
people
should
get
paid
for
the
value
they
provide,
not
by
their
role,
yeah.
A
Okay,
so
I'll,
if
I
can
get
my,
I
can
get
this
mirror
board
to
work
in
my
screen.
I'll
share
some
thoughts
too.
I
was
also
wondering
about
this
sprint
planning
for
the
working
groups,
but
I
think
ultimately,
each
working
group
should
consider
how
they
want
to
do
their
own
planning
and
one
of
the
I
think,
weaknesses.
A
You
know
that
I
think
doing
the
retrospective
together
was
fantastic,
but
I
think
one
of
the
weaknesses
that
we're
seeing
in
our
sprint
planning
is
that
you
know
we
are
not
really
updating
the
sprint
board.
We're
not
really
updating
the
issues,
and
so
I
think
it's
more
for
the
you
know
this:
the
common
stewards
to
do
their
sprint
planning
in
their
way
and
for
other
working
groups
to
do
whatever
kind
of
planning
they
want
to
do
with
whatever
tools
that
they
want
to
do,
rather
than
try
to
make
everyone
use.
A
One
sprint
board,
which
you
know,
we've
exceeded
the
recommended
number
of
people,
participants
or
groups.
When
we
started
this
and
now
that
there
is
so
many
stewards,
it
was
counterproductive
to
try
to
have
all
working
groups
in
one
sprint
planning.
So
that
was
why
I
thought
for
the
common
stewards:
they
would
have
their
sprint
planning
again.
It
should
be
open
to
everyone,
but
it
wouldn't
necessarily
include
every
working
group.
It
would
be
the
sprint
planning
for
the
the
commons
stewards.
A
And
maybe
a
combo
of
meetings,
some
just
cs
and
some
with
working
groups.
A
Okay,
something
resource
management.
I,
like,
I
think,
that's
yeah,
that's
the
direction
that
I
feel
like
I'm
missing
something.
So
thanks
for
adding
that
closed
or
open
vote,
stewards
or
dow,
I
don't
like
the
idea
of
voting
on
people
yeah.
I
agree,
but
it's
not
it's
a
little
yeah.
I
and
I
think
that's
why
I
sort
of
like
with
this
nomination,
why
it's
all
like
nominated
by
stewards,
because
I'm
also
really
looking
for
better
ideas.
A
So
it
was
just
you
know
me
not
coming
up
with
better
ideas
to
do
it,
and
I,
I
hope
that
in
this
group,
we'll
have
some
better
ideas
than
I
have
alone
would
be
the
strategy
to
acquire
tec
that
can
be
worked
out,
but
maybe
it
is
alongside
the
distribution
and
then
what,
if
people
submit
their
hours,
I
feel
pretty
strongly
that
counting
people's
hours
is
a
little
demoralizing
and
counterproductive.
A
So
I
wouldn't
I
wouldn't
look
for
people
to
submit
hours.
There's
a
really
nice
post-it
note
that
says
people
should
get
paid
for
their
value,
not
provid,
not
their
role,
but
I
would
say:
can
somebody
show
us
how
to
do
that?
How
to
how
to
pay
people
for
their
value?
I
think
that's
not
so
easy
necessarily
to
actually
implement.
A
So
how
would
we,
how
would
we
measure
somebody's
value
compared
to
somebody
else's
value?
I
think
that's
sort
of
what
we're
attempting
to
do
a
little
bit
with
praise
and
impact,
but
if
somebody
could
describe
how
that
would
look,
it
would
be
really
helpful.
A
This
group
stewards
the
governance
of
the
comments,
that's
exactly
the
way,
I'm
thinking
of
it
as
well,
that
this
is
really
you
know
the
the
the
group
of
people
who
are
super
focused
on
tec
governance
mission
and
and
achieving
the
mission
and
less
about
any
of
the
other
working
groups,
which
I
think
all
together,
contribute
to
to
the
tec's
mission.
30
hours
is
a
lot
of
time.
That's
true
how
about
20
hours,
perhaps
yeah?
A
I
guess
I
guess
it's
a
little
bit
like
you
know,
if
you're,
if
we
you
know,
imagine
that
this
is
a
startup,
you
know,
15
people
contributing
10
hours
isn't
going
to
get
us
where
four
people
working
30
hours
is
going
to
get
us.
