(highlight:: Decentralized Organizing as a Continual Process of Equitably Distributing Power
Transcript:
Speaker 1
I mean, the reason that I talk about decentralised organising rather than non-hierarchical organising is I think of decentralisation as like a process of going from the centre and Pushing it out, you know, and that there might be multiple centres and that the centres are constantly losing their density, you know, that there's this process. But it's not a, I don't have a picture in my mind of like, there's no centralisation, there's no, you know, there's no strict hierarchy. Someone like that, it's more like moving the power out and finding how to do that in a way that's actually pragmatic, you know, in a way that actually you're sharing authority with people In a way that, yeah, support some kind of common vision, you know, that actually get somewhere and that honours people's investment and their expertise.)
- Time 0:13:07
- decentralization, decentralized_organizing, power dissemination,
- [note::(like a continually expanding Universe of stars and galaxies in which mass corresponds to power)]

(highlight:: Decentralized Organizing: Have Roles Corresponding To Different Levels of Accountability
Transcript:
Speaker 1
My first gesture is just to name, like I say, have different classes where people will know, like, okay, I'm a founding partner or I'm an enthusiastic volunteer or I'm an interested Supporter on the sidelines, like if you can name that there are these distinct places and that you get escalating rights as you take on escalating responsibility. And then as you have escalating rights, you should also have escalating accountability, you know, like that there's actually expectations on each other, like, okay, if you're going To have this influence, then we should be able to have an opinion about how you're behaving.)
- Time 0:14:05
- power, roles, accountability, authority, decentralized_organizing,

(highlight:: Individual Strengths are Context-Dependent and Often Only Emerge When People Work Together
Transcript:
Speaker 1
Yeah, I mean, that's really essential what people best suited for, I think. My framing at least, people don't know what they're good at. People don't know what their gifts and their qualities are. You have to tell them, you know, you have to learn that from other people. You have to learn that from feedback and shared experience. And actually, I think your gifts change depending on the group that you're in. The thing that you've got to offer the most in that context, that you don't actually know. But when everyone can bring, develop together a shared picture of what each person's strengths are, then that's when you unlock this next level of collaboration, where this is the Dynamic subordination thing, right? We just understand that Tyson is the boss on this thing, and I'm the boss on this other thing, and you're the boss on that. And it's just really, you don't have to have to talk about it because it's obvious. But I think we only really get to that level when people have really got a chance to build a trust and to observe each other in different contexts and actually understand, like, where Are you strong and where do I have an authentic sense of trust in you? And that is just, yeah, I don't really think there's a kind of shortcut to that.)
- Time 0:28:48
- context dependence, individual strengths, group synergy, group_dynamics,

(highlight:: Progressive Clock for Balanced Participation
Summary:
Using the progressive clock web app, the speaker observed a significant difference in speaking time between men and women in a meeting.
They emphasized the challenge of addressing this issue in a supportive and growth-oriented manner, avoiding potential shame or defensiveness. Encouraging balanced participation is seen as a tender process, aiming to promote self-awareness and considerate contribution from all individuals.
Transcript:
Speaker 1
There's, this thing, what's it called, the progressive clock, which is just a really simple web app. And it's got buttons and you can, it's a timer and you can use it to time, like in a meeting, how much time do men speak versus people who are not men? And there's other categories like this. And I did it in a meeting and I was like, wow, okay, the men here are speaking on average three times more than the women. Okay. But how do you, how do you bring that information to light in a way that is actually supportive, like that actually is like a moment of growth rather than like this, you know, you shame The people who are talking too much and they get really defensive and triggered and they fall back into their like traumatized self. And you also kind of shame the people that are not speaking more because they're like, Oh, I should really put myself out there more. And like, it's really easy for that intervention to go wrong. And so I think of it as quite a tender process to encourage people to, to only voice more and also to be more self aware about how their contribution needs to be held in balance with other People. Like it's a really gentle message. I mean, that's the way that I like to work. Maybe this is my New Zealand, this as well. Yeah, it helps. We use specific practices for this, you know, so like I'm just thinking in the, in the Lumio co-op, which was the first time that I really got a chance to put these ideas and practice where We had at one stage, we had 16 people, you know, so it's a big enough team to really have some difficult dynamics.)
- Time 0:39:02
-

