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From YouTube: TEC Transformation Strategy and Planning 4 - Updates, Community Call & CommonOps Team Proposal
Description
Topics Covered:
TEC's Google Drive 5:03
Credentials Management Update 6:49
Dune Analytics 7:20
Community Call Restructure 11:25
CommonOps Team Proposal 21:10
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A
Of
intentions
and
distractions
I'll,
kick
it
off.
My
intention
today
is
I
would
really
like
to
explain
this.
What
we're
calling
the
common
Ops,
what
I've
been
calling
the
common
Ops
Team
this
this
proposal
and
then
answer
any
questions.
People
have,
and
you
know,
just
get
some
feedback
and
lock
this
down
it's
time
to
move.
So
that's
my
that's
my
those
are
my
intentions.
Distractions,
not
really
much
I'll
pass
it
to
acid.
B
C
C
D
That
I
think
that's
that's
the
same
intention
for
me
to
to
think
on
this
idea
of
of
consolidating
efforts
and
and
this
unified
team
and
going
over
the
the
document
that
that
you
shared
Gideon
and
yeah
just
trying
to
really
nail
it
down
in
the
best
possible
way
that
really
benefits
the
comments
and
yeah
I.
Don't
really
have
any
distractions
right
now,
so
I'll
just
pass
it
to
to
Maxwell.
E
F
G
H
Intentions,
it
just
feels
like
these
conversations
are
getting
better
and
we're
starting
to
see
like
I
feel
like
we're
weeks
away
to
being
like
okay,
we've
got
it
we're
back
like
the
train,
is
back
on
the
track
so
just
happy
to
help
in
whatever
way,
I
can
to
be
honest
and
distractions,
I'm
moving
in
five
days,
so
a
whole
list
of
stuff
that
has
to
be
done:
gas,
electricity,
water.
You
know
that
kind
of
basic
essential
needs
and
I'll
pass
back
to
you
Gideon
to
pass
on.
Please
thank
you.
I
J
No
intentions,
yeah,
yes,
that's
everyone
else,
see
what's
up
and
and
Advance
on
on
this,
this
at
the
end
of
this,
on
everything,
we're
doing
right
now
and
distractions,
I'm
waiting
for
something
to
be
delivered
to
to
my
house,
and
so
I
may
have
to
drop
off
or
yes,
I
made
it
to
to
get
it.
But
yeah
back
to
you
again.
A
Okay,
fair
enough
all
right.
Well,
what
we're
gonna
do
is
we're
gonna
jump
into
just
a
couple
of
quick
updates.
I
think
Rex
is
going
to
take
like
five
ten
minutes
to
give
us
just
update
on
what's
going
on
with
Dune
analytics,
and
then
he
did.
Some
did
some
work
with
the
TC
Google
Drive
and
then
I
want
to
talk
about
next
week's
Community
call
I've
got
an
idea,
I
want
to
run
by
everybody,
and
then
the
main
thing
is
just
jumping
into
this
common
Ops
Team
proposal.
A
H
I
mean
it's
it's
it's
something
that
Zepp
asked
he
asked
if
he
should
post
to
the
Forum
the
document
for
the
retirement
of
the
of
the
sun.
Setting
of
the
transparency
group
and
I
said.
Let
me
just
see
what
what
we
think
so,
should
each
working
group
post
the
sunset
doc
themselves
or
rebundle
these
three
that
are
happening
simultaneously
into
one
post.
It's
a
minor
question,
but.
C
A
F
So
on
the
three
fronts,
so,
as
you
may
be
aware,
I
have
set
up
a
Google
drive
folder
to
so
that
we
can
coordinate
with
Google
documents
in
future
I've.
Given
a
number
of
us
on
this
call,
Access
and
I'm
also
keeping
backups
in
case
anybody
turns
away
and
deletes
that
folder,
so
I
have
a
second
copy
and
at
the
moment
I've
done
it
mostly
manually,
but
I
may
set
something
up
in
the
schedule
say,
maybe
once
a
week
or
or
something
so
just
to
keep
a
copy.
It's
just
just
standard
procedure.
F
F
Well,
basically,
everyone
in
there
as
an
image
as
you
want
access
to
to
the
root
I
think
your
trusted
member,
so
I
can
give
you
that
too,
and
if
there's
any
questions
with
that,
one
that
I
might
set
up
a
process
and
something
more
formal
as
to
like
who
to
give
access
to
or
not,
but
that'll,
probably
be
bundled
with
court
with
the
credentials
management
process.