So
part
of
the
number
of
that
is
really
like.
Hey
this
is
your
full
time
if
you're
a
common
steward.
This
is
what
you
think
about.
You.
Don't
divide
your
time,
thinking
about
five
different
projects.
This
is
it.
This
is
all
there
is.
A
This
is
really
what
you
want
to
see
succeed
and
what
you're
putting
120
into
succeeding
and
then
what's
the
difference
in
compensation
for
14
stewards
versus
four?
For
me,
it's
not
a
funding
problem,
it's
more
of
a
focus
problem,
and
so
that's
the
problem
that
I'm
solving
for
not
the
funding
one
and
I
would
love
if
anyone
else
feels
like
they'd
like
to
share
more
thoughts
or
add
more
post-it
notes
to
the
commons
stewards.
C
I
I
have
a
thought,
a
couple
thoughts
that
are
are
related.
First
of
all,
I
love
this.
I
really
I
like
this
direction
and
I
think
it
I
think
this
could
be
very
important
for
us.
I'm
I'm
thinking
a
lot
about
kind
of
coordination
across
the
tec.
So
how
do
we?
C
How
do
we
maintain
coordination
between
working
groups?
And
I
totally
see
this
working?
Actually,
I
could
see
it,
but
what
it
feels
like
to
me
is
that
between
these
layers
of
stewarding
there,
it's
like
there
needs
to
be
some
interstitial.
C
You
know
like
connection
or
medium
between
them,
so,
for
instance
like
in
sampo
one
of
the
things
that
I'm
trying
to
do
is
have
like
you
know,
basically
livia
tam
and
griff
kind
of
act
as
governance
stewards
to
kind
of,
like
I
bounce
stuff
off
of
the
three
of
them
from
time
to
time,
to
just
kind
of
like
get
a
sense
of
like
does.
This
seem
like
this
is
in
alignment
with
the
overall.
You
know,
governance
of
tdc,
you
know
so
it's
like.
C
Is
there
a
way
that
some
of
the
common
stewards
can
kind
of
affiliate
with
a
particular
working
group
and
depending
on
the
size
of
the
working
group?
Maybe
it's
just
one
who,
like
I
don't
know
what
that
would
look
like,
but
you
know
if
it's
a
larger
working
group,
maybe
it's
a
couple
of
the
commons
stewards
and
also
feels
like
going
the
other
way
like
some
type
of
like
meeting
where
there
is
like
all
of
the
stewards.
All
of
the
first
two
classes
of
stewards
are
getting
together
every
once
in
a
while,
maybe
not
weekly.
C
C
And
I
think
that
there's
similar
types
of
kind
of
interstitial
or
like
connective
tissue
between
the
advisory
stewards
and
the
and
the
common
stewards,
but
I
haven't
quite
I
don't
know
what.
B
And
one
is
regarding
the
numbers
I
don't
know
for
groups,
I
always
like
to
propose
odd
numbers
and
having
like
four
or
six.
Maybe
it
can
be
a
little
bit
like
polarizing
when
when
in
groups
you
have
pair
numbers,
so
I
I
would
say
to
have
odd
numbers
and
maybe
five
and
five
and
the
other
thing
is
that
I
think
that
also
maybe
some
of
the
common
steroids
can
participate
in
the
working
groups.
So
by
doing
that,
maybe
they
they
can
have
full
time
in
the
tc.
A
E
Yeah,
I
think
that
you
know
one
of
the
different
dynamics
that
are
going
to
have
to
be
done
if
we
minimize
the
amount
of
common
stewards
that
are
there,
who
are
largely
responsible
for
interworking
group
dependencies
and
making
sure
that
we
were
kind
of
following
the
same
direction
in
road
map
and
keeping
things
accountable
is
that
it
can't
be
as
fluid
as
it
once
was.
You.
C
E
E
I
feel
that
it
would
have
to
be
very
concentrated
where
each
common
steward
would
have
maybe
two
to
three
working
groups
that
they
truly
pay
attention
to
and
integrate
themselves
into
and
then
go
back
to
the
other
common
stewards
and
say
hey.
