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From YouTube: TEC Transformation Strategy and Planning 13 - Strategy & Planning Process, Roles & IGs Coordination
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A
Two
more
times,
but
today
marks
the
first
shift
in
our
Cadence
and
how
we're
how
we're
structuring
these
calls
so
image
so
yeah.
So
today's
call
is
going
to
feel
very
different.
This
is
much
more
Hands-On.
This
is
going
to
feel
yeah
way,
less
big
picture
and
just
trying
to
kind
of
work
through
some
nitty-gritty
in
some
cases,
and
also
like
how
we
organize
ourselves
for
for
getting
the
coordination,
work
done,
moving
projects,
and
things
like
that.
A
So
this
may
not
be
the
kind
of
call
that
everybody's
going
to
want
to
come
to
every
week.
A
We're
definitely
optimizing
for
Tuesday
as
the
one
where
it's
going
to
be
more
big
picture
and
like
adding
new
stuff
and
having
conversations
about
new
stuff-
and
this
is
more
Hands-On
like
let's
get
stuff
done
so,
but
this
these
calls,
the
Thursday
calls
are
like
these
are
open
to
everybody,
of
course,
like
the
whole
idea,
is
you
know
if
you
want
to
contribute?
If
you
want
to
help
coordinate?
A
This
is
the
place.
So
let
me
just
see
I
got
a
note
from
Rex
just
now:
okay,
good
so
and
Tim.
You
were
just
saying
something.
Let
me
just
I'm
just
trying
to
get
some
last
minute.
Tam.
Are
you
suggesting.
A
I'm
I'm
getting
I'm
getting
text
from
people
and
but
I'm
also
seeing
that
they're
showing
up
in
the
channel
here.
A
It
so
hey
Griff,
welcome!
A
So
all
right,
let's,
let's
dive
in
I
this
first.
This
check-in
question
is:
what's
the
single
most
important
thing
that
this
team
can
do
to
make
work
more
rewarding.
A
D
B
Sure
I,
like
that
I
just
I,
know
it.
What
works
for
me
I,
like
I,
like
to
be
very
productive,
I
like
to
make
sure
people
get
credit.
That's
due
them
and
I
like
to
have
a
lot
of
fun
with
the
people
that
I
work
with
I
think
you
know
making
sure
that
people
are
acknowledged
for
the
work
that
they
do
publicly
acknowledged,
privately
acknowledged.
Just
that
I
think
is
really
important.
B
Yeah!
That's
that's
I!
Don't
know
it's
not
the
one
single
thing,
it's
hard
to
say
the
single
thing,
the
single
most
important
thing
to
make
the
the
work
more
rewarding
I.
Think
it's
really
like
kind
of
what
Griff
said
it
like
depends
on
what
what's
rewarding
for
each
individual
and
I'll
pass
to
Wonka.
E
Thank
you,
Tom
I'd,
say
listening
to
outside
voices,
I
think
that
there's
a
really
big
community
and
that
we
need
to
improve
the
ways
that
we
receive
input,
input
from
the
community
and
always
being
open
to
no
voices
and
different
ideas.
I
think
that's!
That's
a
good
thing
to
do.
I'll
pass
it
too
much
before.
F
Hey
there,
what
needs
work
feel
rewarding
being
acknowledged.
I
think
is
the
biggest
thing
like
getting
that
that
feeling
that,
like
you're
you're,
doing
something
useful
and
you're
being
successful
at
it.
It's
like
hell,
you
know
sometimes
just
that
feeling
of
gratitude
encourages
people
to
do
so
much
work
for
free
because
they
feel
like
they're,
doing
something,
that's
inspiring
and
then
and
they're
doing
it
well
and
I
will
pass
it
on
to
Nate.
G
Thanks
Mitch
yeah,
honestly
I
think
things
like
we're
doing
today,
I
I
think
more
collaboration
and
executing
work.
I
really
I
think
that
working
in
isolation
is
is
more
difficult
than
I
gave
it.
Credit
for
and
I
think
that
having
more
collaboration
and
Collective
working
together
is
something
that
we
can
start
to
do.
That
will
be
more
rewarding
and
more
productive
in
a
lot
of
ways,
and
so
I'm
really
excited
to
see
how
this
two-hour
session
goes
so
and
I
will
pass
it
over
to
Bianca.
H
H
I
think
that
may
be
putting
out
their
things
that
other
contributors
can
help
with
because
maybe
like
it's
not
knowledgeable
for
everybody.
What
is
the
needs
and
like
how
people
can
contribute
to
their
work
being
done
so
I
guess
I
would
say
that
and
I
will
pass
it
to
empty.
I
Oh
thanks:
this
is
a
hard
one,
I
guess
I'd,
say,
probably
being
productive
like
just
being
able
to
look
back
in
and
feel
accomplished
in
I
guess
that
goes
with
a
bit
of
expectations
like
like.
Knowing
what
do
we
have
to
do
in
and
just
sort
of
being
able
to
to
I?
Don't
know,
that's
for
me
very
rewarding
and
without
all
possible
to
escalator.
J
Thanks
Auntie,
well,
I
think
that
we
need,
like
the
other
organization
and
the
most
important,
be
on
the
same
page.
Everyone
and
well
I
think
we
all
know
that
TC
is
very
different
to
all
the
dials
in
the
in
the
space.
So
we
need
to
keep
working
like
a
family
friends
and
not
just
co-workers.
J
K
It's
really
good
and
really
interesting
to
have
like
a
chance
to
redefine
what
work
actually
means
for
everyone
and
for
the
people
doing
the
work
compared
to
what
traditional
work
is
like
outside
in
the
corporate
world
or
in
the
in
the
traditional
world,
so
yeah
just
being
able
to
redefine
it
and
try
to
design
a
new
A
New
Concept,
where
all
of
these
things
that
everyone
is
mentioning
are
are
Incorporated
right,
like
phone
productivity
interest
acknowledgment,
you
know,
like
all
of
these
things
are
like
new
principles
or
values
that
come
up
into
a
new
definition
of
what
work
could
be.
A
Okay,
thank
you.
These
are
yeah
I.
Think
it's
really
important
to
ask
these
questions
every
once
in
a
while.
For
me,
you
know
it
basically
comes
down
to
kind
of
a
combination
of
two
things:
one
I
just
love
getting
stuff
done.
A
A
That's
just
that's
just
fun
and
then
also
I,
love
being
able
to
look
back
like
a
couple
years
later
and
like
see
like
a
big
like
massive
accomplishment,
that
a
team
that
I
worked
on,
having
having
gotten
it
done
and
looking
back
and
being
able
to
celebrate
that
it's
just
that
feels
so
good
too
so,
like
day
before
yesterday,
give
power
like
like
Griffin,
imagining
that
felt
pretty
good
to
get
that
shift
right.
A
All
right,
well,
okay,
so
in
this
next
part,
I
just
want
to
give
opportunity.
Just
super
quick,
quick
updates.
Nt,
do
you
want
to
share
with
folks
what
you
found
from
the
Twitter
stats.
I
Sure,
let
me
give
me
one
second:
to
open
it
up.
I
wasn't
I
didn't
know
we
had
to
share
it,
but
let
me
just
share
my
screen.
I
These
are
some
insights
from
our
theater
account
in
the
past
20
28
days,
so
we
have
we've
been
making
more
tweets,
but
overall,
what
I
think
is
more
impressive.
Is
that
we
have.
We
have
increased
our
Impressions
by
more
than
200
percent,
also
the
profile
Basics
and
a
bit
of
the
followers,
and
actually
some
of
the
posts
that
have
been
that
have
came
out
of
the
creation
service
efforts
in
some
others
have
had
really
nice
engagement,
so,
for
instance,
this
is
one
with
the
most.
I
This
is
our
most
engaging
engaged
post
with
11.4
percent
and
the
other
has
9.1,
which
is
the
first
thread
with
the
creation
service,
and
to
put
that
to
put
this
in
perspective.
The
average
for
of
our
engagement
is
around
four
percent,
and
that's
true
for
at
least
for
what
I
saw
on
internet.
That's
pretty
common
to
be
around
four
percent.
I
In
seeing
these
posts
having
the
two
times,
our
engagement
or
more
is
is
I
guess
confirms
to
some
extent
that
we've
been
doing
lately,
that's
pretty
much
it
I,
don't
know
if
there's
any
question
or
follow
up,
but
that's
everything.
A
G
Sure
so
we
have
the
multi-sig,
that's
ready
for
the
community
toss
I
mean
the
community.
Toss
is
already
on
the
comms
and
the
team.
Dow
marketing
team
will
be
sending
the
remaining
funds
by
today,
and
so
that
will
be
in
the
sample
multisig
for
the
transition
team
in
coordination,
and
then
the
stewards
will
be
retiring
soon
as
well,
but
outside
of
that,
the
the
runway
for
us
should
be
pretty
solid.
With
these
almost
15
000
that
are
going
to
be
sent
from
the
marketing
multi-sig.
A
Nate
and
thanks
for
for
just
staying
on
that
and
helping
to
make
that
happen.
A
Important
because
it
it
determines
whether
or
not
we
had
to
like
just
drop
everything
in
the
next
couple
weeks
and
pull
together
another
proposal
for
this
team,
so
this
gives
us
a
little
bit
more
Runway
to
get
stuff
done
and
actually
pull
together
a
good,
meaningful
proposal
for
probably
the
February
time
frame.
E
That
the
the
advanced
page
was
launched
yesterday
and
it's
super
cool
so
that
this
would
be
something
just
to
have
in
mind
for
the
communications
and
yeah
I.
