Steve 2019-2021

From Open Source Ecology
Jump to: navigation, search


Tue Dec 21, 2021

  • Using AdWords?
  • Pay-for-performance - not clear what is difference between pay for performance and performance marketing.
  • If hiring an employee -
  • R2C - Rain [1]
  • Horizon NExt
  • Tatari -
  • MyMedia in France
  • MediaPlan in Germany.

Tue Dec 14, 2021

  • Steve took notes and prepared for this meeting
  • Me: i gotta up my game
  • OSS is for elite programmers - oSH is for elite osh developers? What if we can't all learn it.
  • Juniot Leadership Advisory Team - right out of universities;
  • $18-25/hr

Tue Dec 7, 2021

  • Fail intentionally - 'how fascinating' - but don't plan to fail.
  • Loves to watch soccer -
  • Brave not Perfect - Girls Who Code. We were raised to take chances. Girls are raised to be perfect. Reshma said, how celebrating imperfection frees us.
  • Gaming - a game in which one person cannot win, must be collaborative
  • 6Ds of Disruption
  • The model does not work if it looks like an inside job

Nov 30, 2021

  • The art of possibility - Benjamin Zander
  • Judgment - from i did and failed - to I give up, vs, 'wow, what did i learn?'
  • Fascinating - what did I learn?

Mon Nov 22, 2021

Tue Nov 16, 2021

  • Long term advantage of not being stupid, rather than being brilliant. How to apply? We know that GVCS is all about proven techniques and industry standards.

Tue Nov 9, 2021


  • Due diligence on land
  • Survey prior to permit
  • Shovel-ready - for Steve
  • 14-16 months - hires all subs. To do 5 houses.
  • 30-90 days for closing - sometimes change zoning.
  • If curriculum is strong - then we can replicate.

Tue Sep 2, 2021

  • Market research - for solutions that others are proposing, such as zoning. Or better efficiency - current is 230 hours per house per 1000 sf based on 2500 sf
  • Market research - 2 story for kits?. Speed - such as
  • Edu - college degree - this is required for knowledge transfer - how to run a lean, world class org without VCs
  • Positioning - Financial independence angle.
  • 3- point solution. Learn to design and build just about anything using open source hardware. Learn collaborative design. Learn the scope of pressing world issues, and begin solving them directly with open collaboration.
  • Dream team before product - find the cultural alignment - as afterwards, it will be people attracted to money. Just try it, and get it funded through foundations for first cohort.


  • Financial independence - not wealth. 49% are looking for another job. 53% of those employed have changed jobs in the last 2 years.
  • People actively engaged in building communities - meeting neighbors etc.
  • Expand, extend, explore - expand - lots, extend - some, explore - not a lot
  • More Steves come from extend and expand
  • Renee provided coaching for Steve's company.
  • 60% on expand. 30 on extend. 10 is explore. Explore is fun, creative.
  • University - 24 cohort. Reason is to teach people to unlock.
  • Biting off a lot in 4 years. 1 year or leave. Every year builds on year before.
  • Drop out making Seed Eco-Homes at $250/hr.
  • Most people don't think it's possible to become rich. Financial independence pitch with make more money - not good. But financial independence with doing what you need.
  • Steve can help - checking right greed boxes; value proposition.
  • Greed is a reality of insecurity. Not coveting or jealousy. It's about security.

Tue Oct 26, 2021

  • Greed - that is how you solve people showing up. Haven't appealed to it. People don't show up for collaborative lit, but for greed.
  • 10X roi
  • Collab lit - once you learn it, you can unleash it
  • Not entertainment - but ROI
  • Skill set to turn into a living
  • Once we a have a number of people building - we can approach governments
  • Brutal. Rough carpenter $25/hr, $50-60k for a year with some overtime. Never stop working, never retire.
  • I need to up my skill to be the educator - a curriculum true to our beliefs.
  • I need a world class educator to join.
  • Me - walking along the client as a mentor
  • I don't connect well with a broad enough range of poeple - i'm an acquired taste. I can overcome that through becoming a better educator. Get the aha moments.
  • Unlock is getting people
  • VA is third layer - people not afraid to work hard.
  • 3 groups -
  • Can't hire it. Gotta teach it. Steve has to teach.
  • Show up for greed, get to collaborative design.
  • Swarm - technically difficult with inspections. And, people showing up.
  • Housing market is more economic than residential. Lot of it is investment-based, housing market always goes up.
  • Model - we keep house cost down, we solve for skilled trades by building it.
  • Send me your troubled and homeless - we pay them to work. This is where we start! Prove it in the private market, bring it to public market. ROI for a municipality.
  • Build and flip - that is the economic model.
  • For people to show up - skill that unlocks financial independence.
  • Prove competitive asset in a mature marketplace.
  • Someone described as everybody's favorite teacher
  • Homes as cash registers! House's role is an economic parner. Since the 1950s.
  • We solve for lower debt. We don't solve for house as economic partner.
  • Train at scale to make things better.
  • THe more compelling the design to a buyer - the more value.
  • Take home: up skill set on teaching. How to construct curriculum.
  • Take home: build and flip. That funds the revolution, opens door to an audience and capacity. We inject collaborative literacy.
  • What is the new product? A house simple to build. Review this point.
  • 50:51 - Why are we here? To show people why they should show up. $375k turned into a million - in one year.
  • Who knows how to develop curriculum to make students say 'this was awesome?'
  • Let's buy some properties and flip them. Then learn how to do the swarm. Anywhere. And itegrate education into the actual build. Let everyone have the whole picture - not just a single trade. That's an unlock. Higher revenue.
  • Prove the model. Build and flip. Because we are solving for showing up. Build to suit
  • Change the world - not marketable from a greed-centric mindset. Second part is that you have to be part of a group - not on your own.
  • One we prove the model...
  • Once we prove the model...
  • Brutal - from a return on investment. Construction is brutal at $25k/year. Brutal. Never retire and become financially independent.
  • Collaborative design - can't hire it. Need to grow it. It is hard.
  • To city: hire me; i'll teach them how to make a living. They will build homes. City looks at it as a good investment. Develop in private market, bring to public market.
  • 'Proof of concept stage of a company'. Ex - microsoft showed that hardware doesn't matter, but software does. It was the other way around.
  • Competitive asset in a mature marketplace. 1. Teaching peeps. 2. Delivering kits. 3. Building.
  • Market - create financial security.
  • Proving concept means build for resale.
  • New product: a house that requires little to no specialty to build, is modular, is envi friendly, and anyone with modest training can build it. There are small kits. But not like this! Better, more engaging... Learn to design before you even build - ridiculous in retrospect.

Fri Oct 15, 2021

Steve - to address labor - we can return to Swarm Build with clients who actually get a house built in 2 weeks. Facts: 50 unskilled people and 4 pros built our house (Seed EcoHome 1, 1400 sf) in 2016 in 5 days. It was a heroic effort.

This model is alive and well. Now 2 prototypes further and many lessons learned on workflow and quality control, we can do way better. I'm envisioning the first house we roll out is a swarm build. People who sign up pay for the professionals that we hire to help us guide/do quality control.


  1. $50k materials
  2. Client BYOL (Bring Your Own Land), and they pay for any utility connections
  3. Client pays us $100k for a 1000 sf Rosebud. Covers materials, and OSE build services.
  4. 20 people in 2 week builder crash course (we charged $2400 last time, got about 12 people to show up) yield $40k revenue
  5. Not impossible 'net revenue' after materials - $130k - 40 people show up for Builder Crash Course
  6. Optimistic 'net revenue' after materials - $90k- 20 people show up for Builder Crash Course
  7. Pessimistic 'net revenue after materials - $70k - only 10 people show up for Builder Crash Course

We pay $16k for 4 professionals to show up for the 2 weeks. Food costs $6k. Total costs here are about $22k, not counting our accommodations if we travel for 2 weeks.

Net revenue = 130 90 or 70 minus 22k - or about $50-70k up to $110k per event.

This does not address solving housing or large-scale replication, but it allows us to bootstrap revenue. If we do 10 of these per year - that is a budget of $50k/month that allows us to start getting stuff done, such as investing in infrastructure here or paying people. It would allow us to start the apprenticeship if we have Swarm Build clients lined up. I bring this up because Jon Miller suggested a swarm build as a small win. I feel great about swarm builds because these are fun and we get shit done. It does address labor.

Disadvantages are that this will be problematic if inspection schedules prohibit 2 week builds. And only superheros could replicate something like this, but if this helps us get established in building more houses according to a more normal build model, then this would be a win.

If we plan on first build 'when we are actually ready' - then we can execute spectacularly. Timing would be first build in March or so, and then replicate every month. This does not scare me. It scared me in 2016 as each build was a heroic effort. But now it is more about canning and cloning the build based on much more experience.

What are your thoughts?

Tue Oct 12, 2021

  • Definition of how it works...First you...
  • Understanding ways of thinking...Understanding ways of acting?
  • What are societal do we acknowledge them...scarcity vs win-win
  • A way to think
  • Amplify impact
  • Embrace differentiated povs
  • Constant look for opportunity to learn and grow
  • Psychiatry and medicine
  • Shift from attract to me to a process
  • Freud - fascinated people with a process. It wasn't about Freud, it lived longer.
  • Shift from me to a way of being that I can become
  • Create a process for living a more meaningful life
  • Collaborative dev allows you to unlock the ability to do things that you can't do on your own. Riches for you, your community, advantages to disadv, improve environment, deurbanize the world, all a dat! Through the understanding of collab dev.
  • Harkness - east coast school. Founded Exeter. Students responsible for teaching as much as teacher.
  • Courage to grow.
  • Learning how to Harkness - PRS does it. Building off one another. Discourse as a skill to be taught.
  • Mindset -> operations
  • Mindset - return on investment, with return much greater.
  • High self-awareness. Competitive. Strong self-belief. Ambitious so not afraid of failure. People who learn through doing. Teach things they know how to do.
  • Products don't iterate in the current environment. Open source is different: it's not v1 to v2. Versioning. OS allows you to improve the v1. OS allows to improve on a product that exists. Benefit to a consumer, environment...etc. Can't make this same possibility in a structure that relies on rebuying and obsoleting.
  • Collectively Overscope it and then --- execute it. Think, interact, cooperate, partner - that becomes possible. So there are ground rules we can set. What is the curriculum that gets us to learn it. Probable.
  • Ambitious. Driven. Curiosity.
  • Spend 40 minutes - to index what we are looking for.
  • Empathy can be an unlock for me.
  • Empathy - good unlock for me. The more people will share about what is actually the issue.

Tue Oct 5, 2021


  • Modeling - 6 houses - per year.
  • What do we make when we develop.
  • Kit, develop, vs customer.
  • 3 choices - kit, hire to build a house. Open market sale.

Getting tight:

  • 4-6% realtor fees
  • Fees for inspections -
  • Permitting
  • Marketing or selling
  • Landscaping fees
  • Utility hookups
  • 180k - 171 after realtor. Fees - 170. $3k marketing. 167. Utilities - 10k. Landscaping.
  • Staging - work with a staging company - they let you rent furniture. 2 month staging. Could buy furniture from staging company.
  • Escrow fees - flat fee from 1500-3000.
  • 2-3 people will quit of 14-15
  • 12.5% payroll tax - 15 - $17.50 actual. 2 weeks sick and vacation time that is paid.

Tue Aug 31, 2021

  • "I need you to expand your vision of what is possible"
  • "Collaborative enterprise assets creation - communicating that an enterprise, like a product, can be broken into parts and solved for 100x-collaborative impact. How to convince people this is possible?
    • Is it about abstract thinking capacity? Storytelling? Simple opportunity?
    • If simple opportunity - what is it? Apprenticeship economics. We fill house. Budget per person is board which is food and housing and utilities - and need just a little above that. Integrated Farm for production aquaponic, chicken, fish, piglets.
  • Following up on Brian- land lot
  • Collaborative Enterprise Development - how to communicate the equivalent of Collaborative Product Development. Product Development vs Enterprise Development.

Tue Aug 24,2021

  • in 2 years they will be what
  • in 6 months they will be what
  • GI audience
  • Regular -
  • Explosion of population into countryside. Idaho. Wyoming.
  • Increased demand of affordable housing in countryside. Thoughtful developments in countryside.
  • Vets - jobs and businesses.
  • UMKC - or tech school - needs to be present for curriculum. Skill sets associated with campus.
  • University partner make our
  • 50/50, 50 percent on campus. Complete
  • Objective - financial independence, jerbs. Study the curriculum at the university.
  • Not a realistic possibility - but a good probability.
  • Study their program, architect a bigger one.
  • $700k for a home in SD.
  • Brian model - 20k to get 100k of land. Then 2nd loan for construction
  • Parnter with bank - secure option to buy lots over a certain period. People pay $50k for the kit.
  • $100k loan to Brian. 5k down and 30 year mortge. $690/month. In 30 years $241k for the house.
  • If Brian wants to make a monthly of $1200 then pay off in 10 years - and pay $144.


Tue Aug 10, 2021

  • Condominium association - keeps prices up.
  • 20% of houses is our work.
  • Spread out or condense? Telecommuting makes us spread out.
  • If we condense?
  • Loves the University 50/50 split - OSE provides a unique value of hands-on entrepreneurial training for people who could actually make a difference - people with some experience.
  • Don't do a land trust if you want to scale. It can be a part of solution. Real solution is a good supply of the Seed Eco-Homes.

Brian Log

Related conversation - I like Trusts as a model and am involved with versions of it. See and and locally. I am also aware of better designs with my conversations with Kauffman and Folk Capital team member and want to consider them equally as options not to mention crypto/defi.His pitch is that the existing Kauffman trust is political and the process is not working everyone is risk averse sitting on billions. My mentor said trusts won't scale, but they can be a part of the solution. So the question is - can we envision a scalable trust model?