This
is
what's
been
going
on.
This
is
what
how
it
fits
into
the
bigger
picture
and
so
on,
and
it
probably
just
needs
to
be
a
little
bit
more
focused
in
that
way.
E
Compared
to
how
we
have
it
now,
and
so
I
think,
that's
kind
of
a
big,
a
big
ask,
and
so
choosing
who
who
does
that
and
which
working
groups
you're
paying
attention
to,
and
also
perhaps
the
number
of
stewards
for
the
common
stewards
is
based
upon
how
many
working
groups
or
work
streams
that
we
do
have
actively
going.
D
I
don't
even
think
the
common
stewards
need
to
be
active
in
any
working
group
at
all
if
they
don't
want
to,
but
to
have
this
overall
picture
of
what
is
happening
in
the
working
groups,
even
if
I'm
not
involved
in
the
activities
but
having
more
time
like
looking
into
forum
posts.
Answering
things
like
looking
at
the
large
advice
process,
that's
happening
today
in
the
book
club.
D
There
was
a
passage
of
the
thing
like
a
commenter
that
he
says
the
difference
between
ownership
and
stewardship
is
that
in
ownership
you
own
the
land
and
then
stewardship
the
land
owns
you,
and
I
I
was
thinking
like
what
would
what
would
it
mean
for
the
tc
land
to
own
us
and
what
is
the
land
asking
us
for,
and
I
think
this
brings
a
more
macro
perspective.
A
F
F
A
A
Okay,
I
don't
really
know
what
to
do.
Nothing's
working,
it's
like
48
39
degrees
here,
so
it's
just
things
are
literally
melting.
What
happens
to
me?
Okay,
so
cool.
Would
you
mind
continuing
with
advisory.
G
Yeah,
let
me
make
small.
G
Responsibilities,
nothing
nomination
process
close
or
both
open
stewards
or
down
and
then
in
time,
commitment
what
if
they
work
more,
what
if
people
can
submit
their
hours
and
then
on
the
cup
I
feel
like
max
could
be
a
little
higher
here,
especially
if
there
is
a
b
mean
compensation
on
numbers.
Five.
G
This
group
still
was
governance
over
the
commons.
They
were
on
behalf
of
the
stakeholders
of
the
commons.
This
group
will
be
our
new
boss.
This
group
needs
governance
over
it
or
it
is
becoming
too
powerful.
G
A
Okay,
thank
you
interesting,
interesting.
Okay.
It
seems
as
if
there's
some
concern
that
this
this
group
would
be
would
act
as
the
boss,
okay,
yeah,
there's
no
boss,
okay,
so
my
thinking,
let
me
just
give
some
background
in
this.
My
thinking
around
this
is
you
know.
A
Many
organizations
and
companies
have
an
advisory
board
and
essentially,
that
advisory
board
has
no
no,
what
I
would
say,
executive
power
over
the
the
organization
itself,
but
they
are
people
who
have
experience
and
expertise
that
can
help
the
board
the
you
know
the
executive
group
make
better
decisions,
so
it's
a
model
of
that.
So
let's
say
we
have
stewards
who
are
who
have
questions
about
treasury
management
or
about
token
economics
or
about
you
know.
A
The
the
people
of
the
advisory
board
would
be
there
to
hear
questions
that
the
stewards
have
and
provide
their
direct
feedback.
A
The
purpose
of
this
would
be
to
have
feedback
loops
with
some
of
those
key
stakeholders
and
people
that
we
trust
for
advice
that
are
value
aligned
that
have
a
lot.
You
know
a
lot
at
stake
in
seeing
the
tec
be
successful
and
we
can
bring
them
into
advice
process
on
a
monthly
or
bi-monthly
a
basis,
so
they're
we're
always
getting
little
pieces
of
feedback
on
direction
and
planning.
A
I
think
you
know
angela
zargham
trent
people
that
aren't
necessarily
going
to
want
or
have
the
time
to
take
over
quote
unquote,
but
would
would
have
a
lot
of
aligned
interest
in
our
success
and
would
be
honest
and
provide
good
guidance
for
how
you
know
what's
happening
outside
of
the
tec
and
other
places
that
might
in
the
ecosystem
that
might
impact
the
direction
or
planning
that
we
take.