(highlight:: Balancing Voices in Meetings: A Tender and Nuanced Process
Transcript:
Speaker 1
And so I think of it as quite a tender process to encourage people to, to only voice more and also to be more self aware about how their contribution needs to be held in balance with other People. Like it's a really gentle message. I mean, that's the way that I like to work. Maybe this is my New Zealand, this as well. Yeah, it helps. We use specific practices for this, you know, so like I'm just thinking in the, in the Lumio co-op, which was the first time that I really got a chance to put these ideas and practice where We had at one stage, we had 16 people, you know, so it's a big enough team to really have some difficult dynamics. And it was really obvious that there were some people that mean we were equal co-owners of this business. So we have a really high degree of stake holding in the project. It's really obvious that some people's voice carried a lot more weight than others. And what I'm one of those people, I was one of the founders. So I had a big voice. And there's, I can keep stepping back and keep turning the volume down. But there's also we need other people to be turning the volume up. And one of the practices that we do, I mean, I've seen this in the kind of ecosystem around here too, is just think we always start every meeting with a check-in. And the check-in is usually like, how are you doing? You know, like, what's alive for you right now? And we go around and we hear from everyone. And it might be a 30 second answer. But just that practice alone, people getting into that habit of like, oh, when I'm in a meeting, I speak sometimes, you know, and people listen, they give me my attention. And I'm getting used to what it's like to voicing myself and being received. And that's a really micro example. But there are these kind of intentional practices that you can put in place that help to, yeah, give people the chance to flex that muscle and develop that confidence. And it's one of the, it's one of the practices that I know that's the most reliable, that it just works in any context for helping to nudge the, yeah, to level off that playing field a little
Speaker 7
Bit.)
- Time 0:39:51
- meetings, 1evernote,

(highlight:: Excessive Bureaucracy Sometimes Results from Conflict Avoidant Leadership
Transcript:
Speaker 1
And so we've experimented with different ways of kind of like sweat equity, you know, like, how do you account for people's time that hasn't been paid. And we did tons of experimentation on that. And I found it really distracting, you know, just like this really long, complicated discussions with spread sheets about like, how much do we value this and that? And then what about when this happens, you get this like escalating complicatedness of your agreements that are going to like, try to track all the different ways that people contributed. And then what about, well, there was more risk early on and you know, just kind of gets more and more unwieldy for me. And, and it's also a kind of what they call a bike shedding problem, like it's really easy to get people's attention onto it. Like everyone's got an opinion about money and about how they might get paid in the future. And so like it's really easy to attract a lot of debate and conflict around it. But it didn't really feel like it was being very generative. And what I've noticed, another sort of general pattern is that like, it's common that people will design a complicated set of agreements as a defense mechanism against having a difficult Conversation.
Speaker 2
Yeah. Yeah, that super resonates with me. That was going to be my next question is, you know, there is that tendency, you've you've brought up the DeGove conference we went to a while back. That was the main major thing I noticed is this tendency for ballooning bureaucracy to take over where just leaning into conflict would be the better solution. And this kind of relates to Jennifer's subject earlier about assertiveness being a necessary component here, because we noticed as well in that conversation, the two kind of alpha Males of the conversation, we're we're stealing the show most of the time. And then the response of the group was to create more sets of rules and to increase bureaucracy to prevent them from doing that. Whereas what they kind of needed was another aggressive male to come in and be like, guys, you're taking up the entire space, please make room for someone else.)
- Time 0:46:02
-