Before our meeting, wanted to run one concept by you, as we have too many things to talk about.

After meeting with the Dean of the engineering school at UMKC (by the way, Bob Berkebile the renowned architect showed up to this meeting in my support), one idea that came up is partnership. OSE is not certified as a school in this route, though it has well-defined curriculum. Students enroll at UMKC via GI Bill. OSE recruits these students. I believe we can do 50 minimum with marketing through GI channels. My contacts in GI channels indicate an audience of 100 min and 1000 maximum that would sign up via the GI Bill today if this program were available. Thus - UMKC gets students - which is what they want. Partnership with OSE means 2 years of 4 on site at OSE, so OSE gets the required R&D effort of collaborative design. Revenue split is 50/50 for the GI Bill between UMKC and OSE. We do this for the next 2 years until we get certified. I do not become a UMKC employee, just a partner. Do you think this is executable, at UMKC or other colleges less traditional? The Dean told me he would love this if it could work. This is intended to address reintegration of GIs as the missing piece of why many GIs don't take on further education. My GI contact Jon said the main challenge is psychological: GIs can't fathom that starting their own enterprise, or participating in solutions to essential problems - is possible for them. We could address this psychology by clear presentation of possibility AND opportunity to get right into this path.

This route would address significant R&D effort from students, based on the fact that genius is 1% inspiration and 99% perspiration. Once again, solving for people showing up to do open source product development.

Critical path drift or to be pursued?


This bridges you from where you are now to where you want to go incredibly well, allows you to refine your curriculum, gives you much needed access to talent and resources, and it allows for you to prove the concept without having to raise money but rather through earning it

Tue Jun 29, 2021 - 55C

Tue Jun 22, 2021 - 54C

  • Notes

Tue Jun 15, 2021 - 53C

  • Killing the COVIC controversy
  • Killing Jesus

Tue Jun 8, 2021 - 52C

  • Discern context thus nuance
  • Words: sacrificing, defaulting, being the first, all my savings, my family is concerned - nuance - implies all-in, but not other people behind table
  • By doing so, it made her fearful
  • Sacrifice - trading something of value for something else
  • Defaulting - letting someone down
  • Anxiety and fear. So they are looking for understanding and permission to feel that way
  • Suicide rate at UCSD was highest when Steve was there
  • I Completely understand, and in the future, you'll be my first outreach. Just so I know for the future - do you have any advice for how to make this process smoother and clear for those going through it.

Thu Jun 3, 2021 - 51C

  • This is the OSE Method vs argue about why are you doing it this way
  • Typically - it's RTFM, and nobody does


  • Here are processes, value,
  • How do we role play- it will happen - but how
  • Don't get emotional - negotiate
  • Be excited about the conflict -
  • OSE Doctrine and Process around collaboration - practice it the same way. But not how we design.

Tue Jun 1, 2021 - 50C

  • Apprenticeship Schedule for Filament Maker - August 2nd week - [16]. Large printer 4th week.
  • Summer X schedule for large printer - Oct 1 - [17]
  • Hackathon + Construction Grade 3D Printer - story behind that in framework of where we are now.
  • How do we use the OSE Social Contract as a sales prevention protocol? Fascinating feedback - 'The only way to collaborate is by collaborating. The apprenticeship seems aimed at younger people who want to be told exactly what to do and how to do it, in a centralized and predetermined way. I'd rather volunteer, in whatever way and at whatever time seems best to me!'

May 25, 2021

  • Maysville offer for 2 year tech school
  • Maysville scholarship - Local person wanted to sponsor a local kid who would otherwise not be able to attend because he is supporting his family as his father got ill

May 18, 2021- Session 48C

  • Revenue per collaborator-in-training to Full Value Capture for callaborator
  • Per Partner revenue general ratio - 80% to partner so 5 allow for doubling
  • Doubling of operation should happen with each person - so 50% revenue share sounds most fair. Under the assumption that every partner becomes as productive.


  • OSE Doctrine:
    • Why it matters? Ok, I believe it. Ex. People say they are super transparent, but they are not. Linux is not transparent. So we say this is what we commit to.
    • How it works? Process - how do we do it. How do we collaborate. We haven't done it yet. Principles.
    • How we put it into practice. Housing, iron triangle, hackathons.
    • What do you believe. Abundance is real. I believe famine is not - we have food, we don't have distro.
      • Self policing. How you accountable. Celebrate. The practical.
  • Ex - Pacific Ridge - Heartness learning; 70% teaching is student to student. They are prepared, as they know they are part of the conversation.
  • Doctrine allows teacher to do what is expected.
  • 40-45% pay for a talent. Bad year is 50% talent
  • Manufacturing a car - 25-30%.
  • If customer pays - 50% to worker.

May 11, 2021 - Session 47C

  • Clean version of instructors video - to extract clips
  • Process and Outsource
  • Marketing blast - hoire copywriter, etc. Marketing assets etc.
  • if 24 need 36 - we'll hire the first 24 that show up.


  • Local university - Manscpade - campaign in house
  • They went to a SD State - Direct Marketing Class - 20 teams of 10 - they did direct marketing
  • University centric - PR class - they are getting credit
  • Summer school if possible -
  • PR Specialist - freelance - pay by the piece
  • MOre content market - $1k, no more than $5k
  • Pay by the piece - $50, $100
  • Podcast interviews
  • FB content
  • Influencers
  • Once we are ready for houses
  • Strategy of solve-for-housing
  • Financially independent - vs business owner. Financial independence is the promise. Soak it up and wring it up. Soak it up from other communities, invest in your community.
  • Best is that they pay.
  • We are bringing opportunity, not jobs. Lean into the parallel of education. Education is free or paid for - nobody pays you to go to school. Way out is through education. Alt edu-centric way out. Promise is financial independence.
  • Not job,. but edu experience. Then hire if they want to be hired. Still talk to an attorney about job structure.
  • Financial independence does not come from depending on OSE.
  • Break down financial barriers
  • 40-60% goes on to people in labor costs. Don't create employee relationship.
  • Eye to eye, hand to hand, but not hand to mouth of wrist to wrist. Personal contract.
  • Will Iam - brining possibility without opportunity makes things worse.

Session 46c - May 4, 2021

  • 4 of 11 showed up
  • $37.50 - the higher it is, the higher the expectations. Any reservations on the number?
  • Outsourcing marketing- process for it? Vid repo, scripts by me, Clickfunnels.
  • How to get people committed to repayment if we do tuition loan that is to be repaid? Addressing flight risk.
  • Graduates from Apprenticeship - $25-65/hr - as partnering Corporations that send us invoices?
  • Jeff forward motion. Housing charge?
  • Remote vid assets
  • 32 hp sawmill per blade


  • 37.50/hr.
  • LLC contracted for people. Hires a company
  • 10 individual LLCs - looks like employee.
  • Do by project
  • Employees want certainty. They want to be treated like employees.
  • 160 paid hours at $37.50 at no productivity is vacation means real pay is $41
  • Labor laws - must work within labor laws to scale.
  • Model of keeping people -
  • Gummit finds from disgruntled employees. EDD - Employment Dev Dept.
  • No way to bypass.
  • One way out is pure project work. Easy to 1099. Not by hour, but by project. If employees, pay less, and give benefits. Health, HMO, vacation, etc.
  • Figured out 6 months of training.
  • Labor law attorney - here's what I want to do.
  • Fully transparent - even bragging.
  • No - just some people want to build houses.
  • Can it be paid internshipd? No, they are paid internships.
  • People who set up LLCs.
  • Each annually files LLC taxes. Not the 1099EZ.
  • Another option is to contract with a temp service.
  • Guaranteeing
  • $1000 for 4 hours of staff for a lawyer.
  • Pays housing after getting paid.

Session 45c - April 27, 2021

Session 44c - April 20, 2021

  • Wrapup form last week
  • COVID question - admissible antivaxxers?
  • The weeks of reckoning
  • Open Shource insight
  • Pay scale per skills - irresistible offer with Builder Training. And Apprenticeship practicality - is there anything about it that hurts?
  • What is the formula for a sustainable business - revenue per house? Outside of obvious, ie, more money in than out.


Session 43c - April 13, 2021

  • Growth Mindset to Sublimation Mindset for Economic Sublimation
  • Builder School - for the ghetto. 1/3 cost, topgrade via high school principals? Start right after Summer X.
  • Apprenticeship - June start. Positioning: collaboration incubation of public engineering via large parallel design events (incentive challenges_), augemnted with on-site test-driven, modular design - with intent of civilization reconstruction afterwards. Start talking straight: if it broke, we fix it. If gummit broke, we fix it. If people broke, we fix it. If housing broke, we fix it etc.
  • How to tell - "Do you like to learn new things?"


  • Off the charts at 3 things, which means if somebody does not work out, i'm just sloppy: 1. Radar on people, 2. Purpose 3. Process info rapidly to make decisions. Steve also thinks I'm a natural teacher, while he doesn't consider himself a natural teacher.
  • Political Ponerology - gives it 2 stars. Most depressing book he's read.
  • For the Affordable Tech School - start with Someone Who is Hungry for possibility (they are pissed and want more); we provide the opportunity.
    • They must feel like they earned it - otherwise they are not invested.
    • Must earn their scholarship - application + competitive? How do you have someone feel that they earned it? By being best in school?
    • Junior college is my place, not high school
  • For the Apprenticeship concept -
    • What type of certification is gained?
    • What is the economic benefit? Think Independence, as opposed to freedom.

Session 42c - April 6, 2021

  • Just published - half awake - suggestion on audio + clear offerings

Session 41c - Mar 29, 2021

  • Stedman Graham
  • Financing Innovation - so anyone can free themselves. Current model - $25k land, use land as collateral. Then get a $50k construction loan. We hire you for sweat equity at $50/hr if you take 3 Month Builder Trainig, or can pass the competency exam: building wall modules with integrated systems.
    • Result - $25k land bank loan. Collateral for a construction loan of $50k. House built. Then owner refinances, and gets cash flow, even in bootstrapped situations, no money out of pocket. Yes, using fractional reserve banking, so this would be better if we were to create a loan fund. Risk mitigation could be sweat equity. Habitat appears to be successful with their sweat equity model, 500 hours or so - find out more. 1000 hours at $50 would do it - for highly qualified builders - but that is where we may want to combine upskilling with the house purchase package.
  • Script for promo - [18]
  • Session: chat about ‘zero sum thinking’
  • "excited to hear your take once you’ve processed these questions and I’ll be fascinated to hear how you got there."
  • Upgrading knowledge for the collaborative creation of genius .Extreme_Enterprise_Hackathon_Design#Addendum_3.2F27.2F21
  • Learning Collaborative Design
  • Price Structure - Extreme_Enterprise_Hackathon_Design#3.2F29.2F21
  • Never Split the Difference
  • Seed Eco-Home Designer


  • Danger in looking at problems is being judgmental - as opposed to Curious.
  • Identity Leadership - [19]
  • Incremental thinker vs zero sum thinker- if zero sum, you don't enjoy the process

Session 40c - Mar 22, 2021

  • Note: i would add #5 - what is possible. That is the ideal state toward which we can drive, but no explicit procedures are set up to get there. It could be by Stygmergy or other unpredicted mechanism.
  • Last meeting was profound for me. Your question was simple but extremely important, I don't think I ever thought about this:
  1. Define what you know that you can do.
  2. What you think you can do.
  3. What you think is probably too much
  4. What you know you can't do.

Great job on your question. My take is that you are really skilled at identifying someone's issue or phrasing it in a certain way that is absolutely clear and powerful. Something about it worked for me in that I'm rather stuck on this question. Question 1 has a real focusing effect for me - so I get very clear on basics, and less confused by the grand visions. I'm evaluating 1, and still haven't had a chance to look at cases 2-4.

Catarina commented, my 'sure bet' is what most people would call overly optimistic. I simply said - train 24 builders ($144k revenue), deliver 100 turnkey houses ($3M revenue), and 30 ($300k revenue) owner-builder packages as a result of the September training. Catarina thinks that 100 turnkey houses (4 per each builder that we train) cannot be said until we have 20 or so houses built and have worked out all issues that come up for customers and building departments. I ask, "Will not 100 people clearly want our houses". She says yes but once we involve institutions and people, each deal is not sure until we have experience.

Session 40c - Mar 22, 2022

  • Notes: play out the 4 scenarios for I know I can do, can do, ambitious, know I can't do
  • Biggest thing to look out for - saying yes to what you can do, not yes to what you think you might be able to do
  • Quality will suffer if you don't heed above. Compromise ability to deliver on promist
  • Know the 4 cases: Game plan these scenarios. For overdelivering on expectations. Can't afford a step backwards becuase of the impact this has on the big picture of what we're trying to create
    • You know you can do
    • You think you may be able to do
    • You think may be too mach
    • Know is too much
  • Get a really good understanding of what you are capable of, stretched not comfortable, but be diligent about not pushing beyond that. Ex. 100 is fine, but not 200 just to say that I did it.
  • Not a big fan of if you build it and they will come. Not a fan of blowing up a structure to see what it is capable of.
  • Systems-People-Process - the 3 ingredients to delivering. Productivity efficieny - through tools, process, talent. If you have good process and tools - the talent can be lower. Not hypothetical but tried as you go. If you have bad process and good talent, you can stress a system pretty far, you just can't scale it.
    • Systems - This is like 'strategy'. what tools am I using to increase the productivity, efficiency, and quality of my people
    • Process - This is like 'tools' you use or steps you take.
    • Talent - People doing it.