A
So
that's
the
idea.
You
know
the
idea
is
also
to
keep
it
relatively
small
so
that
there
feels
to
some
accountability
to
those
advisors
that
you
know
if
it's,
if
it's
five
people
they'll
show
up,
if
it's
15
people
they'll
expect
somebody
else
to
show
up
and
they
may
not.
So
I
I
like
the
idea
of
having
a
small
commit
committed
like
deeply
committed
to
the
tec
group,
and
you
know
two
hours
a
month.
A
Even
that
would
be
a
lot
to
be
honest
for
some
of
these
people,
so
I
even
thought
maybe
it's
bi-monthly
every
other
month.
You
know
we
have
a
meeting
because
two
hour,
two
hours,
every
two
months
seems
like
you
know
achieving
like
something
that
all
most,
I
think
all
of
our
stakeholders
would
agree
to.
Angela,
as
somebody
I
would
consider
you
know,
who
would
be
very,
would
bring
a
lot
of
value
as
an
advisory
steward
to
the
tec,
for
example.
A
A
The
forum
is
open,
but
what
we've
seen
is
that
we
go
through
these
rounds
of
advice,
process
kind
of
in
a
closed
loop,
and
if
we
have
a
space
where
we
have
advisors
looped
in
on
a
more
regular
basis
providing
feedback.
A
G
C
C
I
feel
like
this
is
very
important
because
you
know
what
we
saw
a
month
or
so
ago
is
trent
kind
of
representing
in
that
sampo
proposal
post.
That
was
on
the
forum.
You
know
he.
He
took
the
time
to
articulate
a
concern
that
I
don't
think
was
just
his
like.
I
think
there
was
you
know
there.
I
don't
know
how
widely
held
it
was.
C
Maybe
it
was
just
a
few
people,
but
there
were
definitely
some
core
token
holders
who
were
having
concerns
and
were,
and
they
were
not
expressing
them
somehow,
and
so
in
that
forum
I
don't
know
exactly
how
to
happen,
but
I,
my
guess,
is
that
you
know
trent
kind
of
heard
about
this
and
said
like
oh
I'm,
gonna
go
and
and
and
post,
and
it
was
great
right
like
that's
like
that's
some
input
that
we
we
really
needed
and
it
kind
of
like
served
as
a
catalyst
to
kind
of
shake
us
up
a
little
bit.
C
So
I
think
it's
really
important
to
to
create
systems
for
getting
that
feedback.
So
it's
not
haphazard,
so
it
doesn't
happen
by
accident
or
just
like
you
know,
we
lucked
out
in
that
case,
so
I
guess
my
my
only
feedback
would
be.
C
I
think
that
you
know
you
get
any
random
group
of
smart
people,
just
five
people
in
a
room
at
any
given
time
if
it's
just
for
two
hours,
whatever
comes
up
in
that
two
hours
may
be
the
thing
that
influences
like
some
pretty
big
directional
changes,
and
so
I
think
that
this
group
will
need
some
active
stewarding
of
its
time
and
its
attention,
and
I
think
that
you
know
to
make
the
best
use
of
that
time,
but
also
you
know
to
make
sure
that
it's
really
aligned
with
the
directions
of
the
commons
and
the
mission
and
so
to
me
that
feels
like
kind
of
two
directions.
C
One
is
the
common
stewards
working
really
proactively
to
kind
of
help,
shape
the
agenda
and
kind
of
the
feedback
process
and
two.
It
just
also
feels
like
some
type
of
like
community
and
stakeholder
listening
system
that
can
kind
of
that.
This
group
can
then
use
to
kind
of
like
inform
itself
about
what's
important.
A
A
I
would
also
guess
that
it
is
likely
to
also
be
recorded
and
on
youtube-
and
I
agree
with
you
know:
there
would
certainly
need
to
be
a
person
or
someone
who
wants
to
take
on
the
coordination
of
this
is
not
gonna,
be
isn't
like
non-trivial
and
then
the
the
subjects
so
working
with
all
of
the
stewardship
to
understand
the
priority
for
that
session's
advisory
meeting
right.