(highlight:: Difference in Human Experience Can Be Both a Source of Conflict and a Source of Innovation
Transcript:
Speaker 1
Like there obviously is some kind of polarity in the human experience, which people are pointing to when they talk about masculinity and feminine. Like there's obviously something there. And I think it's our job to like manage that skillfully and to be alive to the fact that like, there are differences and that in any case where you've got difference, you've got this, you've Got a choice whether that's going to be a difference as a source of conflict or a difference as a shared resource, you know, where like we can be greater than the sum of the parts because We've got these two complimentary different offerings, you know, that come together.)
- Time 0:52:18
-

(highlight:: Creating a Shared Field of Meaning with Constellations
Transcript:
Speaker 1
Slightly more nerdy I guess is I think this whole general field around constellations and I've never gone deeply into constellations as a practice but I've kind of extracted a little Thing from it which is basically the idea that this two-dimensional space of the floor of this room there might be some meaning in we can create a kind of grid of meaning here you know so Like I mean the really really basic example is they come you know where do you come from in the world if you're from the northern hemisphere you know go to that side of the room if you're From the southern hemisphere go there you know like where you sort of like invent quickly a spectrum of where we're going to move. We do a lot of practices around that so it might be we'll do questions around yeah how how deeply engaged do you feel in this community or something like that and people will move and we Do a lot of questions that there's something about physically moving that everyone can participate simultaneously you know you're not waiting to take your turn to speak you can invent This field of meaning where it's like this means I'm a you know newbie volunteer and that means I'm a founder who's super committed and then once that shared field of meaning is there You can say okay now switch places and see how it feels you know so go and move to the other half of the room I'm going to ask you another question and I'll just imagine yourself in that and Somehow that really unlocks people it's really efficient)
- Time 1:03:59
-

(highlight:: Being Transparent About Your "Degeneracy" And How Other Team Members Can Support You
Transcript:
Speaker 1
My most trusted people are the ones that can admit their own degeneracy and and and are not you know like when I'm trying to present to you this kind of pure saintly finished product you Know this character who's not in development anymore but it's just finished and complete like then if I'm not willing to accept the parts of myself there in development I'm not going To accept the odds right like if I see something in you that makes me go like oh that reminds me of that part of myself that I'm ashamed of I'm going to get really just defensive and reactive So I think part of the equation is to be able to be honest about our own parts that we're not so proud of but the consent piece is so that's like a modeling thing you know and just being real And like yeah this is me this is like I'm a status jockey that's part of my ship it's kind of annoying and the consent piece is like so I just added a new working group in Inspiral working Group is like five people we've got a specific mandate we're working on a little domain of you know some governance challenges and we started this new group by sitting expectations Sort of like trying to get to know each other and sit down name and needs and our requests of each other and my request was hey look I know I've got a really strong you know benevolent dictator Vibe that comes out of me very easily because I think I'm a you know like I'm recognized in the world as having some kind of expertise and so it means I often think I've got all the answers And I'm brilliant and make it's really easy for that side to come out of me in a in an overbalance way and I need you like I can't manage that on my own I need support with that so like when I'm Taking up too much space or I'm just like pushing too hard I can't fix that you're going to have to help me I can't do it online but I can do it with you and so you have my enthusiastic consent To give me feedback when you feel like I'm pushing to hide taking up too much space not listening enough not being curious and so then the kind of accountability that I get feels like support It feels like these are my peers who are helping me grow towards my goals you know it's like this is where I want to be this is who the kind of character that I want to become is one that's a Better listener that makes more space for others that's like more curious it's more ready to learn and that's important to me to do that and it's not like some external authority has Come along and said rich you talk too much you should be ashamed you know it's like it's my it's it's come from me and so part of what we do is try and try and create a context where everyone Is in development and they're they're actually transparent with each other about their developmental goals and they're inviting feedback on specific things like this is a thing That I struggle with and this is the kind of feedback that supports me like if I cross this line this is how you can you can help me that's kind of the best case is to be in the developmental Culture and there's a lot of groups that aren't able to get to there immediately)
- Time 1:18:06
- group_dynamics, collective_understanding, personal_development, collaboration, team_synergy, vulnerability, accountability, peer_support, boundary_setting,