So.
E
F
F
Okay,
cool
next
on
credentials,
management,
ntnized
and
he's
been
identifying
the
the
members
that
would
be
best
to
to
prune.
That
document
will
probably
provide
that
before
next
Tuesday,
so
that,
then
we
can
start
off
from
a
cleaner
slate
to
kind
of
build
back
up
so
that
one's
still
ongoing
and
regarding
Dune
analytics
I
have
put
a
card
on
no
phone.
I
will
move
it.
F
I
haven't
moved
stuff
to
Clarity,
yet
I
will
do
so,
but
essentially
the
problem
is
Dune
is
going
to
stop
updating
blocks
on
the
SQL
engine
that
we're
running,
because
it's
the
old
SQL
engine
engine
V1
and
so
in
order
to
continue
with
our
financial
reporting.
Let's
say,
community
reporting
for
doing
V2
will
need
to
Port
over
all
of
the
queries
from
the
engine
V1
to
the
engine
V2
and
now.
This
essentially
is
like
switching
programming
languages,
because
a
lot
of
things
are
different
between
spark,
SQL
and
postgres.
F
The
tables
the
tables
are
different.
The
databases
are
set
up
in
a
different
way.
So
when
we
asked
JH
for
a
quote,
he
said
a
thousand
bucks
basically
doing
one
from
scratch
and
I
can
do
this.
I
can
do
this
cheaper
because
I'm,
a
pop
I'm,
I'm,
All,
About
public
goods,
yeah
and
it's
I-
just
enjoy
it
so
but
they're.
F
They're
needs
there
has
been
questions
as
to
which
queries
whether
we
should
Port
every
single
query,
whether
we
should
for
just
some
quiz,
whether
we
should
scratch,
scrap
it
all
together
and
kind
of
do
something,
that's
better
for
the
community,
rather
than
what
we
have
right
now,
which
is
mainly
kind
of
internal
focused,
like
all
of
the
queries
were
for
us.
They
weren't
for
other
well
for
transparency,
really
they
weren't
built
for
other
people
to
really
see
follow
so
there's
so
so
my
I
will
also
share
the
document.
F
E
A
Awesome,
thank
you.
Rex.
Any
questions
for
Rex
we'll
have
a
chance
to
go
over
in
detail
like
he's,
going
to
send
a
plan
out
and
so
you'll
be
able
to
to
look
it
over
more
carefully
and
I.
Just
just
a
shout
out
to
Rex
man
he's
just
been
on
fire
doing
like
all
kinds
of
stuff.
Over
the
last
couple
weeks,
I
mean
really
Rex.
Thank
you,
you're
doing
a
great
job,
man,
okay,
so
real
quick
at
the
end
of
the
last
call
Tam
asked
like
hey.
Are
we
gonna
do?
A
Are
we
gonna?
Do
a
commuter
call
next
week
and
I
had
an
idea
I
just
wanted
to
float
by
people
just
as
kind
of
a
way
to
maybe
test
out.
I
think
the
thing
that
we
that
we
should
do
is
test
out
some
stuff
right
and
just
see
what
works
right.
So
the
thing
I
was
thinking,
is
you
know,
I
I
just
have
all
these
questions
still
about
the
kind
of
the
basic
building
blocks
of
the
Tec
like
how
the
ABC
really
works
more.
A
Actually,
the
bigger
thing
for
me
right
now
is
like
the
common
pool
like
how
you
know
how
does
Gardens
really
work?
You
know
like
what
what
how
does
all
this
stuff
connect
and
so
I
asked
Griff
yesterday
if
he
would
be
willing
to
just
kind
of
do
a
q
a
session
in
the
call
next
week
and
just
kind
of
use
that
as
a
way
to
just
for
all
of
us
to
ask
questions
and
Mitch?
Maybe
you
can
help
out
too.
A
It
doesn't
have
to
be
just
doesn't
have
to
I
mean
it
could
be,
could
be
anybody
right,
but
I
was
thinking
just
like
having
like
a
little
round
table
but
have
Griff
kind
of
lead
it,
and
maybe
what
I'd
do
is
ask
the
questions
and
and
ask
people
for
questions
in
advance,
but
just
use
this
time
as
a
way
to
kind
of
educate
ourselves
for
for
especially
for
those
who
are
kind
of
new,
still
like
how
does
all
this
stuff
fit
together?