What
do
we
want
to
talk
about?
What
are
what
is
the?
A
Be
it's
definitely
something
that
a
person
would
need
to
take
on,
and
I
was
wondering
I
guess
if
you
have
any
other
ideas
about
what
that
listening
would
look
like
what
or
what
do
you
mean
when
you
say
that
listening?
Is
it
more
than
open
and
recorded.
C
A
specific
example
would
be
like
helping
them
with
polish
support.
I
mean,
is
it
polis,
I
don't
know
but
like
giving
this
group
tools
so
that
they
can
very
easily
ask
questions
of
the
community
themselves
right
and
get
get
you
know
they
can
they
can
ask
questions
themselves
of
the
community
and
you
know
that's
supported
by
the
common
stewards,
but
that
they,
you
know
it's
just
like
helping
them
to
listen
to
the
mission
and
to
the
comments
and
all
of
the
community
members
who
make
it
up.
A
So
it's
a
little
bit
how
to
best
inform
the
advisors
who
are
external,
not
quote-unquote
and
strong,
who
are
stakeholders
who
are
occupied
with
their
own
projects
and
initiatives,
so
they
may
not
know
fully
the
culture
of
the
tec
so
how
to
make
sure
that
they
are
onboarded
to
our
culture
and
know
the
needs
and
wants
of
our
community.
I
see
okay
yeah!
I
understand
better
now,
thank
you
for
explaining.
A
A
Of
course
you
can
just
add
a
post-it
note,
but
if
you
want
to.
G
I
think
we
shouldn't
change
our
culture.
You
know
anything
that
someone
wants
to
do.
They
should
make
a
proposal
and
conviction
voting,
pass
it
or
not
pass
it,
and
then
this
you
know
if
I
don't
train
sarah,
whatever
or
anyone
you
know
even
the
comments
towards
like
they
want
to
do
something
like
they
just
make
a
conviction,
voting
proposal,
that's
what
you're
going
to
do.
A
I
don't
know
if
it's
my
laptop
because
I'm
laggy
but
eduardo.
I
heard
you
start
speaking,
but
then
I
didn't
hear
the
conclusion.
F
G
G
F
E
No,
I
just
you
know
I
I
I
see
what
zepty
is
saying,
but
I
also
you
know
decentralization
for
the
sake
of
is
is
not
the
point
I
think
you
know
if
this
leads
to
better
outcomes
in
terms
of
how
we
organize
ourselves
to
manage
ourselves,
I
think
it
the
flexibility
that
it
will
offer
later
on
incorporating
new
stewards
as
working
groups
grow
in
the
work
streams.
Get
to
to
be
a
lot.
E
I
think,
can
you
know
I
I
don't
like
to
say
think
of
it
as
being
a
max,
but
maybe
we
can
associate
the
max
number
with
the
metric
of
some
sort,
but
I
I'm
not
fundamentally
against
it,
and
I
don't
think
it's
a
negative
thing.
Overall.
A
I
also
want
to
point
out
that
it
actually
grows
the
stewardship
rather
than
confines
it.
You
know
what
we're
seeing
now
is.
Our
stewardship
is
very
diffused
and
very
focused
on
many
different
things
and
maybe
having
a
few
foot,
and
you
know
we
could
call
it
recommended.
It
doesn't
have
to
be
a
max
or
a
cap.
A
Culturally.
We
can
always
change
what
you
know.
If
it
turns
out
that
it's
better
to
have
seven,
then
we
would
have
seven
at
that
time.
So
I
think
we
could
change
the
verbiage
to
be.
You
know
recommended
we
start
with,
and
then
we
sort
of
see
where
we
go
from
there
if
we
need
more
or
if
we
need
less,
but
it
actually
allows
us
to
have
a
larger
stewardship
rather
than
a
smaller
one
that,
I
would
think
it's.
I
guess
I
would
say,
I'm
sorry
we're
over
by
one
minute.
A
I
would
say
it
would
be
misunderstanding
this
to
assume
that
only
there's
four
stewards
now
there'd
be
a
huge
misunderstanding.