Session 39C - Mar 16, 2021

  • 3-4 people, per project. Totally take for a test drive.
  • Hire for essential. Then nice to have. Then ongoing.
  • Simple tech description of job. Need someone to build a tractor. Etc. Take from List 1. And run with it.
  • Essentially - the $65/hr reduced to $25/hr.

Session 38C - Mar 9 & 11, 2021


  • Learn to design collaboratively by going through the content
  • Like a textbook.
  • Doctrine. Step by step process. Someone OWNS
  • I'm back to Jesus up on the stone - not good. Practice guidelines -
  • So use Steve as the student. Steve wants to learn how to be an open collaborative design practitioner. Could be whaterver - not just building houses, but running his own thing. Can you develop a doctrine that I could take and teach other.
  • Redesign for the sake of - redesign the process of how things are made - not designing products. We rethink what's the best way to do something - not can we but should we.
  • So you end up asking - 'What problem am I solving'
  • Inclusion of "should we".

Session 37C - Mar 5, 2021

  • Google Ad Grant manager? - [20]
  • Order PV and nickel irons from China?


  • Quarantine list -
  • Keep people focused on milestones along the way. People can believe in milestones even if they don't believe the vision. They can process the first 1000 miles.
  • How can they be excited about - a small part. How do we have fun doing it.
  • Remind them that it was fun. What can I do that will make her life fun again.
  • Take a small piece.
  • Worst case scenario - is still not bad. Let's make it happen.
  • Remind them that it used to be fun. I can do that.
  • A partner - sets the expectations - she sets the expectations.

Session 36C - Feb 23, 2021


When people disengage - it is because:

  1. Not valued enough -
  2. Feeling not needed - critical to the success of this venture. I thought I could do it without you - I can't - you are critical.
  3. Belief that what you are doing is going to materialize
  • Big challenge for my leadership - question is - What is fuel for people?

More Notes

  • Irresistable offer for hackathon - Extreme Enterprise Hackathon Design
  • Review
  • Forum strategy - 17 SDG, Community, Dev, Incentives and Mass Collab, Events and Workshops (develops community). Always goes to Wiki and Upvote. Feedback mechanisms: upvote, each has a platform that is reviewed yearly with crowd input - ex., main points of solving housing - you are welcome to add, based on best practice, science, history, psychology insights.
  • Understanding incentive pay - $25 starting for builders, $35 for redesign, $50 for architecture/design, $75 for C-suite level - managing a program with people under them? Is the basic concept that at each level they 'write their own check' based on value generated? Ratio of NET value generated to pay should be 1:1? Ie, $50k/year brings in $100k. $150k/year brings in $300k. Or what is the best design? Base + certain share? And if so- how is that share determined so this is simple and robust? Let's take this to a science. Is the PDF on Pay Structure correct for requirements + benefits? Why not let workers take care of that for themselves so the company is less a father figure, or do we assume that we have 'children'?
  • Just revisit the STEAM Camp question - why Steve Asked? Am I missing an opportunity?
  • Enterprise Operations Manual - Critical Assets. Gaining clarity on assets point by point, and how to execute on them: platform, etc.
  • Plastic-sensor-controller-metal-electric motor - the large-scale collaborative development platform. New Economy Coin - see if we can raise $10M for initial developmen of 40 or so key products based on key subset of about 50-100 of the 500 Modules.
  • Elemental Approach - Top 20 elements that constitute everything.
  • Does mortgage really cost people?

Energy and Cost Savings

See Energy and Cost Savings

Session 35C - Feb 16, 2021

  • Putting the announcement for Summer X up - 3 month training, plus ancillary development.
    • Core is house building. 3 houses built from ground up.
    • Ancillary - 3DP build, tractor, CEB press, PV, Aquaponics, 3D Printer, Plastic Recycler
  • Extreme_Enterprise_Incentive_for_Showing_Up
  • Judging Criteria -[21]
  • Collaborative Design Guide- The Possibility


  • Promise - unlocking genius. Not having genius show up.

Sessiuon 34C - Feb 9, 2021

  • Inspire
  • Educate
  • Value creation
  • Steve picked up training and collaborative flattening of hierarchy from me.

Session 33C - Feb 2, 2021

  • The OSE Filter - and Ethocracy
  • Housing 2.0
  • OSE_Scaling_Matrix#Case_Scenarios
    • Summary: 16 houses in one year covers a crew of 12 at $4k ea + back room + mgmt at $8k ea or 64k per month, after training period of 3 months paid as normal tech school, with minimum of 1.3 houses built per month for breakeven.
    • Offer this as the Enterprise Track, factoring in 2x less efficiency potential.
      • This looks like - potential of 2 houses per month at 2x less efficiency (960 hours per house), where max pot houses built is 4 but now 2 at half efficiency (Realistic). With 1.3 houses, Entrepreneur gains $8k/month + bonus of 0.7*50=$35k/month - or 43k/month. For as many cycles as they like - if they do this independently.
  • OSE provides leads. How much is each lead worth? $5k. Typical marketing is 5-12% [22]
  • Scarcity:
    • Land - principal element of success.
    • Cash -
    • Leadership - team of 12
    • Materials -
  • Learning curve? What didn't we think about before.

Session 32C - Jan 26, 2021


  • Filter in - and filter out. Continue to achieve.
  • Graduation - natural attrition. People innovate and design. Continue, not plateau. For the apprenticeship program.
  • Economics - fundamental point of differention. Appreciation on delivery, vs appreciation over time.
  • Economic benefit - financial
  • Reviewing Enterprise Template - Economic Benefit and Economic Analysis. How do They Benefit?

Session 31C - Jan 19, 2021

  • Feedback loop - is important to keep people lying less. Or playing the system.
  • Implement feedback loops very intentionally - purposefully. Push the learnings back to me.
  • Awards shows. Though Steve doesn't do this. Underlying reason is about igniting a sense of competition.
  • Build communication and feedback loops that work
  • 1/10000 discussion - don't look for unicorns, improve the value proposition, don't rely on super people 'getting it'
  • Better, more efficient, less expensive - filter everything through that.
  • Every time we make it better, you benefit.
  • IF you leave, you go static.
  • Trust - vs economics or racism. Regarding political situation - what is the underlying factor.

Session 30C - Jan 12, 2021


Session 29C - Jan 5, 2021

Session 28C - Dec 29, 2020

Session 27C - Dec 15, 2020

  • Hand work is rare in the USA.

Session 26C - Dec 8, 2020

  • Notes on lord of the flies - and managing people so that it's not a charity trip, but something to lose if you do not perform.

Session 25C - Dec 1, 2020


Session 24C - Nov 17, 2020

Session 23C - Nov 12, 2020


Session 22C - Nov 3, 2020

Transformation is where possibility meets opportunity


Session 21C - Oct 27, 2020

Session 20C - Oct 20, 2020

  • Profitable solutions at scale -> regenerative solutions at scale
  • Keep clear about our unique value proposition:
    • Collaborative design for a transparent and inclusive economy of abundance
    • Historic transfer of wealth from the few to the many
  • We switched from how to make it work to why is it not working
  • Owned value - our unique value proposition
  • Leased value - value that people can also find somewhere else
  • Focus on the quality of experience (teaching) and kit, not the house. If focus on house, experience and kit will suffer.
  • We are in the business of education and kits, not houses.
  • Control the quality of the education. They are responsible for the house.
  • Thus, create an organization that creates a positive experience. Before looking at org chart - get clear on the product narrative.
  • Product actually isn't the house. It is the education and kit. House is what they build.
  • With concrete foundation - people can get a construction loan.

Session 19C - Oct 13, 2020

Session 18C - Oct 6, 2020

Session 17C - Sep 29, 2020

  • High lumber prices
  • OSE can go with 3D printed lumber
  • But, that bottlenecks the supply chain in the immediate term

Session 16C - Sep 22, 2020

  • For OSE to pay a lender back, there needs to be an obligation via a promissory note.

Session 15C - Sep 15, 2020

Session 14C - Sep 8, 2020

  • Job boards at Universities -
  • Not newspaper - Job Boards
  • WHY is missing from role architecture is purpose - What is purpose of each person individually and collectively. Total vision of what role they play in collective vs. individuals. Only way it works if each understands the total project.
  • Clear, succinct, concise description of what they are doing and why. Ex carpenter - needs to understand - 1000 people, all parts; not just a build. Video that I shoot. Must be: "Oh, that's what he is trying to do.'
  • Purpose
    1. Not just for taking direction better from me.
    2. Challenge me. I'm more generalist. They are specialists, if they push back, I get smarter.
    3. They get invested beyond the given task.
  • Management will otherwise be higher, collaboration will be less.
  • Not just their role - overall role.
  • It's not only inviting them to collaborate - expecting them to collaborate. Otherwise they will have many more questions.
  • Role architecture chart overwhelms. Number of people is too many - will fail if they don't understand context.
  • Outsource the construction management services?
  • Shortcut for becoming a developer

Session 13C - Sep 3, 2020

  • Psychographic - lack of career path beyond where they are
  • Male - about 40. Job, not career - $70-120k income year.
  • Pick this or that, not 'what does your heart desire'

Main Topics

  • Lesego - good news
  • Budget
  • Shift from Entrepreneur + OSE Fellow to one track
  • Scaling - parametric design gets you new designs; hire architects.
  • Young Idealist - who has the willingness to learn?
  • No! It's a business opportunity. Frame it within OSE language.



  • FABxLive - Milestones - relevance of Module-based Prototyping for speed
  • Thus, does WAAM and Router fit?

Session 12C - Aug 25, 2020

Torture test on codes- not the issue. We don't necessarily need to solve it - as it's impossible to solve for all locations. Promise is already big enough, doesn't need to include doing the code parts for people. But - the unresolved part is

  1. Product brochure - here are our models
  2. Exact cost - not only for us - but for the buyer. You can even go lower than $40k if needed.
  3. FeF - side by side comparison to stick frame construction, from scratch. To have a case for pushback from builders - who may be threatened or who are just naysaying becasue that's how they did it their whole life.

Session 11C - Aug 18, 2020

Session 10C - Aug 11, 2020

  • The Oakland story
  • $40k price ticket - numbers looking good.
  • Sublimation
  • Dan's $10M lesson

Session 9C - Aug 4, 2020

  • OSE Chapters - let's get the young entrepreneurs on board.
  • Looks great

Session 8C - July 27, 2020

Key Notes

  1. Key notes: 2 key pieces: education and materials
  2. Connect the edu and materials, but they don't have to be connected

More Notes-

  1. Do license for OSE Builders
  2. We help them by sending leads
  3. Where OSE delivers lead - they build a house
  4. $5k for knowhow -
  5. Say 1800 people sign up.
  6. 2 ways to keep people - control supply chain, or get say 10% from their other sales.
  7. Disconnect education from product
  8. 1800
  9. Entrepreneur - more $ to train, + guarantee of customers
  10. Incrementatl revenue stream of $60k. And he just does it on his own as well. Help with marekting and webiste.
  11. Product at Extreme Value
  12. Key: preventing defection

Session 7C - July 23, 2020

  • $50k microhouses - [23]

Session 6C - July 10, 2020

  • American Made & Manufactured!
  • Participants become part of the economic enterprise. They are producing information and experience. Referral fee of $200 for every participant that joins the Live Training event in Missouri
  • Data: website, locations, network.
  • If the economic model is a core component of program:
  • We create category that doesn't exist (collaborative production of housing), in a current established, proven, current market (housing).
  • We will have a distribution stream so you can actually monetize: presales?
  • Recruit for a tuition - if there is a distribution established
  • Alt or complementary source of income.
  • Pay to be a part of this. But have an economic incentive. If that is part of appeal, the economic package - so everyone will be interested in economics if they show up
  • Is self-interest and greed capable of unlocking the historic transfer of wealth?
  • We select for the entrepreneurs.
  • Event creates the training? ROI is I can build house. I pay you money to learn to build, which will save me money later. Or, I will learn to run a business. These are 2 different things.
  • Issue - realistically: they don't need me any more. So the concept is: we created the thing, and if they don't need us, it's fine. If they build houses in their local area. As opposed to cordless drills, where our distributed producers need distribution channels.
  • For cordless drill - they need our service. For house, they learned to build a house. They learned it, and they can distribute it themselves. They only need to build 2-4/year.
  • Solving for 'people showing up' vs 'why people were not showing up'.
  • Insight - enterprise was why they didn't show up. So does this create an enterprise that then makes them show up.
  • Not solving for how to make them show up - we're solving for why we weren't getting them to show up. In other words - understanding a specific key incentive that was missing (enterprise), vs not identifying a key incentive, and it just working?
  • Distinction: coupon-clipping vs enterprise. Coupon-clipping: you invest now, so you save later. Vs - investment in time and money up front to run a business.
  • Coupon-clipping could be a viable model for making people show up: spend money now, save later. But that is not enterprise-level greed.
  • For the enterprise - do the numbers work out too?
  • Focus on 3 things: information is only one of the things we do (what to do); but we're also in education (how to do it), and business opportunity game (how to make money). Our value prop for XE is info, edu, enterprise. Info is there. We create new information, unique (by being collected in one place). Huge edu component. Third, we turn it into a business enterprise.
  • If the house is comparable in cost, but better in features and benefits.
  • Do we need to create a lot of entrepreneurs from this? Not really.
  • But- SME vs novice.
  • Funding - charitable, or ... Hard to convince people that enterprise opportunity exists. How to fund it - economic model needed...