So
that's
that's
my
idea.
A
What
do
people
think
about
that
as
a
as
a
kind
of
a
test
of
like
because
we
could
do,
we
could
do
similar
things
like
actually
Mitch?
We
could
do
something
similar
for
praise
like
what's
really
going
on
with
praise.
How
does
it
all
work-
and
you
know
I-
think
there
are
people
in
the
community-
would
probably
like
to
learn
that
too,
but
not
this
time,
but
maybe
for
future.
So.
B
J
Yeah,
that's
that's
a
really
good
point.
I
think
our
one
one
of
our
issues
for
the
community
goals
is
more
like
getting
people
into
the
Lord
and
actually
the
content
itself.
I
think
you
know
the
learning
how
the
technological
pieces
of
the
TC
works
is
great,
but
you
know
it's
also
the
question
of
how
how
and
if
we
want
to
do
that.
Outreach
and
you
know,
like
Rick,
said,
probably
get
people
from
the
from
the
academy
a
little
bit.
H
Absolutely
I
love
the
idea
of
us
experimenting
and
also
I,
just
like
the
idea
of
what
are
your
questions
about
the
bonding
curve
or
about
praise
or
I,
don't
know
how,
whatever
we
want
to
really
focus
that
and
to
the
second
point
that
was
raised
by
by
you
acid.
Maybe
we
change
the
Forum,
maybe
it's
not
on
Discord,
maybe
it's
a
Twitter
space
and
maybe
I
don't
I
guess
maybe
we
can
even
question
like
do.
B
E
A
Yeah
all
right!
Well,
Let
me.
Let
me
ask
this:
do
we
think
that
we
could
pull
that
off
by
next
week,
moving
to
Twitter,
so
so
I,
two
things
one
it's
you
know
we
can
do
it
the
way
that
we've
been
doing
it
just
internally
and
and
have
it
be
and
just
try
the
new
content
and
and
try
to
just
kind
of
build
these
up
slowly
over
time.
F
I
I
think
I
I'm.
Also
radical
change
in
this
and
I
think
that
moving
to
Twitter
is
probably
better
I.
Think
engagement's
a
bit
better.
We're
gonna
get
higher
numbers
doing
it
on
Twitter
and
it'll
be
easier
for
people
to
connect,
and
if
we
do
want
to
kind
of
relay
the
we
can
always
have
someone
kind
of
sharing
that
this
there
voice
and
video
into
the
community
chat
so
that
the
couple
of
us
are
the
hey,
hey,
Elon
Musk.
Can
it's
still
still
like
listening.
A
J
We
like
we
said
yesterday
in
the
Christian
service,
sink
like
try
to
come
up
with
a
more
cohesive
communication
strategy
and
feed
feed
that
kind
of
serious
based
content
on
that,
because
I
think
it's
also
I
think
it's
also
a
timely,
a
timely.
It's
it's
also
on
time
for
the
for
the
launch
of
decoration
service,
because
right
now
we
probably
have
more
to
offer
on
Twitter
than
on
Discord
than
you
know,
trying
to
get
people
on
the
Discord
and
then
have
nothing
to
see.
A
Okay,
let's,
let's
do
this,
who,
who
would
be
interested
I
mean
I'm,
I'm,
happy
to
to
either
facilitate
that
you
know
moderate
that
panel
or
if
somebody
else
is
like
excited
to
do
that
just
raise
your
hand.
But
let's
do
this.
I
don't
want
to
take
any
more
time
on
this
call,
because
I
really
want
to
get
to
this
next
topic.
So
any
volunteers
who
ask
it
we'd
probably
need
you
to
drive
the.
If
we're
going
to
do
a
Twitter
space,
we
definitely
would
need
you.
Are
you
game.
A
A
B
C
A
A
A
That's
enough
and
we'll
yeah,
we'll
post
and,
and
so
what
we're
saying
is
not
next
week
we're
going
to
take
we're
gonna
take
a
break
next
week
and
we're
gonna
try
to
get
this
for
the
following.
The
next
meeting
and
just
shift
to
that
and
try
to
like
get
do
a
little
bit
of
organizing
to
get
some
more
folks
attending.
Okay.