I
was
talking
about
this.
J
Yes,
I
will
make
a
threat
or
something
maybe
tomorrow,
because
today
is
a
tourist
space.
So
maybe
tomorrow
I
will
post
it
on
Twitter.
L
A
So
all
right,
so
that's
those
are
the
updates.
This
should
be
pretty
quick,
this
next
section,
but
there's
just
some
confusion.
I've
noticed
about
like
who,
who
are
we
talking
about?
Like
what
meetings
are
we
talking
about
so
I'm,
just
proposing
like
a
simplification
distinguishing
between
contributors
and
coordinators?
So
this
call
so
so
what
do
I
mean
a
contributor
I'm
just
using
that
in
the
general
sense
of
the
term,
as
basically
any
Community
member
who
contributes
in
any
way
variety
of
ways
and
for
any
variety
of
incentives?
A
It's
a
very
broad
term.
It's
a
very
inclusive.
It's
meant
to
be
that
way.
Contr.
The
coordinators
is
really
referring
to
like
this
specific
team
of
folks
who,
you
know
were
part
of
that
proposal,
and
their
job
is
really
just
about
coordinating
that
work
wherever
wherever
we
can.
A
It's
also
a
lot
about
kind
of
like
taking
over
taking
taking
making
sure
that
kind
of,
like
day-to-day
operations,
of
the
Dow
kind
of
a
minimal
set
of
of
operations
that
we
need
in
order
to
keep
this
place
functioning
that
that
team
is
doing
that.
So,
basically,
you
know
the
Tuesday
call
is
really
the
contributor's
call
and
by
the
way
coordinators
are
part
of
contributors.
It's
a
nested
like
contributors
is
the
bigger
term
like
that's.
That
includes
everybody.
A
So
Tuesday's
call
is
the
contributor's
call
it's
open
for
everybody
and
that
10
that
those
calls
are
going
to
be
more
focused
on
bigger
ideas,
future
kind
of
planning.
Thinking
about
like
what
the
TC
needs
to
do
next
kind
of
processing
ideas
and
then
also
looking
back
on
big
projects
and
and
just
making
sure
that
we're
holding
ourselves
accountable
and
then
this
call
going
forward
is
going
to
be
much
more
Hands-On.
A
It's
going
to
be
more
about
moving
through
on
projects
and
as
I
said
at
the
outset
of
this
call,
like
you
know,
if
you're
an
active
contributor
and
you're
trying
to
prioritize
your
time,
prioritize
the
Tuesday
call,
if
you
really
want
to
you,
know,
roll
up
your
sleeves
and
get
into
some
of
the
projects.
This
is
the
call-
and
this
is
like
a
two-hour
call,
and
so
we're
going
to
make
Rex
isn't
here
yet,
but
we're
gonna
make
some
tweaks
to
the
I
mean
assuming
everybody's
fine.
A
Okay,
my
sense
is
people
don't
really
care
that
much
about
these
are
just
names
but
like
it'll,
help,
simplify
things
and
clarify
things.
So
that's
that's
good,
okay,
so
Rex
is
not
here
yet
so
we're
gonna
push
this
question
of
organizing
events
and
tweets
back
a
little
bit,
and
it's
actually
unfortunate
he's
not
here
right
now,
because
this
is
partially,
he
was
the
the
spark
for
talking
about
this
next
part.
A
C
A
Starting
in
February,
and
so
that
they'll
be
like
a
run-up
to
that
there'll
be
some
advanced
work
that
we're
gonna
need
to
be
doing,
and
a
big
part
of
this
is
going
to
be
figuring
out
the
processes
that
we
can
keep
going
over
time
so
that
we're
doing
a
better
job
of
listening
to
the
outside
right,
listening
to
people
outside
of
our
Discord
server.
So
that's
a
big
part
of
what
that's
going
to
look
like
and.
A
Token
engineers
and
people
in
the
in
the
field
broadly
defined
so
but
Rex's
response
was
and
I
had
a
little
bit
of
like
a
defensive
like
oh
man
come
on
like
we
need
to
do
some
planning
and
he
was
like
yeah,
but
let's
not
get
too
hung
up
right,
I'm
oversimplifying
what
he
said.
It
was
like.
Basically,
let's
not
get
too
hung
up
on
planning
and
so
I
I
thought
about
that
and
I
was
like
yeah.
That
actually
is,
is
really
important.
So
here's.
A
Kind
of
what
we're
doing
right
now
right,
it's
like
time
frame,
is
two
weeks
to
two
months,
and
you
know
it's
basically
like.
A
D
A
Do
it
so
that's
the
one
that
keeps
us
more
flexible
allows
us
to
be
more
responsive.
Medium
term
is
like
two
months
to
two
seasons.
What
I
mean
by
Seasons
seasons
are
probably
going
to
be
about
three
months
long.
These
are
funding
Seasons
like
so
this
is
the
coordination
teams.
This
is
kind
of
the
tempo,
the
coordination
team,
which
is
basically
defined
by
the
funding
proposals,
and
so
you
know
at
the
end
of
the
of
the
Season,
then
basically
we
get
feedback
from
the
community.
Like
do
you
still
believe
in
this
team?
F
A
That's
the
that
you
know,
that's
the
the
place
where
we
can
kind
of
like
plan
about
the
seasons
like
what's
the
focus
of
the
seasons,
where
are
we
headed
that
kind
of
stuff?
That's
that's
kind
of
that
medium
term
focus
and
then
finally,
there's
the
longer
term,
which
is
basically
allowing
us
to
take
not
like
a
super
like
I,
don't
believe,
I
personally,
don't
believe
in
like
10-year
plans,
just
especially
in
this
space.
A
But
something
like
you
know,
two
seasons
to
two
seasons
to
two
years
out
is
what
I'm
thinking
is
like
a
practical
thing,
but
that
will
allow
us
to
have
like
some
bigger
targets
that
we're
going
after
big.
You
know
big
projects
and
and
go
after
those.
So
basically
this
is
just
a
way
of,
and
this
is
this
graphic
is
something
I
pulled
together
in
like
a
minute,
but
it's
basically
showing
that,
like
the
yellow
one
is
the
long-term
thing.
Purple
is
the
medium.
A
A
So
what
I
was
thinking
we
could
do
is
not
do
a
super
long
breakout,
but
do
just
like
probably
10
minutes
to
just
talk
about
this
like
in
smaller
groups.
We've
got
one
two,
three,
four:
five:
six,
seven,
eight
nine
ten
people.
A
So
let's
break
out
into
let's
break
out
into
two
rooms
and
if,
if
when
you
go
to
the
room,
if
you
can
just
make
sure
that
one
person
is
taking
notes,
and
so
that
means
that
we
need
somebody
in
each
room
who
has
right
access
to
Clarity,
so
we
may
need
to
move
people
around,
but
right
now,
I'm
just
going
to
assign
numbers
and
then
we'll
go
to
these
breakout
rooms.
So
from
what
I'm?
A
Looking
on
the
screen
right
now,
Mitch
you're
number
one
I'm,
two
acid
one
bear
two
Bianca
one
nt2
grip,
one
Wonka
two
Nate
one
Tam
two!
A
So
now,
if
you
scroll
down
you'll
see
if
you
were
number
one
go
to
the
red
breakout
room,
if
you're
number
two
go
to
the
blue
breakout
room
and
we'll
just
have
a
we'll,
have
a
chat
and
just
meet
back
here
at
35.
A
Now,
let's
say
40
minutes
after
the
hour
and
I'll
take
a
look
and
make
sure
that
everybody's
got
a
note
taker.
A
B
Yeah,
this
is
cool.
I
was
just
asking
acid
if
he
wanted
to
hop
out
with
me
for
a
minute,
so
we
could
practice
his
Twitter
space
before
the
8
PM.
Does
that
throw
things
off
too
much.
D
Is
there,
is
there
anything
that
required
for
me
or
anyone
else
for
this
corner
space
that
we're
expected
to
do.
B
Yes,
I
I
did
respond
in
that
DM,
but
here
is
the
doc
I
also
shared
it
there
that
we're
using
for
it
tonight.
B
A
D
And
all
honestly
I
have
to
jump
at
the
top
of
the
hour,
so
I
I,
if
we're
gonna,
do
the
prep
I
would
love
to
be
part
of
that.
A
H
L
C
B
Yeah,
sorry
about
that
I,
don't
I
mean
I
I
shared
the
document,
I'm
happy
to
sort
of
share
the
thinking
behind
how
it'll
flow
and
maybe
get
some
feedback,
but
I
wouldn't
want
to
take
more
than
like
five
minutes.
Okay,.
A
C
A
That,
okay,
so
we're
gonna,
we're
all
gonna
go
away
for
ten
minutes
to
talk
about
this
strategic
planning.
Time
frame
thing
like
how
do
we
feel
about
divvying
this
up,
like
basically
thinking
about
it
in
kind
of
three
time
frames
like
this
and
then
Tam
and
asset
are
gonna,
go
off
plan
a
little
bit,
we're
gonna
come
back
and
let's
call
it
15
minutes.
A
Okay,
so
quarter
till
the
hour
and
then
we're
gonna
spend
five
minutes
talking
about
the
upcoming
call,
Community
call
and
then
we'll
go
on
to
the
next
topic:
sound
good,
okay,
I'm
gonna.
Take
that
as
a
yes,
okay,
let
me
know
if
you
have
any
problems
getting
to
your
room.
If
you
forgot
your
room,
what
room
number
you're.