Covid Session 5 - June 30, 2020

  • Summary: for the Extreme Enterprise Event - first qualify people - between supporters, and people to learn from regarding weaknesses.
  • What observation do I have - people showing up. Collaboration is not what people want to do. So start by crafting good copy. "I was frustrated, I was asking questions - etc... Wind up with devotees. Otherwise, allow them to give you feedback on the problem statement. So see if they agree on the premises. Shifts from someone to convince, to someone to learn from.
  • Take them on the journey.
  • Why can't we create in mass. Take them on this journey.
  • Get them on the journey. They get to say yes along the way.
  • If you don't take the time to bring them on - then you
  • Barrier to collaboration at scale is greed.
  • Greed?
  • If I invent it, i own it.
  • OS - if you invent it - you GET TO GIVE IT AWAY
  • If WE do it - everyone wins. We transcend artificial scarcity.
  • We solve it by GREED - $250k, but with collaborative rules
  • Most people understand I. What we offer is WE. Not you and I, WE.
  • Goose liver - 2 categories - hate it or love it.
  • Great that we have something -
  • Attitude is everything in this first group
  • Force of nature - question or resistance - he blows through blocks
  • With clients - prevents them from doing stupid stuff
  • If I don't take people on the journey, and I lose out. Need to be careful.

Covid Session 4 - June 23, 2020

  • What do people pay for education, etc.
  • What would it cost for an education? Such as real estate trading.
  • What does it cost.
  • What problem are we solving for
  • Benefit is X. Through education and experience I can monetize it. Potentiall
  • Historic transfer of wealth. Instead of 20%
  • Keep backing into what I'm solving for, what my value proposition.
  • Yes - we tap a marketplace.
  • Maybe we don't charge for the first one. Proof of concept.
  • Something that is selling - then we should be charging.
  • In trial - then rollout.
  • What we do is model - what can we charge for it?
  • Seminar variety education events.
  • Trade schools. Startup camps.
  • Education leads to commerce and return on investment.
  • Maybe need to get funding for first one.
  • Steve may be able to help get
  • Tuition for attendance, and product sales.
  • INitially we're solving for showing up.
  • Key is absolutely
  • Product category - see a market need - home air purifiers. Device disinfectors.
  • What if the Extreme Enterprise is aware of current events. Immediate event. Fill a gap in market.
  • Value proposition: Create Industry Standards.
  • In the traditional way of manufacturing - typical is 6 months to mass production.
  • Our deal: next weekend, and people produce after that. Month to marketplace.
  • MOQs, shipping, china, manufacturing, tooling - 6 months.
  • Air purifier for 100 foot radius - better than N95. If it's built for right now. Buying that for COVID.
  • Lifetime, open source, business dev model.
  • Magic will be OSES Store, and getting people aware.
  • Global hardware chain.
  • Wa are not royalty, we keep the money.
  • Product choice is pretty key.
  • Advantage: speed from need to market
  • Be price competitive, without 12 year olds in nicaragua
  • Nucalm - 20 minute power nap - no hangover.
  • Nice.

Covid Session 3 - June 16, 2020

  • PO for $2.5M for an order, presales.
  • QVC - Home Shopping Network - of somthing that is mass marketed
  • Partnership with Clickfunnels
  • Sell it to the STEM Kit Provider. Don't go after STEM Programs. PO for 2000 of those.
  • No downside - they QA it.
  • Motivation for the team -
  • Team is the supply. We connect the market to it. They aggregate teh
  • Greg Gage and Aya - Greg was doing it for himself.
  • Find out who sells motors in bulk. No downside. If it has QA etc, I'm bying. PO with a person who buys kits or buys motors.

Covid Session 2 - June 10, 2020

Covid Session 1 - June 2, 2020

Discussion: Open Source Everything Store and 24 Hour Hackathon.

  • What is the problem?
  • Ex peoples' fear to give credit card.
  • Overcome by websites being 'safe'
  • 2 audiences - one is buy stuff
  • One is for people to start business
  • One thing - think through the audience - responsive to needs of people using.
  • Second: classroom. Both a training and a market for you to monetize. Create a market for it.
  • IF i come to sell product, yes.
  • What is the reason why Ladyada is so successful. Greed?
  • They become a rockstar and then don't need to collaborate.
  • If you see a behavior, analyze the incentive.
  • What is the underlying incentive for Ladyado to not collaborate?
  • 24 hour collaboration hackathon.
  • Is it ego-bases, so people need recognition?
  • Problem we're solving for is ego. 1 possible block
  • I think the problem we're solving for is quality of the product.
  • Incentive - all or nothing.
  • 3rd - failure. Scared to fail. It's not ego, but low self-esteem, not great self-awareness.
  • Do they care about the quality of that product?
  • Is moving the product forward a driver?
  • Find out if I can get the insights.
  • Steve changed some practices by talking.
  • Game Changing - does that product become game-changing for their products? It must unlock certain potential.
  • If I'm an advocate - it improves all other products.
  • What is the problem we're solving for.
  • I did not know I had a problem. Point out that they don't.
  • Call em out.
  • Get them to articulate their unawareness of uncollaboration.
  • Once we know from 3-4 rock stars - why they don't collaborate.
  • They don't know they have a problem.
  • If it's ego, then we can solve for that.
  • If not interested - find something they are interested in.
  • Combine 2 into 1 - ask people to join in a low-risk experiment. Deliver product.
  • Come forth with feasibility - we can start an enterprise. We can do better at X. What is it for people?

Session 17 - Mar 3, 2020

  1. Review - Belize; March 18 - Incentive Challenge; June 22 is getting ready! Cary Academy is excited, PRS, Seattle Academy of Arts and Sciences.
  2. Marketing -,,
  3. STEAM_Camp_Schedule

  1. Content
  2. Audience - define them. Open Source Software Poeple who Want Practical Skill. Where else do they get their skills from?
  3. Media - channels for reaching them - podcasts? Who do they listen to?
  5. Send me where people hang out, and give
  6. Teaser link to a video, then a video about the generic one.
  7. where do these people hang out?
  8. Link to other people or content?
  9. Hackaday, OSHWA mailing list, Hackaday, OSHWA
  10. Simple problem - low common denominator solution
  11. University Student Clubs - Engineers Without Borders, Open Source Clubs
  12. Slower burn for summers at
  13. Adults year-round -
  14. University clubs - College CLub
  15. Build a printer is not enough - people who actually collaborate as a group to make real product.
  16. Push back - if they are serious - then do it 5 days. Learning how to use the system. 5 days minimum. Learn enough to become entrepreneurial. Make sure that we get significant skills.
  17. STEAM Camps -
  18. Profiles from a user base -
  19. Keywords -
  20. Drew Curtis - works with TED Fellows; Renee knows him well.
  21. FARC -
  22. Drill down deeper into psychography - paranoid, conservative, liberal.
  23. Who targets these people already. Treehugger.
  24. Who talks to them already
  25. TED Community - blast out to them? Article on OSE. Curiosity. Analytical or creative?
  26. Refine Dates and Places.
  27. Send a 1-2 page description of target audience. Natural designers or inventors at heart?
  28. May - start on Incentive Challenge.
  29. Until then - populate STEAM Camps.
  30. Consideration - intent - relations
  31. Consideration is - I was exposed to it, I clicked on it to see what it's about. Just consider.
  32. Intent - email given, interested, asking when it's happening, etc
  33. Relationsip - "I'm signed up"
  34. WHERE DO THEY HANG OUT? WHERE DO THEY Live is where they consume content.
  35. -

Session 16 - Feb 2020

  1. Home Depot, Lowes -
  2. Viasat - gig economy for farmers? Partnership where they support in creating events to come and learn -
  3. Alternate sources of income that are readily available?

Session 15

  1. Get locations and dates - for the next event
  2. Reach out to TED to make them aware of what we are doing
  3. If TED pushes it out
  4. PR - Ben Kellogg - to amplify the noise around what we are
  5. Facilitation part and rules part, and judging
  6. How many people do we need to manage this.
  7. HeroX.
  8. Steve is pushing for the calendar - to accelerate the schedule! Need a calendar of all STEAM Events for the year - right now - I'm thinking $25k x 3 for Incentive for support staff. So 1 Calendar, 2 Summer X, and 3, Incentive Challenge

Session 14

  1. Draft - for video 3.
  2. Video 2 - nothing.
  3. Write script, find graphics, reinforce through graphic
  4. Steve needs to start next week. By Sunday night.
  5. "Overt emphasis of reasons to believe." Visuals from one steam camp to other.
  6. Bob Ogle - very excited.
  7. I run steam camp - 50/50 revenue. No less than 15 but as many as 18 - at $2000. 750 each for students.
  8. Integrate into programming of school.
  9. Independent school market would be good.
  10. Direct market into all schools.
  11. Date? Summer starts - June 15 -
  12. 5 day possible but 9 day not until summer
  13. 12.5-15% and we provide programming later - they want to learn themselves.
  14. Want me.
  15. Peyton and Bob Ogle
  16. F

Session 13


  1. How do we 10x our marketing?
  2. Promo video by Steve?
  3. Marketing Strategy?
  4. Review price structure strategy of Summer X. Not enough for Enterprise Track?

  1. Here's my promo video after your edits - What do you think of the cost structure for January? One person signed up for Belgium, one for remote participation already. Need to push some marketing on this - let's discuss.
  2. Shipping product, outcome of Startup Camp - and Marketing - let's discuss.
  3. Summer X - Just posted initial announcement - will clean that up with your feedback -
    1. Remote option?
    2. Onsite
    3. Extreeme Builds
  4. One applicant for the Event Planner - wants $1000 on commission for finding a suitable candidate, which is his 'working interview'. Looks great - negotiating with him how it would work - great risk-mitigating setup.



  1. January STEAM Camp Script
  2. OSE Graphic Guidelines - guidelines for and some OSE graphics assets.

Videos for Production:

  1. Generic video that lives on the site that is a generic video.
    1. Click to find interest in future events
    2. Globally, register, and capture their information
  2. Second piece: Then a specific video for the particular event.
  3. Third video: solicitation of instructors
  4. 4th video - short 45 second for social media
  1. Points in a script to appeal to instructors: not so much on Open Source Product Development Mastermind. Steve has some experience with instrucors. For Instructors - it's about see people bloom. Being able to provide knowledge and knowhow, interaction with kid, aha moment. Teaching people the power of collaboraion - co-creating - the ideas behind open source. It's not about open - it's about the collaboration aspect. It's about empowering... imagine that... being true to empowering with all the skills ... changing people. In 3 short days they will do this... by Day 9 - they will. Looking for people that want to curate that. Need something that brings this to life. Ultimately it's franchise model - so that it is the next step.
  2. Ex - $13k - 6 hour shoot - hard costs. Not time of staff. Freelance staff. No audio sweetener in house, for ex. Or animation, etc. 1 freelancer - for drone footage; hired voiceover - freelance creative on script; color sweetener - 2 days. Then travel
  3. Ex - Williamsburg - flew there - $45k. Flying - renting equipment, etc. Get licenses for flying a drone etc. Food. Over 2 days in Williamsburg, Jamestown 2 in
  4. Accrual accounting - had to get

SHot list:

  1. Time lapse of build
  2. Seeing is believing - ex building the tablet.
  3. Need to SHOW THE PUNCH.
  4. We know it will work in the workshop - we can get good video. If we curate it - we can definitely pull it off, by faking it but being authentic to event.


  1. Most schools allow only 501c3s to run events. Pacific Ridge School - son graduated - runs STEAM Camps during summer.
  2. Approach teachers - at Pacific Ridge School. Bishops, Five independent schools.
  3. Run one in the spring break.
  4. How to 10x the marketing? Steve is about acquiring from 4M to 5M? What keeps coming back is leveraging of other relationships. So invest in finding the instructors.

10x Marketing

  1. Rich environment - publication
  2. Bob Ogle - principal of San Diego school.
  3. Students who align with independent schools -
  4. Teacher is the customer, not student. Not something in day job, but for summer or breaks.
  5. We're not competing with Teacher, but wiht other steam programs.
  6. Scholarship the teachers - professional education. Have schools fund them!
  7. Design-manufacturing-marketing - casual collisions space - universities have funding for this - Collaboratorium Building -
  8. 36k tuition at Pacific Ridge.
  9. Teachers - have a skill you don't have before - printer + collaborative dev. And when you come back,
  10. If a teacher goes - gain a knowhow to leverage with students.
  11. If teacher comes back and augments curriculum, activates environment for school - but how do we support that?
  12. Robotics turned into a competition -
  13. Feb 15-23 is Midwinter Break. Spring is April 4-12. Summer starts mid-June. Week of 14th. Christmas break is Dec 20- Jan 6.
  14. May need to be the 5 day thing.