Is
that
cool.
A
Okay,
so
on
we
go
I.
So
my
first
question
so
we're
gonna
go
into
this
common
Ops
Team
proposal
and
Tam
I,
I,
Tam
and
I
were
talking
about
this
and
I
think
it
makes
sense
for
for
Tam
to
provide
a
little
bit
of
context
to
kind
of
like
how
does
this
fit
into
like
where
we've
come
from
and
all
that
kind
of
stuff.
So
before
I
dive
into
into
the
kind
of
the
details
of
this
plan
Tam,
do
you
want
to
just
help
us
get
that
context?
Yeah.
H
With
pleasure,
so
yeah
giddy
and
I
were
chatting
yesterday
and
talking
about
this
as
a
proposal,
and
it
occurs
to
me
that
if
you
just
see
this
proposal,
it's
not
really
clear
where
it
comes
from
or
some
of
the
context,
so
I
thought
it
was
important
just
to
sort
of
share
that,
and
maybe
also
when
we
propose
when
we
share
this
proposal
for
advice
process
with
the
community.
We
can
also
sort
of
include
some
of
this
context
too.
I
think
most
people
are
are
pretty
aware,
but
just
to
to
go
over
a
few
points.
H
You
know
an
August
Nate
and
I
posted
the
stewards
transformation
proposal
on
the
Forum,
and
this
came
about
after
the
stewards.
Second
request
for
funding
didn't
seem
to
meet
with
communities.
Conviction
and
I
did
take
it
off
eventually,
rather
than
sort
of,
let
it
sit
and
try
to
build
up
conviction
over
many
months,
because
it
became
evident
to
me
at
least
that
you
know
the
overall
Community
was
not
in
favor
of
continuing
to
you
know,
exceed
on
operations.
H
What
we
make
in
Revenue,
which
is
very
little
so
the
Tec,
was
spending
a
lot
on
operations.
Different
working
groups
were
requesting
different
funding,
but
no
money
was
really
coming
in,
including
with
the
stewards,
of
course,
so
I
removed
the
request
for
funding,
and
we
started
having
conversations
about
how
we
could
transform
the
stewards
working
group
and,
as
we
started
to
have
these
conversations,
it
became
clear
that
it
was
more
of
how
do
we
transform
the
organization,
not
just
the
stewards
working
group.
H
The
stewards
working
group
is
one
component
of
the
larger
organization
and
there's
a
a
scale
mismatch
right.
So
we
started
okay,
so
each
of
the
working
groups
are
sort
of
challenged
to
think
about
what
was
really
Mission
critical
from
their
working
group
to
try
to
see
how
we
could
write
size
so
that
the
the
tasks
that
were
Mission
critical
to
the
ctec
continued
to
be
funded.
But
the
funding
wouldn't
essentially
deplete
the
common
pool.
Reserve
in
you
know
a
Runway
of
like
less
than
12
months.
H
So
you
know
a
lot
of
the
the
I've
said
this
a
few
times
now
but
like
if
we
were
a
traditional
non-profit
organization,
we'd
probably
have
like
two
full-time
people
or
three
full-time
people
until
we
were
able
to
actually
support
the
the
Staffing
requirements
by
the
amount
of
Revenue
that
comes
in,
and
we
probably
should
try
to
like
that.
That
should
be
this.
H
The
Target
right
that
we're
we're
funding
ourselves
by
by
whether
it's
like
the
the
attack,
the
tributes
from
the
augmented
bonding
curve
or
any
other
source,
rather
than
depleting
the
commons
pool,
which
is
really
meant
for
a
token
engineering
projects
and
education
and
software
and
tools.
So
so
each
of
the
working
groups.
You
know
the
this
is
sort
of
where
this
sort
of
transformation
strategy
and
planning
started
happening.
Gideon
had
so
many
ideas
from
you
know.
H
He
brought
really
he's
like
he's,
been
quarterbacking
this
and
and
doing
a
lot
of
the
critical
thinking
around
how
we
can
organize
the
different
like
critical
responsibilities
in
the
working
groups,
and
the
sort
of
idea
of
this,
like
one
team,
came
together
this
this
common
Ops
Team,
which
is
this
proposal
today.
So
it's
sort
of
like
the
this
idea.