(highlight:: The Trap of 100% Inclusion: Focus on Clear Exclusion Criteria To Sustain Group Inclusivity
Transcript:
Speaker 1
Sometimes and there's this idea of green being a stage which is all about inclusion you know and that when people are coming from that place the idea that we'd exclude someone is like Really horrifying and that and that's triggering on its own just to even think about like if the question is on what grounds would be exclude someone there's already some people going Like we shouldn't exclude anyone. I mean that's the problem with the world is too much exclusion we should be including everyone and that was certainly me when we you know I got into this through the occupy movement and At the start of occupy I was fully committed to 100 percent inclusion and we brought in some people that were really how do I say this with respect like just really extreme characters You know like really extreme really off the deep end of out of outside of social norms for lots of lots of different dimensions and and I thought that we could summon enough love and compassion To just hold them you know like they've been excluded everywhere they go the reason that this guy is like kind of a monster is because he's he's suffered so badly will be the ones that are Going to bring up so much love and compassion we're going to hold them that's really what I thought and there's a bunch of us that thought we could we could smother smother him with hugs You know and then at some point it's like the dude pulls out a long sharp knife in the middle of a deliberation you know and start threatening people and then there's like he's extorting People and like there's a threshold right you've got to cross at some point so the question is not like can we include everyone it's like on what grounds would we exclude someone because Okay I can say I'm going to try I'm going to bring my best the most loving compassion itself and I'm going to do everything I can to include this guy but there's like all the other people That have already been excluded by his presence you know like when you include some people you're excluding all these other people so you've just got to design like what's the exclusion Criteria and that's um yeah that's it's kind of like the pointiest part I think of of community governance design it's like oh oh what are the on what are the grounds and how we're going To approach this with compassion and where we're actually yeah we're prioritizing safety like in the groups that I've been in I've been um yeah you know like I'm I'm pretty schooled)
- Time 1:24:48
- bad_actors, organizational_culture, paradox_of_tolerance, exclusion, group_dynamics, group_governance, inclusion, cultural_norms, accountability, boundary_setting, group_inclusivity,

(highlight:: Decentralized Organizing as a Continual Process of Equitably Distributing Power
Transcript:
Speaker 1
I mean, the reason that I talk about decentralised organising rather than non-hierarchical organising is I think of decentralisation as like a process of going from the centre and Pushing it out, you know, and that there might be multiple centres and that the centres are constantly losing their density, you know, that there's this process. But it's not a, I don't have a picture in my mind of like, there's no centralisation, there's no, you know, there's no strict hierarchy. Someone like that, it's more like moving the power out and finding how to do that in a way that's actually pragmatic, you know, in a way that actually you're sharing authority with people In a way that, yeah, support some kind of common vision, you know, that actually get somewhere and that honours people's investment and their expertise.)
- Time 0:13:07
- decentralization, decentralized_organizing, power dissemination,
- [note::(like a continually expanding Universe of stars and galaxies in which mass corresponds to power)]

(highlight:: Decentralized Organizing: Have Roles Corresponding To Different Levels of Accountability
Transcript:
Speaker 1
My first gesture is just to name, like I say, have different classes where people will know, like, okay, I'm a founding partner or I'm an enthusiastic volunteer or I'm an interested Supporter on the sidelines, like if you can name that there are these distinct places and that you get escalating rights as you take on escalating responsibility. And then as you have escalating rights, you should also have escalating accountability, you know, like that there's actually expectations on each other, like, okay, if you're going To have this influence, then we should be able to have an opinion about how you're behaving.)
- Time 0:14:05
- power, roles, accountability, authority, decentralized_organizing,