Session 12

  1. Come up with a script.
  2. List of callouts of benefits from STEAM Camp - what you will learn
  3. Work with him on this.
  4. Steve as production company
  5. STeve would function as post-production facility
  6. Add all assets, music, sweeten, voiceover - somebody in Studio would do it.
  7. Video would work.
  8. How much raw material does he have?
  9. If he has a Master of the video that I like?
  10. Rather than try to reproduce it - that would take a week. Script + voiceover.
  11. If assets don't arrive
  12. This is what Steve does for a living!
  13. We're greatful, day job - great
  14. Mentor was very impressed -
  15. Avoid discussion of online course; get that out later.
  16. I know you're busy - I think I got an offer -
  17. Danced around a couple of times.
  18. Organization - Leaders, builders, and disruptors - hardest part is absence of Builder. Builders are harder to get into place. Steve is more a leader, then secondary builder. Marcin is Leader and secondary is disruptor. Marcin is not a Builder. Leader - vision and leadership; passion and the raw belief that it can and should happen. And ability to follow, those who choose to. And ability to get us there. Disruptor - looks for barriers to idea before they occur. Catarina is that? True limitations, and self-limiting beliefs. Leader should protect the disruptors. It allows for the ideas to be stronger earlier, to be collaborative. Builders want to believe that it is possible. They won't do it until they are bought in. They don't want to waste their effort, or the fool. Builders are not followers, because they truly create. Yale is a builder. Inherent disruptor I am , with strong leadership capacity. Builder - out of necessity than desire. Affirming leadership - show that something that I want to do is possible. "I need a video - is said to a builder".
  19. 20% leader, 20% disruptor, 60% builder.
  20. Everybody has a job to do - what's important is that they believe.
  21. Recruiting people? Don't know. Tools with which to evaluate them.
  22. Advice: let's not collect partners yet. We may not need an org that has different product. Can't say if that means
  23. Hiring vs partnering - if it's just time, etc. Of course we can hire him. Paying is ok.
  24. Big strategy around executing STEAM Camps - with multiple legs.
  25. Work with him. Forking over is faster - Steve has lots of people to deploy it. If he has December off
  26. I completely see, I got this amazing offer from someone - just great news -
  27. Personally write the scripts - Steve - video already exists.
  28. Editor will give rough cut with scratch video. Sweeting - audio. Final -

Session 11

Catarina's Assessment

  1. Marcin keeps seeing Jesus in every pebble and every toast - but he actually never comes. That is - looking for number 2 or partner, person to share the burdens and joys. But you can't buy that person, that person can only grow through the ranks.
  2. Practical suggestion - get clear on Executive vs Management and Upper Management. Study the actual roles of SPM, Executive, Manager, production manager, event producer, wedding producer, film producer. Event production. Executive Manager. Executive. Manager. An executive is a kind of manager, or executive manager.
  3. Essentially: (1) NOT executive; (2) grow through ranks, (3) don't make the mistake of getting an executive who has no staff - need to grow into that; (4) this is not about #2, it's about an event producer. (5) Person like Steve is unobtanium right now


  1. An executive manager defines the vision and goals of his department, or the entire company or organization. He does this by implementing policies and procedures, and by establishing budgets. Executive managers also oversee personnel decisions, such as hiring and firing, and also compensation.
  2. Headhunters typically refer to Executive Search, not just any talent.
  3. Headhunter, colloquial - Third parties working on behalf of a hiring company are colloquially referred to as "headhunters." [24]. Good for finding a unique or hard-to-find skillset - [25]
  4. Hiring manager - works in HR, sees the hiring process through. But only hiring, not other tasks like onboarding. [26]
  5. HR person - screening, recruiting, training, assisting. So a broad function in a company, of which finding talent is just one part. HRM assures that people are being used effectively.
  6. Recruiter - open source recruiter as author of this article - [27]. Can be Employment agencies - or Executive Search firms. “I’ve never met a headhunter who liked that term,” echoes Laura Handrick, HR Analyst for Fit Small Business. “It’s old school and derogatory. They prefer recruiter, executive recruiter, or recruitment firm.” [28]. “Headhunters are recruiters who don’t mind being called a headhunter,” says Handrick. “Recruiters are headhunters who don’t like that term. In general, the job is the same.”
  7. Sourcer - for any talent level. Similar to recruiter, but sourcer is the hunter who finds the talent first. [29]
  8. Write out detailed roles. STEAM Camps Task Detail.
  9. Senior project manager - average of $150k - [30]
  10. Conference Producer - [31]
  11. Event Producer - Creates event concepts - creative part - [32]
  12. Event Planner - YES! Complexity and Out of Box thinking - [33]
  13. Event Coordinator - not as much Out of Box as Event Planner - [34]
  14. Event Planner vs Producer - Strategic + execution vs boots on ground. [35]
  15. Event planner vs manager - Planner is the big picture before-during-after; manager is 'day of event' - [36]
  16. Conference planner seems to be a mislabel for conference coordinator - [37]
  17. Event Director - [38]


1. Strategy for finding the Senior Project Manager - how to manage this with existing time constraints. Valedictorians of H/P/Y vs MVP. Event Producers?

2. Vetting process for senior project manager - critical qualities of candidate and definitive tests for them, to promote retention. Candidate Assessment

3. Moving forward - 1. budget for senior project manager and rest of STEAM Camp Development. $3500 + hiring. 2. Recruiting a Project Manager for the Summer of Extreme Design/Build - a lightweight version of Senior PM job description? 3. Cultural issues of working openly - incentivizing for logging/documenting, which is a frequent issue (Yale is a perfect example). 4. Commitment Management - Adrian and the end of volunteers? 5. Getting very clear on what level of open global collaborative culture - open source culture adoption is required.

$1.4B in media placement. $1.4B in transaction. $1.2B is costs. $150M. Margin is 38% on that.

  1. Steve - Havas Edge - CEO of Havas Edge. CEO of EPN. More focused on CEO of EPN.
  2. Worst mistake - rushing into hire of perceived need. Vaccuum is better than bad person. And bad 3rd party recommendation. Bad typically if family recommendation, etc - but endorsement makes you not vet harder.
  3. Someone who manages a team of tactical people, Event Producers.
  4. Project coordination - more than admin.
  5. For tasks in Senior PM - list the things that need to be done, specifically. Pull out projects, and broek it apart. Take our creating, hiring; just leave the execution. Process application, write copy, issue press releases. I know how to do that vs I manage someone who does that. Chief vs indian.
  6. Internship, in the moment, something that sounds cool.
  7. Ie, is the money ok, can I do it, is it fun, what are perks (works from home), etc. OS is not needed.
  8. Look at project coordinators, production coordinator, event coordinator; not manager - execute only.
  9. $100-150k - for the person. Executive project manager.
  10. Today or tomorrow - inquiries into headhunters. Maybe you can't find things on job sites.
  11. 1728 people. $1000. $60k/month
  12. 12.5% model - $216K. Doesn't include selling kits, or its cost.
  13. Curriculum, instructors - other 50 is site and students and marketing. We do experience, they do students. That is 50/50. If we find students. Then we should just do it ourselves.
  14. Selling kits, registering, tuition - deliver money to them once it runs. Their job is to find instructors, and students. That is 12.5%.
  15. 40-50 hours of research - preparing for second meeting, wiki pages, open source, articles on open source. Find people who do contests. Degrees. Steve WANTED to think about it. Steve was thinking what company could hire me. But they would want to control it.

  • For summer - recurring - need a Number 2. Intern. Getting a degree - intern. Temp summer gig.
  • Steve had 6000 applicants for internships
  • Jill works for Steve. Great at execution, but not strategic. Knows people showed up and is on schedule. She does not have an opinion on quality. Just managing the project.
  • Make it narrower. Large number of responses. Indeed, craigslist, ZIP recruiter.
  • Intern - would not filter, qualify, or offer opinion. Just a tactical person. Works hard, hits the calendar. Unguided missiles.
  • Suggestion - look for both concurrently.
    1. 2 takes 3 or 4 months. Negotiate a deal. Can take as much as 4 months. And in meantime, we hire for assignments, with scope.
  • number 2 needs leadership, not management.
  • Initially one intern soon, and a second, summer intern.
  • Intern - someone who is away from college, on a break.
  • Entry project manager.
  • Pay them by the hour for the admin - soon.
  • Cast a wide net - schools, yes, what schools - such as a management school. Career services - get in touch.
  • Post SPM on traditional sites.
  • Engage a headhunter
  • Cost is most times is % of salary from Year 1 - so 15-30% to headhunter.
  • Headhunter doesn't get paid until you find the person.
  • Headhunter is not paid on variable component - not subject to fee. If person quits in 6 months, 50% back. If quits in 3 months, all back?
  • Con - makes an expensive person more expensive.
  • Steve's HR for recommendations.
  • Advantage is it's location independent - national HR person.
  • Someone from Strategic Executive Search. Ask Chris if he could help or recommend.
  • They select only for skill and experience - qualifie. Culture is not vetted - don't know if it's a good fit.
  • So what I should be doing with Steve - help me figure out what I'm looking for.
  • Steve has 10% attrition rate - not at top, but at bottom.
  • Steve's company has lots of teamwork. Job description is written by manager. Team that will work with them privides feedback. Does group interview with other team members, one candidate. Veto if one person doesn't like candidate. Every team member is invested, as each team member participated. If bad cultural fit, eliminated immediately. First attrition - 14% in first 18 months. Every person thus gets good at interviewing.

10 Session Review

Strong points

  1. Steve has demonstrated unprecedented capacity to grasp open source economics concepts quickly, and has been able to contribute to their development as a thought partner.
  2. This thought partnership has led to substantial breakthroughs. Specifically, in conceptualizing solutions to Big Unanswered Questions on the societal level. And, formalizing action plans to get there. This qualifies as true mentorship. Steve is the second person in the world that I know of capable of pushing forward on an executable set of economic principles for the open source economy. Steve is the first person in the world that I know of who has proposed realistic and executable and bold action items. These include incentives, revenue models, marketing strategy, and general distribution strategy towards traction.
  3. After every meeting, I feel inspired and like we have gained new insight or understanding on complex problems
  4. Steve has demonstrated unprecedented quickness and continuity in developing the distributive economic models - to the point that he has a clear step by step picture of getting there, in order to guide my execution.
  5. Steve has excellent communication and synthesis skills for copy that is described better as visionary philosophy - such as framing a historic transfer of wealth from the few to the many.
  6. It seems that Steve is getting a lot out of our interaction, in that I appear to be contributing to the evolution of his mental models as wells.
  7. Space to express my needs - such as this review - and to ask Steve for his needs from the mentorship relationship
  8. I have been able to attain breakthroughs on collaboration even though I thought I was the grandest supercooperator already, such as beginning to form a team around the STEAM Camps.
  9. One breakthrough has been to formalize a way to involve others in open source product development while getting paid (STEAM Camp model)
  10. The STEAM Camp model of unleashed collaboration has enabled tapping the full spectrum of open source, fablab, maker, DIY interests - and seeking out the subject matter experts (SMEs) that will be critical in delivering future programs
  11. Another breakthrough was the simple recognition that we're ready for full time support staff, and that clear revenue models exist to fund this
  12. Uncapping Marcin's limitations - splendid job.
  13. Steve's commitment level is out of the league: specifically, thinking for 4 weeks after our first conversation. Giving up another nonprofit commitment to spend more time on this.
  14. From Session 1 -definitely helped Marcin focus, and keep accountable. New sessions keep evolving, but I think I'm keeping to continuity and focus on the goals intially laid out.

Play By Play

  1. Session 8: Transition from 1 event at the beginning to running 12-24 at the same time. Clear sign of getting rid of limitations.
  2. Session 7: I did not ever call people out to help based on satisfaction of them helping (re Catarina's condition) - never got to that point in conversations.
  3. Session 5: Steve challenges Marcin on a mindshift that is required to not have all the burden on himself. Completely worked. Since then, I no longer ever say how we are going to do it or feel pressure - I just say we'll find a person to get there. Limit is no longer there if I learn to break down a role into multiple parts. The only challenge left as of Session 10 is how to not compromise on finding the right persons (for the Senior Project Manager), which may take time.
  4. Session 4: "I'm talking to a man who has made a life out of the notion of collaboration, and you're basically telling me that you can't get yourself out of the Camp and collaborate."

Marcin's Needs

  1. Understanding humility as a key characteristic of true leadership
  2. Understanding incentive structures for team continuity vs defection. As we go forward, how do we continuously add value to our collaborators, so it is clear that we provide more value than defection?
  3. To develop a large team of on-demand SMEs for running Camps, doing design work, teaching, research - for running future programs.
  4. Continuing to learn about incentives: for people joining, for retention, for growing interest in our work.
  5. Nailing the curriculum product - finishing it up Nov-Dec.

Marcin's Understanding of Steve's Needs

  1. Steve needs to improve as a mentor and leader, to grow continuously in this capacity
  2. To have Marcin communicate his learning needs so Steve can be in a good position to help
  3. To see this succeed so we put a dent in the universe via a historic transferrance of wealth

Session 10


How do we do an historic transfer of wealth: 2 questions. 1. Can we recruit the supporters? 2. How do we make it better. Solve the recruiting issue: pay them. Going through discussion of how to hire. Looking for #2 at this time. Humility assessment: stop saying that I'm the only guy who could do it. Next step: hiring as adopting. Not compromising. Few applicants (5 legged dog) is good. The person that raises their hand for that - has a high chance of working out. Hong Kong event pay structure discussion.


  • How do we move forward
  • Can we create enough people to be a part of it? Can we create a superior outcome. So we get people to believe. Superior to anything in the market.
  • 1. 3 people. Pay them. A flat fee. 80*$12 as 960. Essentially, background work. Give them $1000 for this. Or even $500.
  • Connectivity, attention to detail in the Proposal.
  • 2. Or their bid - for interviewing me - 2-3 month project as an independent contractor. Deliverable product. Hire them at the 2-3 month mark. They will scope it. They tell us what they need. Then haggle a payment. Something up front, then rest upon acceptance. Min and max range for the second payment. Advantage: it's done professionally.
  • 3. Simple interview - see if they can interview them.
  • 1 and 2 - THEY pull the information from us, we don't spoon feed them. What they can't get, they pry from me.
  • For 1, we'll be clear on our expectations. IF product meets, it's $10k. If exceeds, $12k. It's our concern that we get value.
  • 2 - if plan is great, but don't like the person - plan value tied to person. Can't be.
  • 1 is minimum process, and tests their initiative.
  • Change the world opportunity, but they have to believe it. Walk them through orientation to the wiki. Brief them on expectations from product. Basically - all info you need is on the wiki. Steps you take and process you
  • At earliest state - need ideology
  • Line between hummility and confidence
  • Humility - belief that you can't do it alone. Cornerstone belief system is that effort of many is superior for everybody.
  • Hiring - is about adopting. Articulate a job that only a couple people are looking for.
  • Takes longer - but no compromise.
  • Need to have vs nice to have. Have I limited this too much?
  • State Laws - independent contractor.
  • Independent contractor - scope announcement to that?
  • Labor lawyer - talk to renee
  • 50/50 about 1500 per seat. 12 days instead of 9, $2k instead of 1500, I travel + hotel, then spit all 50/50.
  • Normally it's tuition - materials extra for second.
  • 12.5% off top. Custom curriculum + show up. Materials for build is separate line item.
  • Key determinants:
    • Do they work openly?
    • Do they learn effectively?
    • Are they open-minded, and willing to learn open source toolchains?
    • Do they log and document?
    • Are they collaborative?
    • Are they resourceful?
    • Are they independent, or do I need to spoon feed them?
    • Do they have high self-esteem and confidence?
    • Are they humble?
    • Do they take direction well?
    • Can they give direction?
    • Can they teach me things?
    • Are they inspiring to work with?
    • Do they grasp the open source economy?
    • Do they get many things done better than I could?
    • Do they have a good work ethic?
    • Can they manage complexity?
    • Are they relational?
    • Can they notice certain documentation needs - such as basic collaboration How To videos - to on-board people faster?