M
M
A
Kick
off
the
next
section
about
the
rolls
stuff
with
like
this
bigger
picture,
just
very
briefly,
like
the
roll
separating
roles
from
souls
and
like
why
that's
important
to
do
and
and
then
hand
it
over
to
you
to
kind
of
like
watch
people
through
the
documents
and
then
also
I
thought.
We
could
just
end
with
like
talking
about
the
clarity,
the
idea
of
using
Clarity
to
track
this
stuff.
What
do
you
think
any
yeah.
K
I
think
I
think
sounds
I
think
sounds
great
I
think
I
could
go
over
the
like
the
Google,
Docs
right.
I
think
that
the
the
main
document-
and
maybe
use
is
one
of
the
functions
as
an
example.
K
Maybe
the
what
do
you
think
of
using
maybe
the
Technology
support,
one
that
has
more
roles
to
serve
as
an
example
to
explain
everything
and
explain
the
the
structure
for
the
role
and
the
end
and
yet
then
she
then
explain
how
how
are
we
thinking
that
we
could
use
Clarity
to
to
organize
this
yeah
I?
Think
that
makes
a
lot
of
sense.
Okay,
that's
perfect.
Yeah.
A
And
then,
and
then
the
next
section
after
this
we're
gonna,
be
talking
about
interest
groups.
So
we
can
maybe
start
with
your
the
document
that
you
have
already
there
as
a
seed
and
and
then
get
the
conversation
going
around
that
without
filling
that
out.
K
For
for
that
section,
should
we
also
bring
out
the
the
the
role
the
interest
group
coordinator
role
to.
A
Yeah,
that's
what
I
yeah!
That's
what
I'm
thinking
is
that
we,
because
you
did
I
mean
you
spent
some
time.
Thinking
about
that.
So
it's
like!
Let's
bring
that
out
and
then
and
then
use
that
as
a
c
and
then
have
some
conversations
breakout
conversations
around
that
and
it
had
people
add
to
it
or
take
stuff
away
or
whatever.
K
A
Okay,
the
role
when
you
did,
but
let's
have
both
documents
there,
just
for
people
to
be
able
to
refer
to
that's
good.
Okay
sounds.
A
I
think
I've
got
that
handy,
but
let
me
let
me
see
I'll
make
sure.
Actually
can
you
share
that
one
into
the
Stream
once
we
once
we
come
back.
A
K
You
I'm
just
also
I'm,
just
I
would
only
ask
you
if
you
could
share
screen
with
with
the
Ducks,
because
I'm
doing
the
recording,
so
my
computer
freezes
absolutely.
L
K
We
can
start
what
you
mentioned
like
with
the
separating
World
from
Souls.
If
you
want
to
take
on
that
and
then
we
can
start
jumping
on
the
on
the
docks.
I'll
just
add
the
docs
to
all
the
dogs
from
the
two
sections
that
we're
gonna
talk
about
to
the
to
the
notes.
So
they
are
easy
access
for
everyone
and-
and
we
can
go
from
there
perfect.
K
M
A
Okay,
all
right
I
was
just
reaching
out
to
Tam
to
see
if
she
still
wants
to
talk
about
this
upcoming
call.
So,
while
we're
waiting
to
hear
back
on
that
any
high
level
I
see
everybody's
got
the
notes
going.
Let
me
share
my
screen
again.
I
Yeah,
so
very
quickly,
on
our
you
know,
Wicked
room.
We
I
had
the
sense
that
we
sort
of
agreed
that
it
is
an
overall,
a
nice
convenience
idea,
but
we
have
that
we
have
to
find
a
balance
between
not
planning
way
too
much
ahead
in
in
you
know,
keeping
keeping
in
the
short
term
things
to
to
do
consistently,
and
the
other
thing
was
about
planning
planning
in
the
long
term
sort
of
like
trying
to
open
up
more.
I
The
conversation
try
to
agree
more
before
starting
to
think
too
much
on
what
or
how
our
processes
is.
Just
you
sort
of
try
to
agree
on
the
direction
for
the
long
term
and
then
start
to
work
backwards,
I
guess,
but
pretty
much
that.
G
Yeah
I
I,
like
the
three
tiers
and
I,
do
think
you
know.
G
Perhaps
the
time
intervals
could
be
stretched
a
little
bit,
but
I
do
think
that
you
know
having
it
kind
of
largely
Senators,
around
three
areas
of
community
building,
networking
kind
of
becoming
the
shelling
Point
for
the
token
engineering
community,
making
sure
that
our
infrastructure
building
out
our
infrastructure,
making
sure
that
it's
good
and
sustainable
over
the
long
term
and
then,
of
course,
the
the
purpose
that
we
have
as
the
Tec
and
how
we
can
service
token
engineering
field
and
the
token
Engineers
that
are
within
it
and
so
I
think
that's
the
the
big
broad
area
and
then,
in
the
short
term,
just
setting
up
the
foundation
for
those
and
then
connecting
it.
G
How
do
we
get
from
setting
up
the
foundation
to
looking
at
the
long
term?
And
then
you
know
what
are
the
pieces
that
are
in
between
that
need
to
be
accomplished
in
order
to
hit
that
roadmap.
M
A
So
We're
not
gonna,
we're
intentionally
not
gonna,
get
into
the
specifics
of
the
the
strategic
planning
right
now,
but
we
will
be
doing
that
soon,
so
so,
okay,
this
is
all
good
feedback.
I'm
I'm,
getting
the
sense
like
hey.
We
need
the
balance
here,
that's
pretty
clear
and
focus
on
the.
Why
first
and
get
agreement
there
before
diving
into
the?
What
and
the
how
any
last
comment
before
we
go
on
to
Tam
and
the
upcoming
call.
A
B
So
the
idea
of
doing
the
Twitter
space
for
this
sort
of
like
end
of
year
celebration
and
Huntress
Community
call
seem
to
be
coming
together.
So
we
have
a
bunch
of
yeses
17
so
far
and
a
few
maybes
and
really
the
purpose
is
just
to
have
some
fun
and
have
a
laugh
and
look
back
at
all
that
we've
accomplished
together
this
year,
so
I
put
together
just
a
short
talking
track.
It
really
depends
who
shows
up.
B
If
we're
not
sure
what
question
to
ask
or
if
there's
like,
if
there's
somebody-
and
we
want
to
ask
a
really
specific
question-
I
think
that's
also
fun
too
so
I
think
the
challenge
that
we
have
with
doing
the
community
call
on
Twitter
space
is
that
there's
10
speakers
at
a
time
and
then
the
two
co-hosts
and
acid
will
be
a
host
and
I'll
be
a
host,
and
then
we
should
have
at
least
10
people
coming
in
and
out
of
those
10
speaker
roles.
B
So
you
know
if
people
are
done
talking
they
can
on
you
know
they
can
I,
guess
relinquish
the
speaker
role
or
we
could.
You
know
kick
some
people
out
of
the
speaker
role
to
invite
other
people
up
so
I
guess
we
should
have
about
10
speakers
at
all
times,
but
there
should
be
a
bunch
of
people
who
haven't
spoken.
Yet
in
that
in
that
group,
I
guess
acid
laser
went
out
and
created
a
really
cute
Co-op
for
this.
B
So
all
the
links
are
ready
and
he's
going
to
be
looking
at
the
lists
of
people
who
join
and
then
at
the
end,
Tec
Twitter
will
DM
them
a
co-op
link.
So
anyone
who
joins
will
end
up
getting
the
pull-up
that
asset
created
just
for
this
and
then
I
guess
you
know,
I
really
wanted
to
start
up
with
the
update
on
the
funding
from
the
Tec
I
went
back
and
just
calculated
there's
about
300K
that
we
have
provided
for
this
group
here
of
projects,
so
I
think
that's
really
cool.
B
That's
like
a
nice
way
to
start
off
and
then
asking
questions
about
what
people
feel
and
think
about
the
Tec.
This
is
a
list
of
questions.
Please
feel
free
to
hop
in
and
make
suggestions
or
improvements
or
other
questions.
You
think
that
would
be
fun.
The
whole
point
of
this
is
just
for
us
to
have
fun
and
share
our
you
know
reminisce
about
20
22,
maybe
make
some
projections
for
2023
.,
so
I'd
love
to
hear
any
feedback
and
or
feel
free
to
drop
stuff
in
the
doc.
A
A
Questions
no
five,
four,
three,
two
one:
okay,
okay,
so
we're
gonna
go
on
to
the
next
section,
which
is
like
rolls
basically,
and
so
how
do
we?
How
do
we
talk
about
this
in
a
way
that
doesn't
seem
like
a
really
bureaucratic,
but
also
acknowledges
the
fact
that
we
need?
You
know
we
need
some
accountability
and
we
need
people
to
be
able
to
know
what
they're
doing
on
a
regular
basis.
So
so
I've
been
over
the
last
several
years,
really
interested
in
holocracy
with
those
guys
have
done.
A
It's
not
perfect
by
any
stretch,
but
like
no
organizational
structure
is-
and
you
know,
we're
basically
trying
to
come
up
with
like
the
next
way
of
organizing
work,
and
we
don't
really
like
the
old
hierarchies,
but
we
haven't
quite
found
the
new
structure
for
containing
for
containing
accountability
as
a
structures
really
basically
without
having
kind
of
role-based
power
dynamics,
so
I
mean.
A
Let
me
rephrase
that
more
precisely
in
the
old
hierarchy
structure,
basically
people's
roles
were
defined
by
where
they
were
in
the
hierarchy
and
who
you
reported
to.
We
don't
have
that.
We
don't
want
that.
So
how
do
we
make
sure
that
the
old
way
of
holding
people
accountable,
which
is
that
your
boss
told
you
whether
or
not
you're
doing
a
good
job?