(highlight:: Individual Strengths are Context-Dependent and Often Only Emerge When People Work Together
Transcript:
Speaker 1
Yeah, I mean, that's really essential what people best suited for, I think. My framing at least, people don't know what they're good at. People don't know what their gifts and their qualities are. You have to tell them, you know, you have to learn that from other people. You have to learn that from feedback and shared experience. And actually, I think your gifts change depending on the group that you're in. The thing that you've got to offer the most in that context, that you don't actually know. But when everyone can bring, develop together a shared picture of what each person's strengths are, then that's when you unlock this next level of collaboration, where this is the Dynamic subordination thing, right? We just understand that Tyson is the boss on this thing, and I'm the boss on this other thing, and you're the boss on that. And it's just really, you don't have to have to talk about it because it's obvious. But I think we only really get to that level when people have really got a chance to build a trust and to observe each other in different contexts and actually understand, like, where Are you strong and where do I have an authentic sense of trust in you? And that is just, yeah, I don't really think there's a kind of shortcut to that.)
- Time 0:28:48
- context dependence, individual strengths, group synergy, group_dynamics,

(highlight:: Progressive Clock for Balanced Participation
Summary:
Using the progressive clock web app, the speaker observed a significant difference in speaking time between men and women in a meeting.
They emphasized the challenge of addressing this issue in a supportive and growth-oriented manner, avoiding potential shame or defensiveness. Encouraging balanced participation is seen as a tender process, aiming to promote self-awareness and considerate contribution from all individuals.
Transcript:
Speaker 1
There's, this thing, what's it called, the progressive clock, which is just a really simple web app. And it's got buttons and you can, it's a timer and you can use it to time, like in a meeting, how much time do men speak versus people who are not men? And there's other categories like this. And I did it in a meeting and I was like, wow, okay, the men here are speaking on average three times more than the women. Okay. But how do you, how do you bring that information to light in a way that is actually supportive, like that actually is like a moment of growth rather than like this, you know, you shame The people who are talking too much and they get really defensive and triggered and they fall back into their like traumatized self. And you also kind of shame the people that are not speaking more because they're like, Oh, I should really put myself out there more. And like, it's really easy for that intervention to go wrong. And so I think of it as quite a tender process to encourage people to, to only voice more and also to be more self aware about how their contribution needs to be held in balance with other People. Like it's a really gentle message. I mean, that's the way that I like to work. Maybe this is my New Zealand, this as well. Yeah, it helps. We use specific practices for this, you know, so like I'm just thinking in the, in the Lumio co-op, which was the first time that I really got a chance to put these ideas and practice where We had at one stage, we had 16 people, you know, so it's a big enough team to really have some difficult dynamics.)
- Time 0:39:02
-

(highlight:: Balancing Voices in Meetings: A Tender and Nuanced Process
Transcript:
Speaker 1
And so I think of it as quite a tender process to encourage people to, to only voice more and also to be more self aware about how their contribution needs to be held in balance with other People. Like it's a really gentle message. I mean, that's the way that I like to work. Maybe this is my New Zealand, this as well. Yeah, it helps. We use specific practices for this, you know, so like I'm just thinking in the, in the Lumio co-op, which was the first time that I really got a chance to put these ideas and practice where We had at one stage, we had 16 people, you know, so it's a big enough team to really have some difficult dynamics. And it was really obvious that there were some people that mean we were equal co-owners of this business. So we have a really high degree of stake holding in the project. It's really obvious that some people's voice carried a lot more weight than others. And what I'm one of those people, I was one of the founders. So I had a big voice. And there's, I can keep stepping back and keep turning the volume down. But there's also we need other people to be turning the volume up. And one of the practices that we do, I mean, I've seen this in the kind of ecosystem around here too, is just think we always start every meeting with a check-in. And the check-in is usually like, how are you doing? You know, like, what's alive for you right now? And we go around and we hear from everyone. And it might be a 30 second answer. But just that practice alone, people getting into that habit of like, oh, when I'm in a meeting, I speak sometimes, you know, and people listen, they give me my attention. And I'm getting used to what it's like to voicing myself and being received. And that's a really micro example. But there are these kind of intentional practices that you can put in place that help to, yeah, give people the chance to flex that muscle and develop that confidence. And it's one of the, it's one of the practices that I know that's the most reliable, that it just works in any context for helping to nudge the, yeah, to level off that playing field a little
Speaker 7
Bit.)
- Time 0:39:51
- meetings, 1evernote,