H
The
stewards
working
group
transformation
really
turned
into
like
this
organizational
transformation
and
working
groups
started
to
see
that
they
needed
that
they
maybe
didn't
need
to
continue
as
a
working
group
that
some
of
them
were
doing
one
or
two
things
and
that
could
all
be
rolled
in
together
into
one
team.
That
does
these
things.
H
A
Thanks
Tim
yeah,
so
this
has
been
kind
of
a
it.
Doesn't
it
feels
like
it's
been
about
for
me.
It
feels
like
it's
been
about
four
months,
but
it's
really
been
about
a
month
and
a
half
and-
and
you
know
this-
it's
important
to
say
that
this
was
not
actually
my
idea,
there's
been
a
few
people
who
have
been
kind
of
behind
the
scenes.
A
Kind
of
thinking
about
this
stuff,
like
anti-rex,
bear
Nate
kind
of
in
some
cases
on
their
own
thinking
these
these
kinds
of
things
and
you
can
kind
of
see
like
in
a
way
this
is
kind
of
what
wants
to
happen.
Like
the
working
groups,
we
see,
a
number
of
working
groups
are
kind
of
like
dissolving
of
their
own
accord.
People
are
leaving,
and
so
it's
in
some
ways
this
is
kind
of
there's
a
natural
momentum.
That's
that's
moving
Us
in
this
direction.
A
The
let
me
move
over
to
the
document.
I'm
gonna
I'm
gonna,
assume
that
if
you
really
want
to
understand
the
details,
you'll
dig
into
this
document
yourself
and
feel
free
to
comment.
So
what
I'm
going
to
do
right
now
is
just
provide
kind
of
like
a
step-by-step.
You
know,
probably
just
take
like
10
minutes.
Okay,
just
to
you
know
to
to
go
through
the
major
points
you
know,
temp
touched
on
some
of
the
reasons
for
this,
and
rather
than
you
could
my
yeah
my
screen's
still
up.
A
A
All
right,
I'm,
assuming
so
so
these
These
are
the
these
were
the
drives.
You
know
like
what
are
we
actually
trying
to
accomplish
here?
You
know
reducing
operating
costs,
we'll
talk
about
that
in
a
sec,
but
it's
also
just
like
it's
a
lot
about
coordination
and
cohesion
and
trying
to
make
that
trying
to
make
it
easier
to
get
things
done
so
the
the
basic
functions.
A
The
idea
is
that
we
have
one
team
where
nearly
all
of
the
paid
contributors
and
and
by
that
what
I
mean
is
the
people
who
are
getting
regular
payment,
regular
salaries,
I,
don't
know
what
we
call
it,
but
like
that.
We
that
we
try
to
put
the
all
of
those
people
who
are
doing
the
ongoing
operations
of
the
Tec
and
the
exception
here
is
rewards
working
group,
so
Mitch
is
still
doing
this
thing
over
there.
A
It's
working
so
in
this
case,
because
this
would
be
a
small
team
and
we
don't
want
to
have
like
a
bunch
of
like
mini
little
departments
within
this
one.
This
one
thing
like
we,
you
know
it's
gonna,
be
important
for
this
team
to
be
able
to
Kind
Of
Swarm
and
what
I
mean
by
that
is.
You
know
we
want
people
to
be
able
to
not
just
do
one
thing
like
you
need
to
be
able
to
flex
and
flow
to
the
demands
of
what's
called
for
in
any
given
moment.
A
So
it's
likely
that
people
will
will
probably
have
certain
kind
of
like
functional
areas
that
they
will
gravitate
towards,
and
there
will
be
some
functions
that
we'll
probably
want
to
have
like
backup
coverage
for
so
critical
functions.
We
don't
want
to
just
have
it
in
one
person's
hand,
we
probably
want
to
like
cross-train
so
that
people
can
can
cover
each
other
if
they
want
to
go
on
vacation
or
whatever
the
the.
A
A
We
did
a
lot
of
work
like
identifying
all
of
the
kind
of
the
Urgent
and
important
tasks
and
workflows
that
we
do
and
then
we
went
back
and
you
know
I
mapped
it
to
some
earlier
work.
I'd
done-
and
this
seems
like
this
is
a
pretty
good
set
of
categories
now,
just
to
be
clear.
That
doesn't
mean
that
we're
going
to
have
like
one
person
doing
contribute.
You
know:
contributor
coordination
to
project
management,
one
person
doing
strategic
planning.