How
do
we
replace
that
with
something
that
is
not
like
that?
But
that
actually
does
work
so.
A
We're
that's
that's
what
we're
stepping
into
here
and
lots
of
people
play
with
different
things.
I
was
having
a
conversation
with
Griff
yesterday
about
what
they
do
and
give
us
with
the
buddy
system
very
interesting.
So
we're
going
to
be
looking
at
a
lot
of
different
approaches,
but
to
begin
with
the
one
thing
that
we
knew
we
needed
to
do
and
Bear's
been
leading
the
charge
on
this
is
to
find
the
actual
work
that
we
know
needs
to
get
done
in
the
TDC.
A
Otherwise,
things
don't
function,
and
so
the
thing
that's
cool
about
holocracy
is
that
they
set.
They
have
this
one
phrase
which
is
rolls
not
Souls,
so
what
you
do
for
any
organization.
Is
you
just
objectively
Define,
all
of
the
like
down
to
like
pretty
low
level
detail
the
various
roles
that
need
to
be
played
out
in
the
organization
in
order
for
it
to
function,
and
so
you
do
that
and
you
don't
attach
any
names
to
it.
There's
no
person
attached
to
it.
A
You
just
basically
objectively
list
that
out
and
you
maintain
that
as
a
document
or
like
a
set
of
you
know,
it
doesn't
have
to
be
a
document,
but
you
you
somehow
have
to
document
those
roles
and
and
Define
what
they
are
and
then
over
time.
What
you
do
is
you.
You
allow
people
to
kind
of
flow
in
and
out
of
those
roles
over
time
as
their
interests
change
as
their
time.
Availability
changes
Etc.
A
So
that's
what
we're
looking
at
right
now
and
this
is
still
a
work
in
progress,
but
we've
made
some
good
progress
and
Bears
going
to
get
with
an
update.
K
Yes,
thank
you.
Gideon
yeah,
so,
like
Gideon
was
mentioning
this
idea
of
Rose,
but
not
Souls.
I
think
this
could
be
really
helpful
for
us
to
start
organizing
the
work
and
try
to
cover
all
the
all
the
activities
and
all
the
all
the
functional
needs
that
that
we
already
Define
that
are
needed
for
the
Tec
to
properly
function.
Right,
I
think
there
might
be
some
of
them
that
are
more
crucial
than
others,
but
at
the
end,
I
think
it's
important
to
cover
everything
and
to
do
that.
K
It's
important
to
also
give
a
sense
of
ownership
of
responsibility
and
also
freedom
for
people
to
be
able
to
to
take
decisions
to
make
decisions
within
a
specific
set
of
boundaries.
That,
in
this
case,
is
a
role
that
that
has
certain
accountabilities
attached
to
it.
K
So
if
you
want
to
give-
and
if
you
could
share
here
screen
or
if
people
want
to
click
on
the
first
link
that
says
role
creation
process,
we
can
we
can
check
on
that
one
first
and
for
this
one
the
idea
was
to
use
first
showed
kind
of
like
the
structure
that
we're
thinking
for
for
roles.
And
what
do
we
mean
for
for
for
each
of
the
bullet
points?
K
And
then
it's
just
kind
of
like
I
forgot
the
word
in
English,
but
it's
just
a
way
to
start
looking
at
all
the
different,
the
11
functional
needs
that
we
previously
defined
and
just
seeing
all
the
roles
that
are
attached
to
each
one
of
them.
So
let's
just
go
first
to
the
to
the
structure
that
each
row
would
have.
We
were
thinking
on
each
of
them
having
a
purpose.
K
You
know
just
saying
like
a
capacity
potential
or
what's
the
goal
that
the
role
needs
to
pursue
or
that
it
needs
to
express
on
behalf
of
the
organization
you
know
so
at
the
end
is
like
what
really
describes
what
the
role
is
meant
to
do
the
domains.
It
says
we
use
them
to
centralize
control
and
provide
everyone.
K
The
authority
to
take
any
action
or
making
a
decision
to
fulfill
their
role's
purpose
or
accountabilities
domains
are
like
a
place
of
property
controlled
exclusively
by
a
role,
for
example
like
the
official
mail
list
or
the
hiring
process,
or
the
website
or
YouTube,
for
you
know,
like
certain
platforms,
for
you
know
it's
just
like
the
the
the
piece
of
land
or
like
the
property
that
this
that
this
role
owns,
and
that
is
that
needs
to
take
care
of
the
weekly
hours
required
required,
will
I
think
that's
really
self-explanatory.
K
It's
just
like
an
estimate
that,
hopefully,
every
time
with
a
with
with
time
passing,
we
can
be
more
precise
on
how
many
hours
this
role
requires
to
be
successfully
completed
every
week.
The
primary
accountability
is
just
simply
the
person
who
will
be
taking
on
that
role,
the
main
responsible
for
that
role
and
accountable
for
or
the
accountabilities
is
just
the
list
of
all
the
activities
that
this
role
needs
to.
It's.
It
needs
to
take
care
of
I.
Think
it's
pretty
simple.
K
If
you
want,
we
can
take
a
look
at
example,
as
taking
Technology
support
as
a
functional
need
that
that
we
know
it's
really
important
and
it's
probably
one
of
the
bigger
ones
in
the
in
the
TC
and
what
what
we
did
here
is
just
to
to
kind
of
like
start,
creating
some
like
smaller
roles
that
I
really
focused
into
specific
tasks
like,
for
example,
the
first
one
is
the
the
credentials
manager
right.
What's
the
purpose
of
that
to
create
to
review,
to
maintain
the
credential
management
best
practices,
what's
their
domains?
K
Well,
probably
like
the
Discord
server,
probably
the
the
Tweeter
and
all
the
platforms
that
we
use.
You
know,
so
we
can
list
all
of
those
there
in
the
in
the
domains
for
that
role.
Weekly
hours
required.
Well,
that's
yeah!
Again!
This
is
not
a
final
product.
K
Of
course,
this
is
all
yet
to
be
finalized
and
to
something
really
important
is
to
start
Gathering
the
feedback
from
the
people
that
are
mostly
involved
in
these
activities
already
and
that
maybe
they
don't
have
the
role
yet,
but
they
are
doing
the
work
already,
so
it's
important
that
they
feel
comfortable
and
that
they
think
that
all
the
work
that
needs
to
be
done,
it's
covered
by
the
rule,
so,
for
example,
in
this
case
Rex,
it
would
be
great
for
him
to
be
here.
K
I'll
share
this
to
with
him
later,
but
it's
just
like
getting
now
into
that
process
of
feedback
and
and
Improvement
for
for
each
of
these
roles,
so
just
like
credentials
manager,
we
have
multi-sig
manager.
We
have
a
data,
analyst
I
think
if
we
go
a
little
bit
to
the
bottom,
gillion
I
think
there's
one
or
more
two
roles
like
the
like
the
video
and
audio
recorder.
That's
also
a
good
one
that,
for
example,
that
currently
I
I
I
do
those
activities
you
know,
and
it's
really
self-explanatory.
K
So
if
at
certain
point
I
can
do
it
anymore
or
someone
else
wants
to
take
on
it
this
role.
It's
it's.
What
we
refer
that
person
to
and
yeah
I
I,
don't
know
I
think
maybe
I
can
I
can
stop
there
for
a
bit
see
what
people
think
some
First
Impressions
I
also
think
that
feedback
will
be
needed,
but
if
a
and
more
maybe
you
will
need
more
time
to
think
think
it
through
and
think
think
about
it
before
providing
it.
G
I'm
gonna
ask
a
question:
bear
yeah,
is
it?
Is
it
the
the
wave
posted?
Is
it
going
to
be
somebody
who's
going
to
be
in
charge
of
the
entire
domain
or
not
the
domain,
the
the
category
and
then
we'll
have
different
people
within
each
role,
or
is
there
just
people
in
each
role
and
nobody's
really
looking
at
the
entire
thing,
so.
K
Like
right
now,
that's
a
great
question.
That's
a
great
question,
I
think
for
this
initial
stage.
I
think
it
would
be
important,
maybe
just
to
focus
on
finding
and
assigning
people
on
each
of
the
roles
to
try
to
cover
all
the
activities
but
medium
long
term,
I
think.
Yes,
ideally,
it
will
be
important
that
some
person
emerges
to
be
kind
of
like
the
Technology
support
coordinator
role,
right.
K
That
will
be
kind
of
like
the
bigger
role
that
will
be
in
charge
of
coordinating
and
and
supporting
and
and
and
taking
care
of
the
whole
category
or
the
whole
function.
And
then
you
will
have
people
assigned
to
each
of
the
roles
and
they
will
start
working
kind
of
like
as
a
team
right,
the
team
of
of
Technology
support,
so
yeah.
The
answer
is
yes,
but
yeah,
maybe
like
I,
was
thinking
on
more
of
a
of
a
second
stage.
For
that.
A
Yeah
can
I
add
one
thing
to
that.
So
that's
that
question
Nate
is
one
that
bear
and
I
went
around
on
a
few
times
and
I
think
that
you
know
what
we
don't
want
to
do
is
create
like
a
bunch
of
little
phytons.
You
know
where
you've
got
like
I
am
the
manager
of
technology
and
I.
A
You
know
like
no,
we
don't
want
that
right,
so
I,
but
I
do
think
that
if
we
think
about
it
as
like,
the
coordinator
who's
making
sure
that,
like
hey,
if
there's
some
new
roles
that
are
emerging
in
the
area
of
technology,
that
that
person
is
responsible
for
looking
out
for
the
holes
like
where
are
the
holes
in
this
thing
and
making
sure
that
we
don't
have
those
holes
right
so
they're
kind
of
like
taking
the
big
picture
perspective.