Session 9: Fri Oct 11, 2019


Shifting to Senior Project Manager search. Model: OSE is an umbrella for STEAM Camps, Challenges, and Products/sales (OSES). OSE Umbrella is hard core mission of open source: socially conscious board of trustees. STEAM Camps are a business on their own. Frustrations and needs: basis of proposal for hiring.


  1. Steve
  2. Understanding incentives for motivating STEAM Camp developer participation - for the long haul of Camps + Incentive Challenges + Open Source Everything Store Meetups. Have good candidates so far: Belgium, Canada, Germany, HK; USA, Nigeria, Switzerland.
  3. Organizational support - hiring a production manager. Hiring R&D.
  • Base salary + percentage.
  • Missing it is reaching out to me personally: work I've done, why I'm relevant, etc.
  • -> Send Steve some more info on 3 Superstars.
  • Enlisting as thought leaders rather than part of an execution
  • Pellet grill - scarcity. Traeger Grill. [39]
  • What assumptions am I making that is not true. That proprietary is the way to get more wealth. Shift: open source creates more value.
  • Wealth also allows us to be more safe - needs to be policed heavily
  • There will always be people who do not want to work. Those who want to work, can.
  • How much better and safer and wealthier from life experience standpoint
  • Uber is a bad good example of distribution of wealth
  • Executional up- people who can do the work - people who are builder. Leaders (20%), builders (60%), disruptors (20%) - always challenging. Leaders protect the disruptors.
  • B - What got you here won't get you there. Notion of adding too much value.
  • I need a heavy manager, budget, stretch resources, understands cooperation and cross training.
  • Prioritize on needs, not their skills. So rather than getting enamored with skills of overall direction - focus more on immediate needs. Person that I need needs to be the immediate.
  • High marks - on evangelism - for me?
  • What I'm good at is the critical part - understanding the challenges. I'm not the evangelist.
  • Proposal: permanennt, temp, contract...
  • Get clear on the end game. Open source is good, but now just do the execution.
  • Skills like copywriting, process, design
  • Process, funding, and 4 things are coming out of STEAM Camp
  • People to support me to get there
  • STEAM Camps, Incentive, Sales
  • 1 - manager, operations for steam camp
  • 2 - Incentive - is the Creative; R&D
  • 3 -
  • 4 - OSE - the evangelists for os change, moral compass. Giant socially conscious trustees. Holding the misssion and vision in trust.
  • Letters for outreach are critical; budget is critical
  • Last form letter - only thing was cash, undisclosed. This was like it.
  • What could I say right now that could make you want to do this full time?
  • Senior project manager. Builds the calendar. General Contractor. Not - because they don't need to have the tech experience.
  • HR plays a role - but hiring manager.
  • Needs to be very good at building relationships. It's a talent that is built. Empathic, thoughtful, engaged.

Session 8: Fri Sep 13, 2019


Troubleshooting - outreach to top stars was not effective, it must be more personal. Vision as a byproduct of inspiration from them for the top candidates. Partnership. Looking for investors for STEAM Camp. OSE secures instructors, not participants. Investment discussion gets down to the point: gigantic transferance of wealth from the few to the many. Or. a historic transfer of wealth from the few to the many. Not just lifetime design, eliminate planned obsolescence, eco. 20-40% goes to workers today. 80% to people actually doing the work. STEAM Camps. OSE does 50% for the instructors. We develop the program. Incentive for Instructors - 12.5% feels good because of positive student experience. We add value: feedback loops, improvement, growth. Or added profit to Instructors if they open up an open source everything store. Loan for development is ok. The $250k could be anyone.


  1. Steve update
    1. any work on Enterprise Infrastructure to support STEAM Camps and Incentive Challenge?
    2. Creative Brief
  2. STEAM Camp Update
  3. Vetting process for candidates. Strategy for recruiting candidates and developing curriculum
    1. Opportunity: school framchise in Oregon, how to incentivize collaboration for them to produce an Instructor
  4. Moving on -contacting HeroX, Crowd Supply, other potential collaborators. Fundraising so we hire the STEAM Camp dev talent outright and pivot?


  • Invite letter was really impersonal
  • Letter was technical and well written, but nothing that was personal to them
  • Is OS hardware possible -> STEAM Camps, Franchise, Summer of Extreme Design Build, Incentive Challenge.
  • Instructors - hardware and 3D printing and etc.
  • Brilliance of STEAM Camps - passive income, and seeding all stuff of future.
  • Just create a box for steam camps.
  • Steve loves that in our model - we benefit them like they are making most of the revenue. Massive transfer of wealth to the many. Is Steve's favorite. People get their life back. Historic transfer of wealth from the few to the many.
  • Features - delete planned obsolescence. Love it. Lifetime design.
  • Black and Decker - for 5 in revenue, 1 goes to employee.
  • OSE - for 5 dollars of revenue - to 4 dollars
  • 50/50 share yes for camps.
  • Steam camps - instructors want to do them because not of money - but because they see the amazement to students. It will be hard to replicate.
  • Primany measure of success of success for instructors - is how excited students are. They will have no problem justifying the 12.5% of GROSS.
  • Fast and Good
  • How much, and time. Steve looks for money.
  • Personal invite, connects their prior work to it.
  • Prioritize more on what they do.
  • I don't want to give up because
  • Video - 2.5 minutes or less...for the instructors

Session 7: Aug 15, 2019

Summary: Catarina health issues. Remarkable opportunity: letting go to fuel collaborative design. Quote from TED talk: "and then I had to do it MYSELF." I shouldn't be proud of that. To solve it: pentuple the event! Transcend and include. Then moves into explanation of the Curriculum and revenue model, Steve loves it. Discussion of the roles in the franchise model. Discussion of collaborative builds, like linking 12 drones together. Curriculum design rationale: don't give the people the opportunity to assume it's not possible. If you make the impossible possible - you give people no other choice. Missed opportunity: did not ever call people out to help based on satisfaction of them helping.


  1. Challenge Island Update
  2. Incentive Challenge Brief - creative version done, need to do the more technical version
  3. STEAM Camp Business Model - budget so far, organizational operations missing
  4. STEAM Camp Curriculum

Other topics:

  1. STEAM Camp first 4 days is also turned into an online course. Online course has option to buy kits, while the real life version has a structured format and a fast track to the same program. See STEAM Camp Online.
  2. Visioning the Corporate Form of the Incentive Challenge enterprise. What org infrastructure is required to sustain and grow this?


  1. Curriculum complete - 9 days. If roadblock, send to Steve. Don't give people the freedom to assume that it's not possible. If they belive it's possible, they have no other choice. Make the impossible possible - and people will think that way. It is no longer impossible.
  2. Feedback from the 5 people who will co-create
  3. Get feedback on level of interest -
  4. On 50% - do not negotiate. We need the level of interest.

For collaboratotors - Components - get the collaborators - here's what I am doing - her is why and how much you get paid - and then if they have a spark. Then we invite them to participate in how we actually do it - and how they can help as my wife is suffering. Convert this to them having a satisfaction of them helping - that is difference between partner and employee.

  1. Operations feedback.
  2. Challenge Island
  3. Review brief


  1. get into conversations that can help shape the vision - maybe nuanced difference, and it may be better, or bigger
  2. Get people who want to be a part of the vision, rather than those who we hire. Partner not employee.
  3. We want to find PARTNERS - truly freeing up the
  4. Those are my words, but not my actions so far
  5. S says that from TED Talk to now - expected notion of os to be further by now. What held me back was to be truly been collaborative with partners.
  6. A few partners will give me a lot of fuel - 1, not hypothetical but real power of collab, 2, hit new milestones that I wouldn't have to now, and 3, and advocate from personal belief, not a theory
  7. I was proud of saying, 'and I had to do it myself' - I shouldn't be proud of that
  8. God giving wife this moment is a challenge to see if I can do it - to get help
  9. And explain why I need them, and koz of my wife
  10. There is a line in The Martian - i was left on mars, and I had to solve the next urgent problem.
  11. We were spending so much time on the big plan, we need collab to get there
  12. Collaborate with people who can move the needle
  13. I have yet to understand how this transforms from a virtual to a physical community
  16. 12.5% - curriculum, kits we provide, templated advertising, process pieces. Register on our site, we handle the money. They do everything.

Session 6 - Jul 23, 2019


Post-mortem of STEAM Camp - everyone takes a product home, so we keep engagement. Lifetime Warranty as a value and education proposition. Intro to Judging Criteria: community votes, I only have a veto. Steve endorses the Belize Build, but need to give up the book for now - until we have a profitable business - which proves our case. Need to show that business works, and we can tap it for leaders. We thought the book was relevant for PR from Book. No, STEAM Camps will unlock PR. Shifting to STEAM Camp revenue model, and Creative Brief. Good experience on Camp: make it simpler, have fun, less stress, finish build. Started on Curriculum and Revenue model for STEAM Camps.


  1. Updates: Challenge Island, STEAM Camp, Promo Video, Documentary
  2. Roadmap/Critical Path detailing starting with Judging Criteria - OSE Incentive Challenge Critical Path
  3. Time Budget - from S_Mentor_Assessment#Time_budget
  4. Clarity on Next Steps and Milestones for next meeting

Next steps:

  1. Brief for Incentive Challenge; examine how HeroX does it
  2. Check.pngQuestions for Challenge Island phonecall
  3. STEAM Camp business model
  4. Curriculum Detail. 4+5 days. What does it look like. Quickly get this to STEAM instructors. It's for Instructors, we cultivate them as entrepreneurs. While developing Tech That Matters.
  • think about Challenge Island questions
  • People take a product home. Such as D3D Simple.
  • Price control of workshop model - smaller projects allow for much tighter cost prediction
  • Issue - part of the brilliance of collaborative design is freedom to make mistakes and then come back. but, my writeup cautions that we don't want to be rigid. So how to make it free flowing, and make colossal mistakes? We just judge the collaborativeness and free flow.
  • Develop the creative brief first. Judging criteria later. Product needs to be costing below this, or torque no less than this... You may end up with forks because they are prioritizing one element over another. Hit minimum decisions, but do something that has
  • We may select for 6-10 cordless drills. So we have different versions and price points. But everyone will be best in something.
  • Brief should prioritize certain technical specifications.
  • The Brief is ... When a new client comes on board. Chlorox bleach example in mid 2000s. They were 84% of market at the time. But market was shrinking, ie bleach was bad. What do we need to say, what do we know, what 3rd party verification do we have. They found that bleach is the first antidote for water. Prominent in hospitals... etc. So learnings became a campaign - the Truth about bleach. It wasn't about Chlorox.
  • You can improve drill. So it's dynamically getting better.
  • People will want to buy the better drill. New drill, or mod. Can keep it for 50 years.
  • Spend money on improvements, not necessity.
  • OSE Lifetime Design Warranty. Typically you have to purchase a warranty. Not with ours. Creative warranty that describes what lifetime design is. We turn it into education. It allows us to talk about benefits. People buy not features, but benefits. Ex. Feature is lifetime design. Benefit is that drill lasts for a life. Everyone perceives a warranty as a benefit.
  • Collaborative, transparent, inclusive. Then we get 6 best drills at something. THen we have 6 SKUs.
  • Once we have brief - we'll incentivize the right thing - getting past scarcity mindset.
  • We create a contest where everyone is a winner. Set it up so that everyone who participates has a chance to gain.
  • Study design - of HeroX for their Briefs.
  • Latest and greatest - not greatest. See improvements, latest things.
  • I should be judging only behavior not consistent with rules, or where teams drift outside of Brief. Brief is equivalent to design specification - end state rather than path to get there. Rules of engagement - transparent, collaborative, inclusive.
  • By first week or two - everyone should know the rules of collaboration. People will want to stick together.
  • Steve spoke about power of high performing teams. Steve has average tenure of 11.5 yrs of tenure for executive team. Everyone believes that what we accomplished we couldn't accomplish on our own.
  • In IC, we see that people want to stick together. Sleepnumber is good like that.
  • Challenges: enough people participating, and us managing them, and helping them manage themselves.
  • Book is AFTER incentive challenge. We succeeded in challenge despite culture.
  • We will unlock publicity with more STEAM Camps and curriculum and kit sales.
  • How do you guarantee the Instructor? If I trust the numbers, then we do $2k, OR 50% of net revenue. They have only upside, not downside. Make the YES high - 9 of 10 instructors. $5k OR 50% of net.
  • If they are bigger, charge more than $1k. Say $1200.
  • So -1 make it simpler, 2 take product home, 3 less stress.
  • Materials buying - registration - emails - OSE does it. Venue is their responsibility. Day camp.
  • This week up to Wed next week is good; week of 5th and 12th is good. Week of 26th away. Steve cut out of the other board, so has 25 hours liberated.

