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Identify and understand tiers of clients. - Identify tiers of client (80/20 rule + value) - Highly aligned organizations - Very diverse organizations whose goals we want to serve - Last: skeptics
Define and prototype formal bridges between organizations. (see Sensorica, ask Charles)
nuturing the commons, rather than sequestering the commons
"[1:07:20] Jerry: uh, also, there's a general principle I love, which is nothing about us without us. And, uh, subsidiarity is a really good principle here for us to work around and giving sort of power authority agency to the people closest to a problem and to people who are not usually invited to the table. And I think that sort of approaching the infrastructure, the tools, the norms and all that with those principles in mind, uh, we will be really useful because, uh, people near problems will figure out their resolutions and implement them and keep them going forever. And anybody who shows up and says, Hey, just do this and it's all going to be fixed is kind of mostly fail. I I've seen I've seldom seen the top down approach work and Jordan at the start of your description. It was like We need bottom up innovation in this way. And I think the bottom up is all about local adaptation of good ideas, and nobody knows what the good ideas are. Nobody has access to them working parts of how to implement the good ideas or expertise to help them implement the good ideas. And therefore we hear all these little one and off stories of success, and we don't hear often of broad sweeps of successful change at this at this sort of local fractal scale."
visualization, story-telling, shared memory, shared norms, presence, abundance/commons viewpoint, facilitating individuals and collectives to understand their power and sovereignty
forge the existing legal infrastructure into such a wisely constructed and well-governed vessel through the prototyping phase, that the legal structure becomes a stewardship commons in and of itself that a growing array of projects can benefit from.
"It's a collective sense making infrastructure, but it's not just the technology. It's also the set of protocols in the way of discourse and discernment that allow us to arrive at an increasingly accurate picture of shared truth."
discernment of social, cultural, legal and technology protocols
creating an open global mind literally
collective memory, collective sense making, stewardship of knowledge, needs mapping, resource mapping and creating some of the synapses that can be aware of all the things that are moving and how those can connect together.
building out a platform that in in five years that will act as glue that enables the distributed sharing of collective wisdom and knowledge and conversations in ways that change the nature of conversation.
if we do our job right, people will have a shared memory that they refer to and use in conversation, as opposed to just saying the same things over and over again
if we do our job right, there'll be different organizations and different movements that will start sharing much more of what they're doing much more broadly
we'll be able to see ourselves better in our movements towards different things in a way that doesn't agglomerate everybody up into one particular pyramid and one set of goals, but rather respects the autonomy and diversity of each of the participating organizations, but turbocharges each of them
connecting to other orgs that are like minded that are moving in a similar path, and offering them the kinds of tools that we're busy building, whether it's governance models and legal structures, and or infrastructure components that are software plus norms for use, or other aspects of this sort of five layered model that we're kind of looking at doing.
dendritic character
as much as possible coalesce those projects to maximize the knowledge exchange as well as maximize the action plans so that various experiments done by independent entities that work, are rapidly replicated into other systems that have not yet done those things.
get a cloud burst, going by catalyzing it with high levels of communication, shared vision and goals and reasonable planning.
paying attention to what works and what doesn't work.
what are the needs that we're learning we needed that we didn't know we had
what are the barriers we had to crack through and what worked for those kinds of things?
So there's a certain amount of I don't want to call it curation, because that's too, too formal. But I think the O. G. M template would be that we will continually learn from the experiences of the many different groups that are participating."
designing and building a better world
provide the community the ability to communicate with clarity to its networks on what it's doing and why, in a very concrete way.
the process of having a specific, measurable six month sprint and the ability to communicate your networks with clarity on what you're doing and why will lead to a dramatically different level of engagement six months from now
This section specifies tasks and milestones that the OGM team will achieve over the six months ending on tkdate.
For the launch sprint, who is in charge, and how do we make decisions. maybe: stewardship council, and how the stewardship council manages itself and adds/subtracts members (if any).
How do we know when we've accomplished our deliverables?
Mining and organization of collective plans in the commons that can be transparently seen, interacted with, and improved by the global community in accordance with the governance protocols, and using the associated infrastructure
Facilitating and convening a consulting service layer to empower communities to interact with what we know (knowledge, wisdom)
"sprint": time-boxed focused effort as part of longer marathon