(highlight:: Excessive Bureaucracy Sometimes Results from Conflict Avoidant Leadership
Transcript:
Speaker 1
And so we've experimented with different ways of kind of like sweat equity, you know, like, how do you account for people's time that hasn't been paid. And we did tons of experimentation on that. And I found it really distracting, you know, just like this really long, complicated discussions with spread sheets about like, how much do we value this and that? And then what about when this happens, you get this like escalating complicatedness of your agreements that are going to like, try to track all the different ways that people contributed. And then what about, well, there was more risk early on and you know, just kind of gets more and more unwieldy for me. And, and it's also a kind of what they call a bike shedding problem, like it's really easy to get people's attention onto it. Like everyone's got an opinion about money and about how they might get paid in the future. And so like it's really easy to attract a lot of debate and conflict around it. But it didn't really feel like it was being very generative. And what I've noticed, another sort of general pattern is that like, it's common that people will design a complicated set of agreements as a defense mechanism against having a difficult Conversation.
Speaker 2
Yeah. Yeah, that super resonates with me. That was going to be my next question is, you know, there is that tendency, you've you've brought up the DeGove conference we went to a while back. That was the main major thing I noticed is this tendency for ballooning bureaucracy to take over where just leaning into conflict would be the better solution. And this kind of relates to Jennifer's subject earlier about assertiveness being a necessary component here, because we noticed as well in that conversation, the two kind of alpha Males of the conversation, we're we're stealing the show most of the time. And then the response of the group was to create more sets of rules and to increase bureaucracy to prevent them from doing that. Whereas what they kind of needed was another aggressive male to come in and be like, guys, you're taking up the entire space, please make room for someone else.)
- Time 0:46:02
-

(highlight:: Difference in Human Experience Can Be Both a Source of Conflict and a Source of Innovation
Transcript:
Speaker 1
Like there obviously is some kind of polarity in the human experience, which people are pointing to when they talk about masculinity and feminine. Like there's obviously something there. And I think it's our job to like manage that skillfully and to be alive to the fact that like, there are differences and that in any case where you've got difference, you've got this, you've Got a choice whether that's going to be a difference as a source of conflict or a difference as a shared resource, you know, where like we can be greater than the sum of the parts because We've got these two complimentary different offerings, you know, that come together.)
- Time 0:52:18
-

(highlight:: Creating a Shared Field of Meaning with Constellations
Transcript:
Speaker 1
Slightly more nerdy I guess is I think this whole general field around constellations and I've never gone deeply into constellations as a practice but I've kind of extracted a little Thing from it which is basically the idea that this two-dimensional space of the floor of this room there might be some meaning in we can create a kind of grid of meaning here you know so Like I mean the really really basic example is they come you know where do you come from in the world if you're from the northern hemisphere you know go to that side of the room if you're From the southern hemisphere go there you know like where you sort of like invent quickly a spectrum of where we're going to move. We do a lot of practices around that so it might be we'll do questions around yeah how how deeply engaged do you feel in this community or something like that and people will move and we Do a lot of questions that there's something about physically moving that everyone can participate simultaneously you know you're not waiting to take your turn to speak you can invent This field of meaning where it's like this means I'm a you know newbie volunteer and that means I'm a founder who's super committed and then once that shared field of meaning is there You can say okay now switch places and see how it feels you know so go and move to the other half of the room I'm going to ask you another question and I'll just imagine yourself in that and Somehow that really unlocks people it's really efficient)
- Time 1:03:59
-