C
L
A
That's
one
thing,
and
then
the
last
thing
I
just
wanted
to
add
to
before
we
open
it
up
is
in
a
way
like
you
can
think
of
this
as
being
complementary
to
the
advice
process.
Advice
process
is
basically
clearing
up
space
for
for
duocracy
right.
It's
like
you
know,
we
don't
want
to
get
stuck
in
the
hell
of
like
consensus,
paralysis,
right
and
so
advice
process
when
well
executed
gives
people
the
freedom.
A
You
know
you,
you
need
to
go
talk
to
the
people
who
are
involved
in
in
the
decision,
but
once
you've
gotten
that
feedback
you
can
execute
and
similarly
what
we're
trying
to
do
here
is
creating
little
buckets
or
little
bubbles
or
cells.
Maybe
think
you
know,
if
you
like
biology,
you
think
of
it
as
like
little
cells
that
can
run
you
know
in
their
in
these
defined
areas.
They
don't
have
to
like
keep
asking
for
permission
to
do
things.
It's
the
permission
is
assumed
within
the
role,
and
so
we
don't
get
stuck
like
we're.
G
G
So
no
I
had
been
putting
some
thoughts
into
this
from
the
perspective
of
the
the
stewards,
the
transformation
aspect
of
it
and
having
you
know,
the
the
individuals
who
are
looking
at
kind
of
these
broader
categories,
such
as
Technology
support
and
having
this
kind
of
accountability
structure
that
we
were
wanting
to
really
Implement,
that's
kind
of
like
rigorous,
where
we
say
Hey,
you
know
we.
We
occasionally
have
this
review
process
where
each
of
these
roles
are
reviewed
on
a
recurring
basis
and
saying
hey.
Have
these
these
activities
been
fulfilled?
G
Is
this
person
serving
this
role
in
a
proper
way
and
making
sure
that
we
have
that
accountability
there
to
where
we
have
the
roles
and
in
place
and
having
some
type
of
oversight
where
it's
not
committed
to
the
day-to-day
operations
of
things?
But
Ken's,
saying
hey
I'm
responsible
for
making
sure
that
you
know
this
area
is,
is
accountable
and
people
are
doing
what
they
said.
They're
going
to
do.
B
B
So
I
really
like
this.
This
is
this
is
really
nice,
I
guess
I,
just
there's
some
thoughts
that
came
to
mind
immediately.
You
know
this
this
idea
of
holocracy
and
roles,
and
we
we
used
to
use
the
phrasing
energizing
roles
for
the
stewards
and
the
idea
was
that
you
know
it
wasn't
a
it
wasn't
a
title:
it
wasn't.
It
wasn't
a
structure
like
a
hierarchy.
B
It
was
just
people
who
were
had
the
bandwidth
to
Stuart
and
the
Tec
would
energize
the
steward
role
and
then
leave
and
let
somebody
else
energize
that
role
and
so
I
think
that
we
were
semi-successful
or
maybe
we
failed
there
in
terms
of
like
being
able
to
move
in
and
out
of
stewardship.
I
think
that
was
very
difficult.
Off-Boarding
was
something
that
felt
difficult
for
people
to
leave
behind.
B
It's
just
something
to
maybe
watch
out
for
and
then
I
am
I
really
am
jumping
into
the
technology
role,
support
and
I'm
sort
of
seeing
these
weekly
hours
required
I
like
the
idea
of
having
some
sort
of
Walmart
ballpark
for
weekly
hours.
Just
so
you
can
get
an
idea
of
what
to
sort
of
compensation
should
look
like,
but
so
many
of
these
are,
you
know
even
the
first
one
credentials:
management,
okay,
it
might
be
five
hours
a
week
until
you
do
a
security
audit
and
then
it's
40
hours
a
week
for
three
weeks.
B
So
so
much
of
this,
like
Ebbs
and
flows
and
the
amount
of
amount
of
hours,
that's
actually
required
for
these
roles,
depending
on
the
kind
of
projects
that
that's
being
worked
on.
So
just
another
thought
just
you
know,
there's
going
to
be
times
where
the
weekly
hour.
It
is
wildly
off
because
there's
like
some
large
project
that
that
role
has
to
undertake.
I
I
We've
we've
kind
of
been
experiencing
that
as
well
like.
If,
if
you
look
very
closely,
even
though
we
don't
have
fixed
roles,
everyone
has
taken
sort
of
their
space
in
in
in
those
set
roles
in
you
know,
being
able
to
keep
them
flexible,
but
also
being
able
to
to
set
some
stuff
in
that
regard.
I
think
can
can
also
help
one.
G
Yeah
and
if
I
could
just
add
two
more
things
because
I
think
Tim
hit
something,
that's
really
important
to
to
mean
in
terms
of
the
observation
that
roles
do
become
identities,
but
roles
are
also
very,
very
important,
for
you
know
ensuring
that
individuals
know
what
they're
responsible
for
and
I
think
that's
really
really
important
on
the
other
other
side
of
that,
and
so
having
that
balance,
I
don't
know
the
solution
for
that,
but
I
think
that's
something
that
needs
to
be
addressed.
G
There's
like
a
balance
between
those
two
two
extremes
and
then
the
other
thing
that
is
concerning
for
me
is
that
there
are
a
lot
of
roles
and
there's
I,
don't
know
what
five
six
of
us
on
the
on
the
coordination,
Team
and
so
individual
capacity
for
for
these
roles
really
needs
to
be
evaluated
as
we
start
to
assign
each
other
these
roles,
because
you
know,
like
tan,
said
that
you
know
one
role
could
could
experience
a
lot
of
influx
at
one
time
and
perhaps
they
own
several
roles
that
do
that
same
thing
and
so
I
think
evaluating
individual
capacity
for
each
of
these
roles
is
really
important
to
to
look
at.
A
We're
going
to
talk
in
a
second
about
how
we
are
thinking
about
implementing
this
just
from
like
a
systems
perspective,
but
also
I
just
wanted
to
highlight,
what's
above
here,
because
there
are
some
of
these
roles
that
we
know
already
so
like
a
lot
of
the
stuff
that
Rex
is
doing
those
you
know
and
actually
some
of
stuff
Bears
doing.
A
These
are
things
that
are
like
these
are
numb,
then
there's
what
we're
going
to
do
is
that
we're
going
to
do
an
experiment
a
little
bit
around
interest
groups,
which
is
basically
defining
a
role
for
something
that's
not
known
and
and
how
do
people
step
into
those
roles
right?
Sometimes
we're
going
to
have
a
role
that
nobody's
going
to
want
to
do
right.
A
You
know
cleaning
out
the
Stables.
Well,
we
don't
have
that,
but
if
we
did
have
that,
probably
people
wouldn't
want
to
do
that
so
like
and
then
there's
going
to
be.
Some
roles
where,
like
people
are
going
to
want
to
a
lot
of
people,
are
going
to
want
to
do
it
and
we're
going
to
need
a
process
for
picking
like
who's
going
to
be
the
person
who
will
be.
You
know
ultimately
accountable.
So
you'll
see
right
here.
This
like
question
of
these
are
some
things
that
we're
putting
together
is
like.
A
How
do
we
decide
who
gets
to
take
what
roles
right,
and
so
these
were
some
factors,
passion,
slash
interest,
obviously
time
availability,
that's
a
clear
one
skills,
that's
really
important
and
then
also
reputation
for
accountability
like
what's
your
track
record,
and
so
those
were
some
factors
that
we
were
thinking
about
for
people
stepping
into
a
new
a
newly
defined
role,
and
then
the
the
last
point
I
just
wanted
to
make
is
echoing
what
Nate
is
talking
about
about
the
five
or
six
feet.
Five,
six
people
like
I,
think
we
haven't.
A
We
haven't
nailed
this
part
yet
so
I'd
be
really
interested
in
hearing
from
people
who
are
not
on
the
coordination
team.
In
particular,
you
know
we,
the
coordination
team,
can't
do
all
the
work
in
the
TC
like
it's
just
not
going
to
scale.
This
won't
scale.
Well,
we'll
fail.
Actually,
so
we
got
to
figure
out
ways
to
be
able
to
scale
out
the
work
and
allow
other
contributors
to
take
on
some
of
this
work,
and
so
actually
Mitch
and
I
were
talking
yesterday.
A
A
You
know,
pray
should
be
the
primary
way
that
we
acknowledge
people's
work
in
the
interest
groups.
Aside
from
the
interest
group
coordinator,
so
but
I'm
I'm
curious
what
people
think
about
that
like?
How
do
we?
How
do
we
deal
with
that?
And
how
do
we
coordinate
between
this.
E
E
I
think
that
something
that
would
be
really
good
is
to
not
like
try
to
take
decisions
from
the
group,
but
to
involve
the
community
in
the
decision
making
process,
and
the
group
is
more
like
an
executive
group.
E
E
I
think
yeah,
that
that
would
be
a
good,
a
good
way
to
to
involve
people
and
also
when
you
involve
people,
you,
you
also
receive
feedback
and-
and
maybe
that
would
would
also
help
us
to
find
the
people
who
would
be
like
willing
or
interested
in
in
taking
any
of
the
of
the
workflows.
B
I
also
I'm
gonna
jump
in
I
think
that
this
coordination,
the
way
it's
starting,
is
really
just
the
first
iteration
and
I
think
it's
going
to
grow
and
develop
in
interesting
ways.