E
A
It's
just
that
this
is
kind
of
taken
from
this.
This
kind
of
management
structure.
It's
not
really
management
structure,
but
it's
like
a
coordination
structure
called
holocracy,
and
the
idea
is
that
you,
you
create
these
kind
of
functional
containers
that
make.
That
is
where
we
put
all
of
our
workflows
right
so
we'll
go
through
and
in
the
partner
relations
thing
or
let's,
let's
take
let's
take
Finance
and
Accounting,
because
that's
a
clear
case
or
Technology
support.
That's
even
clearer
case
right.
A
We're
we've
been
going
through
all
of
the
kind
of
the
the
main
functional
processes
like
the
organizational
processes
that
we
need
to
keep
doing
on
a
regular
basis
and
we're
just
ticking
those
off
we're
like
going
through
and
identifying
all
those.
So
in
that
container,
the
Technology
support
container
will
include
all
those
workflows
right
now
then,
after
that
is
done,
and
we'll
we'll
be
doing
this
over
time.
We're
not
going
to
get
all
of
this
done
day,
one
but
we'll
go
through
and
over
time
be
filling
out
all
these
kind
of
critical
workflows.
A
And
then
the
idea
will
be
to
have
individuals
to
make
sure
that
all
those
critical
ones
have
at
least
one
person
who
is
responsible
for
doing
that
workflow,
and
so
the
idea
is
that
we'll
be
able
to
have
more
flexibility
this
way,
so
that
somebody
can
can
an
individual
can
cross,
can
move
across
these
different
containers,
but
we
want
to
make
sure
that
all
the
critical
functions
in
those
containers
are
taken
care
of
this
last
Point
here
is
yeah.
Is
there
a
question?
Yeah.
C
A
What
we
would
have
is
okay,
so
so
those
those
containers
are
just
like
in
a
document
someplace
they're,
just
like
the
institutional
knowledge
of
the
Tec,
a
place
where
we
can
store
all
of
our
workflows
and
make
sure
that
we're
not
dropping
anything
but
each
one
of
those
workflows
so
like
in
the
case
of
Technology
support,
you
would
see.
Credential
management
would
be
one
of
the
workflows
and
Rex
would
have
his
name
assigned
to
that
right.
He
would
be
responsible
for
that
function.
A
C
A
C
A
Might
be
you
know
he
he
would
probably
be
doing
some
of
the
the
accounting
part,
like
the
data
part
of
that
he
might
be
doing
some
other
stuff
around
Economic
Development
or
around
some
of
the
service
operations
as
well.
Bear
might
be
doing
some
some
functions
in
the
contributor
coordination
and
project
management,
and
he
might
be
doing
some
of
that.
A
You
might
have
you
know,
but
they
might
be
doing
stuff
in
other
areas
as
well.
So
it's
really
a
way
of
load,
balancing
and
making
sure
that
we've
got
all
of
the
basic
functions
covered
and
that
we're
not
locking
people
into
like
being
like
I.
Am
the
community
organ
I'm,
the
partner
relations
person?
Nobody
else
can
do
this
stuff.
No,
it's
like
it's.
It
gives
us
a
little
bit
more
flexibility,
especially
with
a
small
team.
That's
going
to
be
important.
A
Okay,
okay,
this
next
paragraph
is
basically
you
know,
as
as
Tam
is
saying,
there's
this
kind
of
an
overall
organizational
transformation
that
we're
you
know.
This
is
like
the
first
step
in
this.
The
stewardship
we're.
You
know
we're
still
kind
of
part
way
through
the
stewardship
transition
that
that
is,
there's
I,
guess
what
I'm
trying
to
say
is:
there's
probably
some
more
organizational
transformation
work.
That's
gonna
be
coming
down
the
pike,
regardless
of
what
we
call
that
this
role.
A
A
The
idea
is
that,
for
these
positions
we
don't
want
P.
We
don't
want
to
have
people
who
are
doing
like
five
hours
a
week.
We
really
want
to
have
people
who
are
pretty
dedicated,
at
least
on
this
core
team
to
being
here,
and
you
know
being
here
enough
hours
in
the
week,
so
that
it's
easy
to
coordinate
with
each
other.
A
A
A
But
this
idea
is
that's
like
hey:
let's
fix
the
amount
of
money
that
we're
spending
on
just
the
internal
operations
of
the
Tec,
and
so
what
this
figure
does.
