24 Person Cohorts

• 2 Phases.
• First is 12 good candidates as adopted children of OSE. With exit at 6, 12, 24 months, and light exit at 48, and 96 months. Equivalent to college and doctoral levels but actually dedicated to integrated problemsolving.
• 4 builder-teachers. Deep understanding of the build process with capacity to run a team of continually expanding size up to Dunbar. 12 section leaders under each.
• These guys do full time build. Rapid growth opportunities.
• 20/20 designer/manager/ecologist tracks. All can rise to executive capacity.
• You set your pay scale. Everyone starts at the factory floor.
• Builder is $20-25/hr starting, with fast growth potential - you set your pay scale over time. With great power comes great responsibilityapplies to everyone, puts the onus of clarity, initiative, empowerment on the participant
• Designer/manager/OSE - all same curriculum, until OSE school teaches values and possibility (state of art + unsolved issues)
• All our tracks are beyond research, action research, R&D - onto Collaborative Execution Research. We do group projects, solving Pressing World Issues as the norm. First 10 years max, unless progress is sooner, is solving housing. This endeavor is huge, as it includes RE, ag, microfavtories, home economics.
• School starts with Socratic dialogue in values, method, defining human progress, defining state of art, defining possibilities, defining unsolved problems, how to learn, mental models, antifragility, Maslow, Flow, sublimation, and finally the possibility of abundance mindset based on effective production and humanity. Up to Level 6 leadership. Technology is secondary. Once you can produce, once you demonstrate ability to perform in this framework, demonstrated by theoretical understanding and ability to formulate a Collaborative Execution Research project, you move on and we start on the technical skills. This is all predicated upon 20/20 break. Builders can sign up also, but that would be on top of their build work or it's effective delegation.
• 3 month enterprise program. Includes full build understanding of integrated build process and how such a process yield advantage, and how to understand out blueprints to make this process useful by adapting it as needed. This helps us disseminate the practice and have others validate the techniques. Significant risk of defectors, though.
• The risk of having paying entrepreneurs, without picking up culture, is freeloading. Freeloading is good, if it is not parasitic. Parasitic means that profit margins disappear to fund next developments, the integrated Product Design becomes harder if there is less ecosystem integration funding. For this, we would need any disseminators to pick up the culture first. Which would be the Ecologist (OSE) track. We would need to control the market to gain fully for transformative potential. Counter argument is that everyone will pick this up nonetheless without us training them once they see the economic success. It seems that critical issue to address is this delay so that we could recoup at least some of our value from the effort we put in. It should also be noted that the innovators typically are not the people who make the most money out of something I.e the first comer is typically not the first money maker. So here's a realistic issue to address now this would mean we just simply have a small time delay which looks like the proprietary way of developing things but we do not still hold any patents or any form of protectionism so that we can hold true to our distributive Enterprise belief.
• Thus the question becomes how do we manage the distributive Enterprise aspect are we still true to it we publish our blueprints openly including Enterprise blueprints yes but with a natural time delay which is defined by the time it takes us to get up and running because people will start replicating only after we're up and running. Now being up and running means that we have a certain level of advantage that cannot be taken away because in our definition of up and running we also bring in the various replication and robustness aspects which make our flywheel strong. So we have to make sure that we have a truly formidable flywheel before inviting freeloaders and defectors who will be there in and droves to simply promote the money making aspects as opposed to the ethical aspects. Now what is a way to build in the ethical aspect on top of our product well to begin with we already have certain value added so anybody who can produce this type of value added would potentially be good for example if the product is integrating enough for example if we have a microfactory if we have full solar energy we have full edible landscape that product meets so many of our goals that if anybody does replicated it's in all cases good. Now and it's roll out we only do a fraction of the whole product one step after another in which case we could be cut off at a critical point and a prevent ourselves from having the integration funding. This is a case where the nonprofit sector foundations could make up this new paradigm where we all pull resources to make a formidable super eco robust flywheel and then we have no problem disseminating across the world because anyone who does replicated is doing such good work that them cutting corners would still be better than the status quo.