B
I,
wouldn't
think
that
this
you
know
five
or
six
member
coordination
team
is
has
to
do
all
the
work
and
I
and
I
think
there
should
be
some
accommodation
for
a
contributor
who
has
an
expertise
in
one
particular
area
and
wants
to
contribute
in
one
particular
role
and
doesn't
want
to
be
on
the
coordination
team
I'm.
Just
like
that's
the
special
skill
that
they
have
and
that's
what
they
can
offer
to
the
Tec,
and
we
should.
We
could
definitely
find
ways
to
facilitate
their
Co
their
contribution.
B
You
know
credentials,
management
might
be
interesting
or
marketing
might
be
interesting,
or
some
of
these.
Some
of
these
really
specific
expertise
where
somebody
can
bring
a
lot
of
their
expertise
and
skill
and
know-how
and
contribute
to
the
Tec
without
having
to
become
a
role
under
the
coordination
team.
If
that
makes
sense,
so
I
I,
even
or
maybe
they
could
have
a
special
role
but
I
guess
what
I'm
as
I'm
speaking
I.
B
Guess,
I'm
sort
of
coming
towards
this
idea
that
these
roles
can
be
created
for
the
members
inside
the
coordination
team
or
general
contributors
as
well.
H
Hey
I'm
gonna
jump
in
there
I
agree
with
them.
I
was
like
listened
to
everybody.
H
Talk,
I
was
thinking
like
how
care
do
we
get
contributors
from
outside
of
the
coordination
team
to
also
have
with
coordination,
but
not
having
enough
a
role
in
the
coordination
team,
but
like
really
contributors
and
also
like
to
say
like
it,
maybe
it's
a
bounty,
but
how
can
we
find
like
in
anywhere
in
this
space
where
those
people
can
help
with
and
like
what
is
the
need
that
coordination
has
in
in
terms
of
like
how
can
I
found?
Where
can
I
contribute
to
if.
C
A
Let
me
just
clarify
you're
saying:
how
can
the
coordination
team
help
people
who
are
not
on
the
coordination
team
find
ways
to
plug
in
and
contribute.
H
Yeah
like
how
what
are
your
things
and
like
you
need
people
to
contribute
to
working?
How
can
people
move
to
the
team
find
those
like
those
things
that
you
are
looking
for?
Prevention,
bitters.
A
That's
great
yeah
and
welcome
Angie
good
to
have
you
here.
Angie
bear.
I
I
also
think
that,
for
these
there's
still
a
bigger
question
of
of
say
the
the
quote:
unquote:
road
map,
because
lots
of
of
these
things
lots
of
the
rules,
the
Necessities,
how
how
exactly
the
coordination
team
is
going
to
coordinate
is
going
to
be
dependent
on
what
is
what
is
that
that
we
choose
to
do
for
the
next
six
months
the
next
year
whatever
and
those
are
things
that
we
are
going
to
be
I,
guess,
learning
and
testing
out
as
we
as
we
find
that
out.
A
A
My
my
gut
instinct
is
that
what
we
need
to
be
doing
is
when
it
comes
to
adding
more
stuff
on
the
plate.
We're
gonna
have
to
be
super
careful
about
the
coordination
team
and
not
stretching
it
too
thin.
So
a
lot
of
the
work
is
going
to
be
getting
rid
of
processes
like
constantly
looking
at
like.
Is
this
really
the
best
thing
that
we
could
be
doing
given
this
new
thing?
What
can
we
get
rid
of?
So
that's
one
thing
and
then
the
second
thing
that
I
think
is
more
exciting.
A
Yes,
finding
ways
you
know
as
Tam
and
Bianca
and
several
of
you've
been
saying
for
people
beyond
the
coordination
team
to
to
contribute
and
I
would
love
to
see
us
figure
out
a
way
to
make
that
whatever
compensation
that
is
happen
in
TDC.
A
F
Yeah
I
just
I,
had
to
step
out,
so
you
were
I,
don't
see
part
of
the
notes
here,
so
we
can
scroll
down
a
little
bit
so
people
paying
people
in
TC.
F
A
Yeah,
the
the
question
came
up
like
how
do
we,
you
know
all
the
work
can't
be
done
by
the
coordination
team?
Obviously
so
like?
How
does
the
coordination
team
facilitate
and
help
coordinate
anybody
to
come
in
and
what
is
the?
What's?
The
incentives
look
like
and
I
was
just
suggesting
those
like
hey
in
order
to
scale.
We
really
need
to
shift
that
over
to
more
like
TC,
rather
than
die
as
the
way
that
we
compensate
if
we're
using
current.
M
F
I
mean
pretty
seems
like
a
no-brainer
using
the
reward
system
to
to
bring
in
people
and
give
them
something
without
having
to
Fork
out
precious
Stables
from
your
Treasury
and
I
mean
that's.
What
a
lot
of
communities
do
right
just
to
bring
in
people
who
want
to
do
want
to
create
some
value
and
then
get
retractable
rewarded
for
it,
and
it
might
make
sense
like
if
you
wanted
to
use
TLC
like
rather
give
people
a
question
UTC
rather
than
than
all
in
TC.
G
I
will
say
that
the
biggest
issue
with
Tec
and
paying
in
Tec
is
that
Tec
tokens
are
very
hard
to
come
by,
and
so
we
have
no
adequate
purchasing
of
Tec
tokens
or
minting
of
Tec
tokens.
I
think
this
was
really
difficult,
because
I
do
think
Tec
tokens
could
be
used
in
more
productive
ways.
G
In
particular,
you
know
governance,
swaps
or
empowering
you
know
te
firms
and
institutions
to
actually
participate
in
the
governance
of
the
Tec,
and
so
you
know,
there's
there's
a
cost
that
to
minting
these
Tec
tokens
and
if
we're
going
to
have
the
reward
system
and
paying
contributors
into
EC
tokens
I
find
that
to
be
a
little
bit
difficult
in
the
short
term,
perhaps
long
term,
it's
it's
feasible,
but
I
think
right
now
it
one
of
the
downsides
of
the
ABC
is
that
you
know
we
don't
have
an
unlimited
supply
of
Tec
tokens
to
just
have.
I
I
think
there's
there's
also
about
the
TC
token
there's.
Also
the
theme
of
the
tributes
and
stuff
like
one
of
my
understanding
was
that
the
advantage
of
having
the
ABC
was
to
be
able
to
pay
for
expenses
in
a
more
widely
accepted.
Courtesy
like
that
and
then,
and
now,
like
oh
pain,
for
people
in
TC,
with
a
12
percent
executed
in
some
of
the
stuff,
seems
like
a
way
to
make
TC
more
more
useful
at
the
cost
of
contributors,
like
I,
think
I
think
we
we
can.
I
We
can
still
find
what
else
to
use
TC
productively
in,
but
in
in
a
more
positive
way
for
any
use
case
and
then
about
contribution
contributions
in
general.
I.
Think
we
shouldn't
be
too
worried
about
that.
Like
I
think
we
should.
I
We
should
try
to
come
up
with
a
structure
that
enables
the
the
coordination
team
to
always
be
open
and-
and
you
know
be
of
help
to
the
TC
in
general,
but
also
but
but
I
also
think
that
there's
many
ways
that
not
everything
has
to
go
through
the
coordination
team,
like
I,
don't
see
like
the
TC
has
of
a
wide
range
of
talking
holders
in
stakeholders
in
general
and
I.
Think
there's
there's
multiple
opportunities
for
people
to
jump
in
that
doesn't
necessarily
mean
putting
more
overhead
on
the
coordination
team.
I
Like
I,
don't
know,
depending
on
how
you
say
it.
The
academy
is
now
closer
to
a
working
group.
That's
been
sustained
in
in
contributing
to
the
to
the
TC
in
in
other
census,
and
that
doesn't
mean
that
they
work
is
in
any
way
being
supported
or
or
coordinated
by.
The
coordination
team.
B
So
personally,
I'm
all
for
us
compensating
folk
in
Tec
and
I
think
we
can
either
supplement.
You
know
if
we
don't
change
the
12
tribute
which
we
could
change,
then
we
can
factor
that
into
compensation
costs
I
like
the
idea
of
us
of
yeah.
Of
course,
people
would
have
to
sell
their
Tec
to
pay
their
bills
and
I
think
that's
part
of
this
economy.
B
I,
don't
I,
don't
think
that
we
should
shy
away
from
compensating
people
fairly
into
EC
and
then,
when
we
have
to
Mint
more,
we
have
to
admit
more
I
think
we
have
a
big
enough
stash
at
the
moment,
though,
that
we
could
actually
run
a
long
time
by
compensating
people
in
Tec
if
we
were
to
repurpose
them
from
laser
tech.
B
F
B
C
A
Yeah
okay,
so
this
is
noted
in
there
clearly
there's
some
opportunity
for
using
the
TC
that
we
have
that's
just
sitting
there.
A
But
there's
there's
a
bunch
of
Tec
in
the
water
pool
as
well,
but.
A
C
B
Mean
just
to
play
devil's
advocate
for
a
minute.
If
we
compensate
people
in
xdi,
we
still
have
to
get
the
X
die.
So
it's
just
one
step
more
to
get
to
EC
I,
don't
actually
see
if
there's
any
quote,
unquote
savings.
If
we
don't
compensate
in
TC
I
mean
there
may
be
some
some
slim
margin
right
for
the
attributes,
but
we
could
also
change
the
tributes
I
mean
it's
more
complicated
than
that,
but
we
could.
B
We
could
do
a
you
know
a
pros
and
cons
on
changing
tributes
and
do
a
more
careful
analysis
of
impact
from
what
that
would
result
in.