Is
it
takes
it
to
about
a
third
of
what
the
the
burn
rate
has
been
since
launch
so
about
168?
And
these
are
rough.
These
are
going
to
have
to
get
detailed.
A
You
know
a
little
bit
more
detailed,
but
basically
be
about
14
000
die
per
month
for
this
team
and
I
would
be
contributing
35
hours
a
week
for
the
first
year
without
without
charging
okay,
the
last
section
here,
I
just
wanna.
This
is
this
is
important
because
this
is
kind
of
where
the
culture
comes.
A
How
do
we
do
that
I'm
personally,
very
interested
in
this
idea
of
self-directed
work
teams,
I,
think
that
there's
lots
of
people
who've
been
doing
great
work
on
that
I
experimented
with
that
in
my
old
organization.
It's
tough
to
do,
but
it's
doable
and
I
think
we
could
do
it
I
think
it's
very
in
fitting
it
kind
of
maps
to
the
spirit
of
the
Dao.
You
know:
Dow
space
I,
think
that
you
know
as
part
of
that
one
of
the
things
that
I'm
recommending
here
is
holding
each
other
mutually
accountable.
A
So
it's
like,
if
you
don't
have
like
a
boss
right,
how
does
the
team
hold
itself
mutually
accountable
to
one
another?
One
of
the
suggestions
here
is
having
an
actual
Covenant
that
we
all
sign
and
that
we
we
adopted.
The
idea
of
you
know,
graduated
sanctions
right
and,
and
and-
and
we
really
try
to
like-
adhere
to
the
the
ostrom's
eight
principles
in
in
that
Covenant
and
then
the
last
section
is
like
hey
this
isn't
this
doesn't
mean
that
all
work
in
a
Tec
needs
to
go
into
this
into
this
team?
A
Obviously
that
you've
got
the
rewards
working
group
still
going,
but
but
beyond
that,
what
this
is
saying
is
this
is
this:
is
the
team
that
will
try
to
be
kind
of
like
the
heartbeat
to
act
as
a
coordinator
to
coordinate
the
various
work
processes
and
projects
that
are
happening
across
the
commons?
And
so
you
know
like
what's
happening
in
these
calls.
A
A
A
C
F
I
think
that
is
very
succinct
and
to
the
point,
and
given
the
kind
of
very
dispersed
discussions
that
we
were
having
the
the
the
whole
conundrum
with
that
went
on
and
transparency.
That's
what
this
is
very
like
to
to
the
point
very
much
I,
very
much
in
in
favor
of
the
the
way,
the
the
the
I
the
ideology
that
that
the
proposal
sits
on
I
I
do
have
a
question
with.
C
F
I
I'm
kind
of
on
the
fence
as
to
what
really
means
an
active
contributor
and
what
means
somebody
that's
kind
of
stuck
in
Praise.
Let's
say
because
that's
kind
of
been
my
situation
somewhere
by
choice,
I,
I
kind
of
I
decided
to
not
be
not
ask
for
much
funding
and
just
go
by
praise
and
that's
not
going
to
be
an
option
really
going
forward.
So
how
fluid
is
the
process
going
to
be
to
I?
F
F
I,
it's
just
as
part
of
the
the
stuff
I
did
for
rewards
I
kind
of
spoke
to
some
of
the
disenfranchised
guys.
I
went
in
and
talked
to
some
people
that
left
some
of
the
working
groups
and
and
tried
to
ask
why
I
don't
know
why
why?
What
made
you
take
that
decision,
and
it
was
overwhelmingly
the
this-
the
difficulty
that
they
were
finding
in
in
the
in
the
structure?
F
C
F
G
You
know
maybe
making
their
first
contributions
to
the
Tec.
Perhaps
we
you
know,
use
the
reward
system
strictly
for
them.
I
think
there
are
many
ways
that
we
can
use
the
praise,
the
system
that
we
have
now
and
we
can
use
it
in
a
different
way
just
depending
on
what
emerges
from
the
advice,
so
I
think
that's
something
that
compensation
will
have
to
come
after.
We
have
a
further
kind
of
clarity
on
the
structure.
I
Something
I've
been
talking
back
and
forth
with
Rex
about
the
results
of
this
praise.