(highlight:: Being Transparent About Your "Degeneracy" And How Other Team Members Can Support You
Transcript:
Speaker 1
My most trusted people are the ones that can admit their own degeneracy and and and are not you know like when I'm trying to present to you this kind of pure saintly finished product you Know this character who's not in development anymore but it's just finished and complete like then if I'm not willing to accept the parts of myself there in development I'm not going To accept the odds right like if I see something in you that makes me go like oh that reminds me of that part of myself that I'm ashamed of I'm going to get really just defensive and reactive So I think part of the equation is to be able to be honest about our own parts that we're not so proud of but the consent piece is so that's like a modeling thing you know and just being real And like yeah this is me this is like I'm a status jockey that's part of my ship it's kind of annoying and the consent piece is like so I just added a new working group in Inspiral working Group is like five people we've got a specific mandate we're working on a little domain of you know some governance challenges and we started this new group by sitting expectations Sort of like trying to get to know each other and sit down name and needs and our requests of each other and my request was hey look I know I've got a really strong you know benevolent dictator Vibe that comes out of me very easily because I think I'm a you know like I'm recognized in the world as having some kind of expertise and so it means I often think I've got all the answers And I'm brilliant and make it's really easy for that side to come out of me in a in an overbalance way and I need you like I can't manage that on my own I need support with that so like when I'm Taking up too much space or I'm just like pushing too hard I can't fix that you're going to have to help me I can't do it online but I can do it with you and so you have my enthusiastic consent To give me feedback when you feel like I'm pushing to hide taking up too much space not listening enough not being curious and so then the kind of accountability that I get feels like support It feels like these are my peers who are helping me grow towards my goals you know it's like this is where I want to be this is who the kind of character that I want to become is one that's a Better listener that makes more space for others that's like more curious it's more ready to learn and that's important to me to do that and it's not like some external authority has Come along and said rich you talk too much you should be ashamed you know it's like it's my it's it's come from me and so part of what we do is try and try and create a context where everyone Is in development and they're they're actually transparent with each other about their developmental goals and they're inviting feedback on specific things like this is a thing That I struggle with and this is the kind of feedback that supports me like if I cross this line this is how you can you can help me that's kind of the best case is to be in the developmental Culture and there's a lot of groups that aren't able to get to there immediately)
- Time 1:18:06
- group_dynamics, collective_understanding, personal_development, collaboration, team_synergy, vulnerability, accountability, peer_support, boundary_setting,

(highlight:: The Trap of 100% Inclusion: Focus on Clear Exclusion Criteria To Sustain Group Inclusivity
Transcript:
Speaker 1
Sometimes and there's this idea of green being a stage which is all about inclusion you know and that when people are coming from that place the idea that we'd exclude someone is like Really horrifying and that and that's triggering on its own just to even think about like if the question is on what grounds would be exclude someone there's already some people going Like we shouldn't exclude anyone. I mean that's the problem with the world is too much exclusion we should be including everyone and that was certainly me when we you know I got into this through the occupy movement and At the start of occupy I was fully committed to 100 percent inclusion and we brought in some people that were really how do I say this with respect like just really extreme characters You know like really extreme really off the deep end of out of outside of social norms for lots of lots of different dimensions and and I thought that we could summon enough love and compassion To just hold them you know like they've been excluded everywhere they go the reason that this guy is like kind of a monster is because he's he's suffered so badly will be the ones that are Going to bring up so much love and compassion we're going to hold them that's really what I thought and there's a bunch of us that thought we could we could smother smother him with hugs You know and then at some point it's like the dude pulls out a long sharp knife in the middle of a deliberation you know and start threatening people and then there's like he's extorting People and like there's a threshold right you've got to cross at some point so the question is not like can we include everyone it's like on what grounds would we exclude someone because Okay I can say I'm going to try I'm going to bring my best the most loving compassion itself and I'm going to do everything I can to include this guy but there's like all the other people That have already been excluded by his presence you know like when you include some people you're excluding all these other people so you've just got to design like what's the exclusion Criteria and that's um yeah that's it's kind of like the pointiest part I think of of community governance design it's like oh oh what are the on what are the grounds and how we're going To approach this with compassion and where we're actually yeah we're prioritizing safety like in the groups that I've been in I've been um yeah you know like I'm I'm pretty schooled)
- Time 1:24:48
- bad_actors, organizational_culture, paradox_of_tolerance, exclusion, group_dynamics, group_governance, inclusion, cultural_norms, accountability, boundary_setting, group_inclusivity,