Session 5 - Jun 27, 2019

Summary: Ins and outs of a STEAM camp. Shift my mindset - from being overwhelmed. Not collaborative design if I can't get myself out of the picture. This is a mind game.

  • Testimonial release form - shoot video and interviews
  • Professionals matter on video side
  • Stills of everything we are capturing in video. Capture stills of all we take video of
  • When we ask a question - always have them repeat the question. "My favorite part of workshop was
  • B-roll - talking about something - and then showing real action
  • At end of each day - fill out a questionnaire - not just check a box - but have 4 or 5 questions that people did.
  • Primary consideration is identifying the things they loved
  • What they loved is why franchisees would get involved
  • Things they discovered about themselves
  • Less about improvement feedback than marketing
  • Realtime feedback on the experience. Not just overall - but specifics. Overall is nice - specifics are great.
  • Written feedback on - "Today what I learned about myself was... what I struggled with was... greatest achievement of today was...victory/challenge/etc. I learned that I have a gift for... Biggest challenge I overcame... I learned that I could collaborate...
  • Content and connective tissues. From the standpoint of consumer of product.
  • Down franchise path - this is why I would be doing it.
  • Challenge Island - pay attention to the Why, not the what. Collaborative/flexible/tribe/team/leveraging passion. Always someone available. They focus almost nothing on what. Tons of endorsements and accolades. Accolades, 3rd party endorsement.
  • For our video - we don't know who is talking - marcin and william
  • Some of the magic is organic yield. But that needs lots of feeding.
  • Will william be overwhelmed after, or will he be able to run it.
  • Every franchise is complicated. Materials, etc.
  • Trying to ask the questions for Challenge Island - if I have the time to ask them. #1 STEAM franchise in the world - Challenge Island
  • Gather this type of imagery
  • For our 9 day STEAM camp - 9 day camps in an urban center. Urban center doesn't have all the costs of accommodating people.
  • Think about what I am spending the money on.
  • 9 days - 5 grand. Minimum number of people to get to a camp.
  • Could anyone run a next camp?
  • Market to the entrepreneur, not young people.
  • Purpose of camps - content for marketing this. Simply to prove that someone could run this.
  • Pacific Ridge School - 3D digital design and printing; robotics class.
  • Enroll students with OSE. OSE Certificate of Completion -
  • Ingredients in a recipe. Sometimes order is critical. Strip the order, allow freedom to choose. Space for creative license.
  • Anyone who goes through 9 day camps gets a leg up in Incentive Challenge
  • Align things together.
  • Simply - get names, and get some money for the names.
  • Instead of linear - do a concurrent thing. Basics of Challenge Design. Lot more decisioning around the structure of contest.
  • Budget.
  • Give Steve an agenda for next time and organize next call. And give feedback on feedback.

Session 4: June 12, 2019

Summary: STEAM camps as early test of mass collaboration. Setting or not setting a deadline for contest. Or that winner is the first one that meets the criteria. Want to incentivize urgency. Design of the urgency in the IC. How do we shift the economic behavior of humankind. It's the Incentive. STEAM Camps + Summer of Design Build + Challenge: how to fit all in schedule. How to hire someone to help on the Summer. "I'm talking to a man who has made a life out of the notion of collaboration, and you're basically telling me that you can't get yourself out of the Camp and collaborate". Transition to "General contractor, so you can do big vision." $3500 for Summer of Extreme Design Build. The more you got the more you get. The 5 legged dog: breakdown of problem.

  • Ad for business development partners - how to phrase it. We develop the business. You own your operation in exchange for a r developing it with us. We offer ~4000 development hours. You offer taking it to the finish line. See CEB Press Development Hours.
  • Performance Marketing. - TV, radio, direct mail; online social digital. POint of differentiation - turn all of those places into distribution channels. Lifelock - example at Pay for Performance marketing. . Performance Marketing - is different- it's advertising outcomes. Cost of acquisition, business results. What is the client's measure of success? Is it brand or business results? Point: turning all venues into distribution or acquisition channels.
    • Traditional marketing: cost -per impression, brand awareness, share of voice, audience receptivity, gross rating points. Brand outcomes.
    • Perfirmance - cost per relationship, client retention, lifetime value. Business outcomes.
    • Pay-for-performance - not clear what is difference between pay for performance and performance marketing.
  • Customer value is X. This is how much it costs to service and market that relationship.
  • For the incentive challenge - 1. collaborator, 2. retail and distribution partners value; 3. value to OSE. If 1 or 2 are right, 3 is easy.
  • In the village - STEAM Camps teach people how to do to the thing in real life. Virtual business collaboratory is much easier than the village.
  • 3 month Summer of Extreme Design Build. Artificial onerousness of urgency. We pick a winner or loser. As soon as we pick a finish date - we evaluate. If we don't set a finish date - option is to set a date or not.
  • Urgency comes from seeing where you are at.
  • Finish line is a threshhold.
  • "I'm nowhere near the best, I quit"
  • We need to prove out the hypothesis of collaboration.
  • We have to make sure that the incentives reward desirable behavior, and penalize for undesirable behavior.
  • STEAM Camps - are they franchisable? Absolutely. I give you a rranchise in exchange for 12.5% of the revenue. We give everything outside of customers, teachers, and facilities. We get 24 people running camps. Passive income.
  • Summer of Extreme Design Build -be general contractor and find people really good at the trades
  • 3500 for the summer camp. Leverage high quality staff to bring in more people. Number is a function of the quality of the instructors.
  • Civilization Construction Program
  • Linkage of STEAM Camp - proof of concept for franchise model; 3 Month Summer of Extreme Design Build; And Incentive Challenge. STEAM camp fuels groundsweel of the Incentive Challenge.
  • entrepreneurial in the sense of the community that someone already has.
  • "I have a kit that shows you how to make $20k in a week" is compelling
  • Take advantage of STEAM Camp as an opportunity to kit it. Then go B2B to people who supplement their income.
  • Maybe we even have a signup website.
  • Then my role turns to B2B - selling to part time entrepreneurs.
  • Designers AND Builders have a practicality that doesn't exist in many places.
  • Summer Extreme Design Build - design contest - big thing - starts at end of summer. By summer - do as many franchise camps as possible.
  • End 50-100 franchises - August to April - 50-100 camps that are running. To pull it off, we need to have it kitted.
  • What skill set do instructors need? Grad students.
  • Big deal is how much $ they will make.
  • Marketing of camp - pictures etc - marketing part, etc.

Session 3: May 10, 2019


Discussion around STEM Camp and its marketing. HeroX platform and the first ever collaborative challenge. Sustainability is there. Collaborative open source design. Freedom. Designers collaborate. Then take that from virtual to real space: would be a beautiful world.


  1. Marketing Open Source Microfactory STEM Camp
  2. Can we learn any new insights from OSE Vision? Specifically, regarding clarity of open source tools - that some will think that Fusion 360 is 'open' when you don't even own your own design.
  3. Based on OSE Vision - can someone interpret that patents allow abundance as they provide ample revenue?
  4. Discuss specific potential advantages that open collaborative product development can have over proprietary development - and if so - why is nobody doing it? It must mean that we identify specific objections to structure the challenge better What are the critical requirements for distributed coordination? Nature of scarcity here. Just $2m. That's it. FOr us, not only prize, but money.
  5. Basic timeline - OSE Incentive Challenge Critical Path
  6. Evaluation of HeroX. It costs 10% for $100k and 5% thereafter of reward. $250k would mean $17.5k platform fee. See $2M example of VTOL aircraft - [40]
  7. Get honest about what I can do and where I need support - my strengths and weaknesses


  • Where is the value exchange? ROI on To What End.
  • What about a business?
  • Build a printer; self-sufficient
  • Design and build prototypes
  • Open a home-based business
  • Ever had a great idea and not know what to do with?
  • Ever wish you ca....well you are 9 days away from that.
  • Turn your ideas into prototype, so you can turn your ideas into a business.
  • Steve introduced the idea to Tim Brown of IDEO. Pack-it.
  • Everything from idea to execution was for her - someone else had to do it.
  • Nobody bites STEM Camp?
  • STEM camp - on Google Ad Words.
  • Places that people go
  • Retargeting - once your IP address hits the test -
  • Where do people that look for STEM camps look?

Next Steps

  1. Copy -
  2. FB marketing -
  3. Plays into the OSE Incentive challenge
  4. Send Steve the ideas for former business idea.


  1. Newsletter, FB spot, etc. - what are limitations of each?
  2. Definitely STEAM not STEM
  3. Force multipliers - invest time to set up relationships with Universities. Offer credit to students. They will get credit. How to go about a campaign of offering credit to students? Start asking.


Session 2: April 29, 2019


Marcin converts ideas to process immediately. Incentives - creating an environment for collaborative results vs solo warrior. $250k prize. $1k/day revenue goals for producers.



  • Feedback process
  • Collaborative Design for a transparent and inclusive economy of thriving?
  • Abundance - it captures self-sustaining, lack of sacrifice, erases notion of scarcity.
  • Abundance - i have more than i need. Currently more than I need. Thriving - is 'at present - reflection of a moment. This is more than thriving - thriving - others may not be thriving.


  • Renee - You can learn a lot from Marcin.
  • Learned how quickly we can learn from ideas - and taking that as a process.
  • Seed to fuel a process
  • Don't make success a destination, but a journey
  • Success is not a destination - but a way of evolving the organization successfully.
  • Allows collaborators to be successful as we go on the journey.
  • Taking ideas and take them into a process
  • Steve has COO and CFO to run ideas through. Must convince them. Gives each of them a veto. Allowed them to veto it.
  • Forced Steve to listen to their feedback.
  • Concerns are addressed as we go
  • Almost never gets a veto
  • Steve built in processes to not ignore little voices
  • It would be helpful to have someone as a veto person.
  • Likes the Unjob.
  • We need to have a way for supporting people to do risky things. Otherwise it's a job.
  • Ex - what if in a cordless drill, someone wants to integrate a screwdriver.
  • Shut them down?
  • Collaborative rather than sole here
  • Steve Jobs was successful was not about process, but his vision - uncompromising on vision to get believers
  • Jobs was uncompromising on certain things. On what he believed was possible.
  • Network of independent contractors. Someone has to challenge the group.
  • Process has the capacity to upend, 'dirupt' industries that have never been disrupted.
  • Someone in the org needs to drive the stretching of muscles. I have to have the ability to do and strech - so they won't leave.
  • That means that I would have good HR - chief cultural officer - director of people and culture. Someone who gives me space to push them, supporting the collaborators.
  • Jobs' - Jay Landrum HR guy - he picked up the pieces. Jay would come after and give people what they needed emotionally and structurally. He would be the 'shoulder to cry on'.
  • Starts with an honest assessment of what I'm good at - and things that I struggle with.
  • Steve has seen so many visionaries - hire people that are unlike me.
  • Can't get away from grunt work - just not in my organization.
  • Model can't be dependent on XM-motivated people.
  • Making things better is infectious.
  • Make sure to build an incentive - something that's never been done. Revenue generating to people in design process. And open to anyone else. And that becomes self-perpetuating. To other aspect.
  • If we are building an engine to deliver against a vision - based on collab and open source + transparent - we're going to be yielding things that solve problems on a global scale. People are feeling like world-beaters. Because of collective power of collab, not individuals.
  • How do we create an environment that creates this? Some will take up XM - others will lean harder into the design side. How do we structure into org, such that both are values.
  • From organization perspective, as opposed to Garden of Eden - if we look at the promise - we need to make decisions around people who are meeting promises and not. Need Keen Eye on protecting the culture. Leads to abundance.
  • Promise - by and to the organizatino, not budget, quota, performance goals. Just a promise.
  • Ex. It's not for me, but I still respect it. Ex. My boss is an asshole, but I work here.
  • Want people based on vision, not an a job.
  • One implied promise is financial freedom. So for example an open source design - level of independence is total.
  • Cordless drill Uber.
  • Highlight a vision of what I think is possible. Aspirational. And hold it against vision.
  • Too easy to get lost in how to and forget why to.
  • Real community is possible only in the way the virtual is possible. Make the virtual as the end game - and natural community will follow.
  • Utopia must work without physical community. Don't compromise on the virtual community.
  • $250k prize. Development.
  • Plus cash for setting up on
  • As an educator - prove the production model - take 3D printer to Amazon?
  • Open source store at Amazon - to deliver kits to future cordless drill makers.
  • I can control the demand. By producing on Amazon.
  • MOQ for Amazon? Distributed mfg
  • Perfect the printer. July 1.
  • Update the wiki.

Session 1: April 1, 2019 Ar


Collaboration doesn't exist. Yunus is proprietary. We are not free unless we are all free. Emily + Character Standa and Promise. Vivid Vision. Starting to discuss Vision. Discussed MIG Casting - Steve gets it. The Incentive Challenge will be so difficult that it's impossible without collaboration. Incentive structure: the better we all are the more we all make. Designer and producer is the SAME PERSON. Critical distinction.


  • Solution to pain point - control the org
  • Come up with a vision to control the org.
  • Something to hold decisions against.
  • Control the culture.
  • Founders leave when they lose control of culture.
  • Active participants vs bureacracy.
  • Vision to take me from
  • Most people won't spend the 4 weeks to study the org. That's why the bureacracy comes in.
  • Vision is the solution
  • If not we default to talent, not the people we need with culture.