Analysis
Hadid
was
that
I
think
the
problem
is
not
so
much
the
distribution
or
how
we've
been
using
praise,
but
our
organizational
structure
and
how
it
puts
certain
people
and
certain
contributions
on
the
spot,
so
I
feel
like
in
this
transition.
I
I
think
it's
great
to
have
roles
that
different
people
are
committed
with,
but
I
feel
like
we're
losing
some
of
the
agency
duocracy
and
the
Simplicity
of
advice
process.
I.
Think
the
feedback
I
gave
to
that
document
you
shared
Gideon
was
that
like
advice
process
should
be
extremely
simple
and
it
feels
like
there
is
a
level,
an
unneeded
level
of
complexity
being
added
here.
A
So
Libby,
let
me
just
jump
in
and
say
that
that
document
that
I
shared
with
you-
that's
just
a
very
rough
draft
I
wanted
to
get
your
early.
Take
on
that
and
I
got
your
I
got
your
feedback
that
it
was
too
complicated.
So
that's
different
from
this,
though
it
really
is
I
mean
I.
I
understand
that
has
so
advice.
Process
is
one
thing
and
then
I
think
your
other
critique
here
is
centralization
right,
that
these
are
two
separate
issues
and.
I
It
also
not
not
so
separate
I
think
because
I
feel
like
if
we
have
a
very
simple
advice
process
and
a
way
for
contributing,
then
we
wouldn't
have
to
have
such
a
tight
group
I.
Think
it's
important
to
have
a
Thai
group,
but
I
resonate
with
what
Rex
is
bringing
on
like
how?
How
can
we
bring
more
visibility
to
contributions
that
are
not
necessarily
being
done
by
the
people
that
are
hired
to
do
things.
J
G
It
feels
like
some
people
want
to
keep
it
open,
and
some
people
want
to
close
it
up
a
little
bit
and
I
think
we
really
do
need
to
come
to
consensus
on
this,
because
I
think
the
entire
transition
process
was
made
on
the
the
premise
that
you
know
what
we
had
before,
which
is
this
kind
of
open.
Permissionless
Dao
structure
was
not
beneficial
to
the
actual
Commons
at
this
moment
in
time
and
I.
Just
think.
That's
something
that
we
really
should
find
consensus
on.
F
C
F
Don't
think
so,
I'm
I'm
not
sure
if
others
idea,
my
my
belief
is
that
it
it
wasn't
open
either.
So
it
may
have
been
open
like
what
what
we've
had
so
far
hasn't
been
largely
open
either.
It
may
have
been
from
an
organizational
point
of
view,
with
kind
of
the
the
ability
to
pass
through
a
proposal,
but
the
way
in
which
the
working
groups
organize
themselves
was
not
in
openness.
It
has
been
mostly,
you
know.
F
Those
who
built
the
working
group
are
those
who
get
that
money,
and
it
was
very
okay,
but
there's
a
like
the
cluster
stayed
very
sticky,
like
the
the
initial
distribution
and
so
on.
Even
as
you
know,
things
changed
as
other
people
came
in
and
started
contributing
more
as
those
who
originally
during
the
group
could
do
less,
at
least
in
some
working
groups.
So
my
my
question
is
not
on
the
on
the
organizational
structure.
I
believe
that
you
know,
we've
had
a
60
reduction
or
something
something
similar
in
inactivity.
F
A
What
I
would
say,
though,
is
just
honestly
from
the
bottom
of
my
heart
I
feel
like
we
need
to
move
like.
We
really
need
to
move
and
like
we're
we're
just
kind
of
spinning
like
it
feels
like
over
the
last
few
weeks.
We've
just
been
spinning,
so
not
not
the
last
few
weeks,
but
what
what
I
would
ask
is
if
the
concern
is
about
how
do
we
make
sure
that
this
remains
open?
Then,
let's
focus
on
that.
A
Let's
focus
on
making
sure
that
we
get
good
processes
to
make
sure
that
the
advice
process
is
super
clean
that
we
can
actually
make
sure
that
this
team
is
really
focused
on
coordinating
right
and
not
being
like
the
gatekeeper
right.
That's
not
the
intention
behind
us,
but
the
idea
is:
how
do
we
really
focus
and
make
sure
that
we
can
build
Synergy
across
all
the
contributions?
But
if
so,
if
we
feel
like
okay,
because
we
need
to
close
right
now,
let's
just
do
a
quick
in
the
chat.