I
I'm
not
like
opposed
to
pain
in
TC,
but
I.
Don't
I,
don't
really
I,
don't
really
see
any
actual,
just
justification
like
if,
if
we
were
to
take
to
take
it
from
laser
tag,
then
there's
the
whole
process
or
of
passing
proposals
in
conviction.
Voting.
That
usually
is
what
determines
the
the
the
what
the
token
holders
want.
I
Although
we
can,
we
can
probably
do
that
with
the
snapshot,
but
not
using
conviction,
boarding
and
then,
if
we
were
to
use
conviction,
boarding
like
first
laser
attack-
maybe
maybe
not
right
now,
but
I
I
have
the
feeling
that
there's
there's
there's
going
to
be
a
chance
to
use
all
that
TC
in
a
more
productive
way
and
then
to
start
burning
it
because
paying
people
is
going
to
earn
most
of
that.
I
Most
of
that,
and
then
taking
extra
out
of
the
of
the
common
poll
is
going
to
be
harder
because
it
is
harder
right
now
to
pass
any
proposal
now
put
I.
Don't
know
the
12
tribute
on
top
of
that,
so
that
people
doesn't
have
to
take
taking
the
treatment
themselves.
I
It's
12
percent
more
to
to
ask
on
the
common
pool
and
that's
more
conviction
for
at
the
end
of
the
day,
have
xdi
on
the
kitchen
group's
hands.
Maybe
it
makes
more
sense
to
compensate
some
of
some
of
the
OTC,
but
I
don't
I'm
not
really
sure
if
there's
really
any
net
benefit
of
using
TC.
I
A
Okay,
I'm
going
to
try
to
Wrangle
this
back
clearly,
this
question
so
we're
talking
about
roles
and
we
ended
up
getting
focused
on
this
question
of
competence.
I
actually
started
this
I
think
so
clearly,
this
is
an
area
that
we
should
be
looking
at
a
little
bit
more
closely.
So
we'll
add
this
to
one
of
the
things
we
come
back
to
later
and.
A
Are
a
few
people
who
have
some
advice
on
this
Mitch?
Clearly,
you
have
like
a
perspective
on
this,
from
the
praise
hat,
but
also
just
more
generally
and
I'm,
hearing
Tam
and
Nate
and
NT
pretty
actively
engaged
in
this.
So
so,
when
we
come
back
to
this,
we
may
Circle
back
and
and
tap
you
guys
to
just
help.
Think
about
that.
That's
okay,.
A
K
Yeah
for
sure
yeah
just
really
quickly,
if
you
just
want
to
click
the
link,
click
in
that
one
yeah
yeah,
so
we
were
also
thinking
on.
How
could
we
going
back
to
this
this
idea
of
the
roles?
K
How
could
we
organize
these
in
an
accessible
and
open
way
for
everyone
to
take
a
look
at
and
and
be
able
to
see
all
the
roles
and
and
all
the
people
owning
the
roads
and
everything,
and
also
do
it
in
in
Clarity
that
for
now
it's
been
the
the
like
the
main
platform
we're
using
to
to
coordinate.
So
we
created
these
kind
of
like
this
documents
within
Clarity
super
simple,
just
listing
all
the
different
functional
needs
clusters
areas
categories.
K
However,
we
want
to
call
them
and
the
idea
would
be
that
under
each
one
of
those
they
will
be
listed,
all
the
all
the
roles
corresponding
to
that
area
I,
just
as
an
example
they're
in
Technology
support
and
I
just
created
one.
That
is
the
video
audio
recorder
right.
K
K
So
they're
like
the
assignee
would
be
me
and-
and
we
would
have
you
know,
like
all
the
roles
there
being
listed
and
it
would
be
really
easy
to
see
which
ones
are
taken
already
and
which
ones
do
we
need
to
find
someone
else
to
to
take
care
on
on
to
take
on
them.
K
So
that's
part
of
it
and
then,
if
you
could
go
to
the
other
link
Gideon
on
the
from
the
agenda,
the
other
part
of
it
is
this
idea
of
kind
of
like
creating
some
type
of
profile
for
each
of
the
members.
That
start
like
owning
roles.
Oh
no,
that's
that's!
That's
broken!
That's
not
working
I!
Don't
know
if
you
could
filter
it
that
this
exact
view,
if
you
could
just
filter
it
with
with
the
tag
roll
and
the
assigner
me
nothing
I
didn't
save
it.
K
So
the
the
idea
would
be
to
to
have
like
kind
of
like
this
profile
where
you
could
take
a
look
at
and
just
if
you
could
add,
ask
another
filter,
Gideon,
there's
like
an
option
to
have
tags.
K
Yeah
is,
and
the
tag
is,
roll
it's
right
there
yeah.
So
that
should
be
the
view
the
interview
set
for
for
this.
So
it's
kind
of
like
the
idea
to
have
to
have
like
a
profile
view
for
each
of
the
members,
so
we
can
look
at
all
the
roles
that
they
are
taking
on.
There's,
probably
a
better
way
to
do.
This,
I
was
thinking
that
probably
Rex
warranty
might
have
also
an
alternative
for
for
displaying
this.
K
But
for
now
this
is
like
super
simple
super,
simple
that
we
that
we
came
up
with
and
like
in
this
case.
This
is
like
my
profile
and
I
would
have
assigned
this
video
audio
recorder
role
and
if
I
had
more
roles,
then
you
would
see
all
my
roles
that
are
assigned
to
me
on
this
on
this
view,
and
it
would
be
like
that
for
for
all
the
members
with
with
roles
and
yeah.
That
would
be
kind
of
like
that.
K
A
I
think
that
what
we
should
do
is
move
on,
because
we
have
20
minutes
before
the
the
Twitter
space
and,
let's
use
so
I'd
like
to
be
able
to
give
us
five
minute
break
to
like
before
we
move
on.
So,
let's,
let's
move
on,
and
if
people
have
comments
you
can
either
put
them
in
into
the
the
channel
the
coordination
Channel
or
you
can
put.
A
If
you
have
access
to
Clarity,
you
can
just
put
them
as
notes
right
in
here
and
for
people
who
want
access
to
Clarity,
you
don't
have
it
edit
access,
just
ping
me
or
bear
and
we'll
give
it
to
you.
Okay.
So
next
thing
we
want
to
do
is
go
on
to
the
interest
groups.
A
This
is
a
new
service.
I
guess
you
could
call
it
for
the
TC,
and
this
is
the
dock
that
actually.
A
Hold
on
just
one
second,
we're
running
a
little
bit
short
on
time,
compared
to
what
I
thought
so
I
think
we're
probably
not
gonna
have
time
to
do
a
Breakout.
So
let's
do
this.
Instead,.
A
Okay,
so
the
the
the
background
on
this
right
now
is
I've
got
a
few
interest
groups
that
are
starting
up
I.
Think
most
people
on
this
call
are
familiar
with
what
the
interest
group
is.
But
just
briefly,
the
idea
is
it's
like
a
very
lightweight
way
of
doing
a
working
group,
but
like
no,
you
don't
need
to
go
and
get
funding
for
it.
It's
just
a
very
simple
process
of
setting
one
up,
there's
an
application
that
just
like
a
Google
form
that
bears
pulled
together.
A
That,
basically,
is
you
know
what
we're
checking
is
like.
Does
this
align
with
the
mission
and
the
idea
is
to
make
it
super
easy
to
start
these
things
up,
but
also
super
easy
to
just
put
them
in
hibernation
if
they're
not
getting
a
lot
of
traction,
the
question
that
we're
looking
at
right
and
we've
got
a
few
of
them
that
are
there's
there's
one.
A
That's
pretty
active
that
just
started
last
week,
which
is
ygg's
new
new
incarnation
of
labs,
which
is
pretty
cool
and
then
there's
a
few
others
that
are
starting
to
like
the
data
one.
The
Rex
launched
is
starting
to
spin
up
right
now.
So.
A
We're
probably
gonna
need
somebody
to
be
up
here,
coordinating
these
interest
groups
and
making
sure
that
they're
running
okay
like-
and
this
would,
unlike
you
know,
if
you
run,
if
you're
the
person
who's
spearheading
an
interest
group,
that's
not
a
paid
position,
we're
thinking
that
this
would
be
price-centric
compensation,
and
you
need
to
start
talking
with
Mitch
about
this
yesterday,
like
we've,
got
to
make
sure
that
that
culture
of
Praise
is
really
deeply
embedded
into
the
interest
group
and
the
culture
that
we're
building
so
I'm.
A
Setting
that
aside,
the
question
now
is
to
have
a
role
on
this,
at
least
to
start
on
this
coordination
team.
What
would
that
look
like?
What
would
what
what
would
be
the
requirements
of
that
role
so
bear
took
a
crack
at
that,
and
that's
this
document
right
here
so
I'm,
I'm
gonna,
just
leave
this
up
for
a
sec,
and
people
can
just
absorb
this,
and
it
would
be
great
to
get
some
feedback
on
this.
A
C
K
Yeah,
the
the
role
being
the
calling
it
into
his
group
coordinator,
the
purpose
of
it.
You
know
providing
support
and
coordination
in
the
creation
and
operations
of
interest
groups,
the
domains
all
the
different
documents
that
are,
that
I've
been
working
on
like
the
the
requirements,
the
submission
form
and
some
others
that
that
are
that
I
think
are
needed,
but
that
this
is
all
or
for
discussion
again.
The
weekly
hours
require
primary
accountability
that
that's
part
of
the
idea.
K
The
idea
to
Define
huku,
who
could
take
on
this
and
the
accountabilities
being
being
the
main
contact
point
for
any
interest
groups.
Members
leads
and
answering
any
related
questions
supporting
community
members
in
the
interest
group
creation
process,
providing
corresponding
TC
support
infrastructure
upon
repair,
upon
requests
to
interest
groups,
ensuring
interest
groups
fulfill
the
corresponding
requirements
for
their
creation
and
ongoing
operations.
Maintaining
and
improving
interest
groups
documentation
in
a
regular
basis,
assigning
lead
roles
in
the
Discord
server
coming
up
with
new
ways
to
improve
interest
groups
in
the
TC.
G
Yeah
I
think
it's
really
awesome.
I
think
one
of
the
big
aspects
for
me
in
terms
of
the
interest
groups
is
how
we
integrate
the
curation
service.
If
we
can,
if
I
mean
I,
don't
think
it's
re
should
be
a
requirement.
I
think.
A
lot
of
this
should
have
emergent
properties
having
these
interest
groups
Define
how
they
meet.
G
You
know
what
they
talk
about,
what
they
do,
but
you
know
encouraging
people
to
incorporate
the
the
curation
services
they
go
along,
and
then
you
know
this
role
being
somebody
who
is
kind
of
you
know
also
looking
at
the
the
bigger
ideas
that
we
have
around
the
interest
groups,
and
maybe
even
the
digital
conference
that
we
we've
discussed
before
and
how
we
can
have
people
from
these
interest
groups
being
represented
at
such
a
conference
and
saying.
G
A
Well,
okay,
so
that's
good,
clear
and
simple
is
good.
A
Let
me
ask
this,
then,
so
when
it
comes
to
this
role,
okay,
so
this
is
this
is
where
we're
getting
into
the
unknown
territory
like
I,
have
no
idea
how
many
people
are
interested
in
fulfilling
this
role
of
interest
group
coordination,
so
just
out
of
curiosity,
maybe
you
can
just
like-
do-
do
high
five
or
thumbs
up
or
some
Emoji.
If
this
is
something
that
you're
interested
in
doing.
A
Okay:
okay,
anybody
else.
A
Okay,
and
who,
who
would
be
interested
in
being
consulted
on
this,
you
know
like
in
the
advice
process
like
you,
would
like
to
be
able
to
provide
advice
as
we're
structuring
this.
What
this
looks
like
a.
J
I
just
have
a
question:
is
there
going
to
be
like
a
Communications
role
for
in
this
new
thing,
because
you
know
my
responsibilities
about
Twitter
or
graphic
design
and
all
that
stuff,
because
I
would
love
to
contribute
in
in
this
role
too.
But
if
there
is
going
to
be
a
special
Communications
roles,
I
want
to
be
100
percent
focus
on
on
that.
K
Yeah,
that's
that's
a
great
question
and
a
great
comment.
If
you
go
to
the
main
document
kind
of
like
the
the
root
document,
you
can
see
like
the
11,
corresponding
functional
needs
and
yeah,
one
of
them
is
Communications.
You
can
take
a
look
at
them,
but
it's
important
to
mention
that
it's
by
no
means
finished
at
all,
like
there's
still
like
tons
of
work
to
do
in
terms
of
like
defining
roles,
creating
roles,
defining
roles,
assigning
roles,
so
it's
kind
of
like
just
in
a
in
a
first
version.
D
K
And
feedback
and
Necessities
for
role
creation
from
peoples,
so,
for
example,
lastly,
did
you
you
will
see
in
the
communications
doc
a
couple
of
roles
that
we've
been
thinking
of
what
I'm
pretty
sure
there
will
be
lots
of
more.
So
if
you
have
ideas,
you
can
start
like
commenting
adding
stuff
and-
and
it's
the
same
thing
for
everyone
else.
If
there's
any
area
that
you're
interested
in
and
you're
thinking,
oh
I
think
we
should
have
a
role
on
this.
You
can
start
adding
any
feedback
and
we'll
start
giving
it
some
shape
as
well.
G
And
I
would
say
that
you
know
Communications
would
be
a
huge
part
of
this
role
like
in
terms
of
you
know,
relying
on
the
communications
rule
like
to
promote
interest
groups,
and
things
like
that.
So
I
think
you
can
have
a
Communications
role
and
still
be.
You
know
a
big
part
of
these
other
rules
as
well.
E
I
also
wonder
if
there's
some
role
related
to
like
HR,
because
yeah
gravity
punctually
like
tackles
on
conflicts,
but
there
are
multiple
human
needs
that
the
community
can
can
have,
and
it
would
be
good
for
someone
to
to
be
there
as
this
visible
face
for
for
this
human
things.
That
can
happen,
and
these
human
relationships.
L
A
That's
a
really
good
point
we
haven't
been.
A
We
haven't
been
thinking
about
that
as
much
but
I
think
that
that's
you
know
as
we
let
go
of
the
rains
a
little
bit
and
we
allow
the
community
to
lead
when
these
interest
groups,
it's
really
cool,
it's
going
to
help
us
to
scale
it's
going
to
do
all
kinds
of
great
things,
but
it
it
is
going
to
create
a
little
bit
more
of
like
a
social
media
kind
of
like
online
community
kind
of
thing
where
there
may
be
some.
L
A
Things
that
happen
as
a
result,
too
right
so
yeah.
We're
gonna
need
some
some
processes
in
place
to
make
sure
people
are
safe
and
you
know
and
that
we
that
we're
adhering
to
the
mission
too
so.
A
A
So
the
good
news
is,
we
can
end
eight
minutes
early
and
people
can
go,
do
whatever
they
need
to
do
before
the
tour
space
call.
So
thank
you
everybody
for
coming
today.
This
was
the
first
of
this
new
format.
I
hope
that
people
found
it
useful
and
productive,
and
you
know
like
if
you've
got
feedback
on
how
you
could
see
this
format
improving
or
these
meetings
going
better.
Then
just
drop
me
a
note.
That's
probably
the
easiest
thing.
Just
DM
me
and
I'm
happy
to.
C
A
E
Yeah
nothing
that
if
someone
wants
to
stay
in
in
this
last
five
minutes,
I
would
like
to
share
some
of
the
work
that
we've
been
doing
on
the
gravity
website.
Because
we've
been
like
doing
it
inside
of
our
group.
But
we
haven't
like
showed
it
and
I
would
like
to
I.
Don't
know
to
present
it
and
to
receive
your
feedback,
but
only
to
the
people
that
want
to
stay.
A
G
A
A
E
Okay,
so
it's
still
unpublished,
but
it
says
this
is
our
main.
It's
this
gravity
Dao
brings
people
together,
and
these
are
the
four
services
that
we
are
trying
to
shape
as
our
offering
of
value.
First,
one
being
trust
creation
for
human-centered
coordination,
the
second
one
being
a
culture
consultancy
to
support
the
building
of
comprehensive
systems.
E
So
if
you
click,
for
example,
in
Education
and
Training,
this
will
bring
you
to
this
tab
here,
and
here
we
have
the
playlist
of
the
third,
the
second
and
the
first
graviton
training
with
study
plans,
and
we
have
here
some
assets,
but
we
are
also
thinking-
and
that's
our
hope
for
next
year-
to
launch
a
full
online
course
as
the
Tia
Academy,
like
the
fundamentals,
so
that
people
don't
have
to
wait
for
us
to
like
deliver
time
and
effort
to
make
a
course
on
a
set
on
a
time
set,
but
that
it
can
be
taken
at
any
point
so
yeah
on
the
other
services,
for
example,
in
culture
consultancy.
E
This
is
something
really
cool,
and
it's
that
we
will
try
to
provide
observation
of
the
agreements
and
behaviors
that
take
place
in
a
community
with
recommendations
for
desired
type
of
interactions.
So
here
are
some
words
about
the
service
and
some
virtual
Cycles.
Here
we
have
also
some
content
like
memes
we've
done
and
sometimes.
E
Of
the
graviton
trainings,
so
we
have
the
same
for
services
and
for
trust
creation
and
for
Conflict
Management.
E
And
we
have
this
portfolio
that
are
the
communities
where
we've
had
presence,
and
these
are
the
four
communities
where
we've
had
the
most
or
where
we
had
our,
where
we
developed
our
Frameworks
and
practiced
them.
So,
for
example,
you
can
filter
them
through
categories
and
we've
provided
Conflict
Management
to
these
four
categories
in
some
in
some
way
or
another.
But,
for
example,
for
the
culture
consultancy.
We
only
did
that
for
Aragon.
E
We
haven't
done
that
for
any
of
the
other
communities,
but
in
educational
training
we
we
have
the
the
token
engineering,
Commons
and
giveth
and
Aragon,
and
also
interest
creation,
the
token
engineering
Commons
so
yeah.
We
also
have
this
blog
with
some
of
the
content
that
we
had
in
our
medium,
but
the
idea
is
to
fill
it
better.
We
have
contact
forms
and
we
also
have
buttons
to
incentivize
donations
through
either
give
it
or
git
coin.
E
And
if
you
want
like
support
managing
conflicts,
we
will
have
these
new
forms.
So
we
will
stop
using
the
common
stack
type
form,
and
this
will
be
our
own
internal
form.
That
has
this
first
two
like
divisions
and
it's
when
it's
an
individual
request
or
an
or
an
organizational
request
and
yeah.
E
That's
that's
mostly
how
the
the
page
will
work
to
find
new
cases
outside
of
the
DC
to
find
new
new
communities
that
may
want
some
of
our
services
and
also
maybe
to
funnel
some
other
more
technical
or
specific
services
to
one
of
these
other
communities.
So
yeah
I
just
wanted
to
share
this.