Pre-Meeting 2

Summary: Blasting O'Reilly and Stewart Brand, and Fab Lab. Cultural barrier of proprietary. Steve: OS software was founded on open source culture; not so for hardware. And: that it's difficult to make a business model on top of open hardware. How do we solve for clear revenue model, to compete with greed economics.

Introducing the Incentive Challenge for $100k. Cordless drill. But also a distributive enterprise. Steve loves the idea of incentive challenge - and delves into the business model potential. Designers get 2-3% of adjusted gross sales. In incentive - we collectively develop distribution, in collaboration with our Incentive Challenge designers. In our model - the designer gets >50%. So for Steve the key is the model. Open Business Infrastructure - that's the real value proposition of the incentive challenge - breakthrough idea from Steve. We activate global community - for local production. Get funders for the Incentive challenge.

Three challenges of IC and DMS: competition that shits its pants and tried to take us out. 2. Distribution parnters - will they have objections. 3. Marketing of idea, not product. Public support - awareness. And therefore the quality of the resulting product?. We can prove it by 2 things: more efficient manufacturing, use of local resources.

Bigger-better-faster. Steve: superior product, based on what people have issues with.

Pre-Meeting 1

Summary: a simple value proposition - transparecy, options. DIY and ready-produced options. Building a value proposition based on transparency. It's just plain higher value: and you know about the cost accounting. You have options. Also: explaining a microfactory, OSE Campus. Steve asks: are you not getting collaboration now? Marcin: Essentially, no. Steve identifies Greed. Amazon would be a crazy mofo in 1991 to fund Linux: the recognition of its efficiency was not there. Ex. John Deere. Not higher vision, but Kodak Moment that makes them join open source.

Session should be published - critical discussions there.

How do we incentivize developers? Lower cost - unique value proposition. Incentive Challenge - came up at the end.


  1. Challenge design?
  2. Manufacturing? Packaging - how do we establish a distributed production capacity? Infrastructure? QA? How do we start the skeleton of design around fully distributed production.
  3. Distribution - is there a packaging? How will we do this? How do we approach
  4. I will identify needs of support?

Start at the End

  • If it is successful, what does it look like.
  • My mind takes off in many tangents.
  • Create a true north for me.
  • Scare the hell out of me? Llowes + Home Depot.
  • Theoretical is good
  • How do we deliver at scale?
  • 3D printers - we distribute them as well.


  • Design the contest
  • One or several designs?
  • How many people participate.

Weak Links

  • What are likely places where it can break?


  • Asha - Oceans for All For Ever. Oceanswell.


  • Metal parts?


  • Critique of OSE writing - tather than alternative of today, communicate it as aspirational for what we want independently of what it is today.


  • No scarcity, no judgment - just vision
  • Written Feedback around vision.
  • What matters to me


A vision is a powerful framework to take the operations of an organization of any size into the arena of possibility. Yet, while most organizations use the term “vision” liberally, few have articulated a vision in such a way that it serves that purpose.

Limited Vision

The term "mission statement" is often used interchangeably with the word “vision” in business and political arenas but, by and large, mission statements are expressions of competition and scarcity. A mission statement characteristically draws a picture of the company’s future, including its position in the marketplace, and designates the steps to fill out the design. That design is more often than not some version of the aspiration to be Number One; by definition an exclusive—and excluding—objective. This kind of statement may motivate people competitively, and may be comfortable to share internally, but it does not provide a guideline for all aspects of the company or organization, nor does it inform people as to its meaning and direction. There is no long line.

Example: “We are to be the preeminent supplier of the most innovative technology in office design in the world.” (Between the lines, a little voice from inside the company walls is crying, “What's in all that for me?”) (Another asks, “Why?” “What for?”)

Proper Vision

A vision has the impelling force of a long line of music. Mozart’s passionate duet from tv lifted the prisoners’ spirits high over prison walls in one of my favorite films - The Shawshank Redemption. Morgan Freeman's character in sharing about a powerful moment in the movie said "I have no idea to this day what those two Italian ladies were singing about. Truth is I don’t want to know. Some things are best left unsaid. I like to think they were singing about something so beautiful it can’t be expressed in words, and makes your heart ache because of it. I tell you those voices soared higher and farther than anybody in a gray place dares to dream. It was like some beautiful bird flapped into our drab little cage and made those walls dissolve away. And for the briefest of moments, every last man at Shawshank felt free."

In this way, a vision releases us from the weight and confusion of local problems and concerns, and allows us to see the long clear line. A vision becomes a framework for possibility when it meets certain criteria that distinguish it from the objectives of limited thinking or measurable accomplishments, and becomes limitless. Here are the criteria that enable a vision to stand in the universe of possibility:

  1. A vision articulates a possibility.
  2. A vision fulfills a desire fundamental to humankind, a desire with which any human being can resonate. It is an idea to which no one could logically respond, “What's in it for me?”
  3. A vision makes no reference to morality or ethics, it is not about a right way ofdoing things. It cannot imply that anyone is wrong.
  4. A vision is stated as a picture for all time, using no numbers, measures, or comparatives. It contains no specifics of time, place, audience, or product.
  5. A vision is free-standing—it points neither to a rosier future, nor to a past in need of improvement. It gives over its bounty now. If the vision is “peace on earth,” peace comes with its utterance. When “the possibility of ideas making a difference” is spoken, at that moment ideas do make a difference.
  6. A vision is a long line of possibility radiating outward. It invites infinite expression, development, and proliferation within its definitional framework.
  7. Speaking a vision transforms the speaker. For that moment the “real world” becomes a universe of possibility and the barriers to the realization of the vision disappear.

Inside of the framework of a vision, goals and objectives spring from an outlook of abundance. A goal—even the goal “to be Number One in office design in the world”—is invented as a game to play. Games call forth a different energy than the grim pursuit of goals with the nagging shadow of failure lurking nearby. They draw out the creativity and vitality of the players, without denying that the level at which they play may have something to do with whether the team qualifies for the next round. Under a vision,goals are treated as markers thrown out ahead to define the territory. If you miss the mark—"So What!' or “How fascinating!” Neither you nor the vision is compromised. In the pursuit of objectives under a vision, playing is relevant to the manifestation of the possibility, winning is not.

Here are some examples of visions that meet this criteria of frameworks for possibility. An international food distribution company was inspired by 'a vision of a world in ethical, sustainable partnership. A company that designs inexpensive home products found their expression in the possibility of joy in the everyday, and a group of officers from the U.S. Army resonated to the possibility of a world living in freedom. An orchestra in New England transformed itself into a world-renowned group under the leadership of their vision Passionate Music-Making Without Boundaries.

A vision is an open invitation and an inspiration for people to create ideas and events that correlate with its definitional framework. The vision I co-created with the Sri Lankan Oceanographer for her NGO “Oceanswell” is Oceans for all, forever.

OSE Vision

For time immemorial Marcin struggled with defining the vision of OSE, in that the vision is different things for different people. Creating a vision must be very general, and if so, how does it focus action? I don't see how we can focus actions outside of protocols/operations and at least an extended vision explanation. A vision that is a byline cannot be sufficient to direct action in a focused way, because a shared understanding of principles is required. A vision can mean different implementations of that vision for many people. Are we just creating a Byline, therefore?

Initial Feedback

Overall, this is a fantastic start and several of these could absolutely work, but I didn’t see one that seemed to particularly capture the primary sentiment of both ‘why’ and ‘what’. This is mostly me taking your words and reshaping them to something that could serve as an inspiring vision, but before I go deeper, wanted to see if any of these work at all and if so, let me know what appeals and why. How do these feel?

  1. Open and transparent collaboration at scale designing purposeful solutions to global economic challenges - Quite delectable, but - 'economic challenges' seems to limit the scope by implying that the problems that we are solving are only economic. The etymology of 'economy' is 'housekeeping' - so Economic Challenges is an accurate term - but for most people, 'economy' will refer only to the 'economy' and not the more broad concept of 'keeping house'. The problem statement for OSE is creating a culture based on openness and collaboration, which is a profound social transformation of humanity. The Open Source Economy is a byproduct of such a mindshift. Also, we need to include something that refers to abundance. It would also be good to include the ecological aspects which are inherent to producing life-giving technology - such as the closed loop material cycles fostered by distributed economies that use their local resources to the maximum extent. Further, while I like this to be 'transformative' - the words 'at scale' do not seem to imply improvement - just that the effect will be huge but either in the positive or negative direction. Still we need to make it clear that our ambitions are large, which I think is captured in a word such as 'transformative.'
  2. Creating a collaboratively designed, transparent, & inclusive economy of abundance YES. How about Collaborative design for a transparent and inclusive economy of abundance?. My thought here is that it must be something that rolls off my tongue naturally, which I can use in an elevator when I'm speaking either to a conservative CEO or a hippy type. The 'economy of abundance' may be hard to swallow for a conservative person, though. The positive part of this one is that it flows well - cadence is good.
  3. A community that fosters open collaboration, transparent design, and self-determination - OSE develops inclusive economies of abundance This is quite a mouthful, but it does capture the several key components - collaboration, transparency, self-determination. I like the self-determination part - which is more specific than 'freedom'. Missing is 'tools and techniques' - something like 'OSE develops tools for creating economies of abundance'. The 'tools' are open source collaboration mindsets, protocols, and associated hardware tools.
  4. A community that fosters open collaboration, transparent design, and self-determination, OSE develops purposeful solutions to global economic challenges. I like 'pressing world issues.' I envision the eventual OSE Campuses being centers of learning/practice excellence, with an explicit mission of solving Pressing World Issues - not just educating people. We have specific learning and practical objectives that attract a wannabe movement entrepreneur, simply because there are still so many unsolved and critical issues such as ecocide and poverty that can be improved greatly when individuals focus on these explicitly outside of existing institutional settings, which tend to prolong the underlying global issues. Is 'pressing world issues' too vague?
  5. Transcending artificial scarcity through transparent & open collaborative designs. 'Transcending artificial scarcity' is in my TED Talk and I love the expression. 'Artificial scarcity' is an eye-opening and culturally-acceptable phrase. I would sugest that we envision transcending artificial scarcity by transparent and collaborative design. Open is missing in my statement, but by using 'open' the statement doesn't seem to flow as well.
  6. One more comment - I found that industrial productivity - can be achieved - on a small scale. That is my favority line in my TED Talk. My wife is tired of me repeating this phrase whenever I get a chance. Any way to include this somehow? Because the efficiency part is the key that transcends the barrier that the hippies faced in the 60s - and which has never been solved since. Everyone moved back to the city, and now people think generally that 'living with more self-determination' means losing comforts of modern day life. This myth needs shattering.

Do these pass the test?

1 Expresses Possibility - 2 Everyone - 3 Nobody is Wrong - 4 Eternally True, not a product - 5 In the Present - 6 Continuing Development - 7 Transforms Speaker to Believer

Key Words - Freedom. Self Determination. Collaboration. Open access. Distributing. Economic significance. Right livelihood. Ecological. Solving pressing world issues.

  1. Freedom to Build Yourself - Emily's conclusion. Qualifies on all 7 points. But only if you understand that 'Build Yourself' means both developing your abilities, and doing things autonomously (self-determination). However, this appears too sophisticated for most people as the phrase is a construction with double meaning. This could be resolved by Freedom to build your world. But the latter misses the collaborative aspect, which is inherent to open source. Build Yourself by itself sounds egocentric - misses the collaborative aspect. Note: open collaboration is probably more fitting than 'freedom'. Freedom is a higher level goal. Open Collaboration is universally accepted (in principle). Is freedom or open collaboration more important?
  2. Freedom to build yourself and build your world sounds appealing, but misses the fact that we are trying to create an Open Source Economy
  3. Open Collaboration for solving pressing world issues
  4. Collaborative development for solving pressing world issues or Collaborative economics for solving pressing world issues. By open-sourcing the economy, as in Open Source Economy, we are addressing material-security related issues, which is most of the issues on the planet. Thus, I believe fundamentally that once we solve material security issues by open source economics, we will address a wide range of pressing world issue. Ecocide and war is an economic byproduct, and these should disappear. By solving material security, we can begin an honest effort to evolve as humans.
  5. Open collaboration for freedom. I envision a world where we build a free society by open collaboration. Problem is that many people think that open collaboration already exists, but it really doesn't as far as the basic principle of the economy.
  6. I envision a Collaborative economy of abundance, in harmony with nature. I envision that one day society will evolve to that.
  7. OSE wants to 'distribute power' by 'evolving to freedom.' This definitely misses the point of being universally acceptable - as distributing power is offensive to most conservatives.
  8. We can say this in the negative - transcending artificial scarcity
  9. We can say it in the positive:Open source blueprints for civilization..
  10. Creating the Open Source Economy This is for those who know what open source is. Many people don't - so Open Source is not admissible, it appears. is too offensive, as most people think that nobody's gonna have any money and thus suffer hardship.
  11. Collaborative economy that gives freedom to all.
  12. Collaborative economics for a better world. Is economics acceptable in a vision statement?
  13. Collaborative evolution to prosperity.
  14. Collaborative economics for a convivial world
  15. Evolve to Freedom - seems to miss 3 (implies we are not free). But other than this, evolving to freedom is a huge responsibility that inspires me. But I'm not sure too many people are inspired to evolve to freedom? But, deep down everyone wants self-determination (no question about that), and knows that we are not free and thus should evolve to be free.
  16. Open collaboration for evolving to freedom That summarizes the deep message. Maybe we should avoid technology in the messaging; it's about a paradigm of collaborative development that applies to more than just technology, but to everything in the world.
  17. Liberating Technology for solving pressing world issues.
  18. Liberatory Technology for solving pressing world issues.
  19. Collaborative technology for solving pressing world issues
  20. Economy of collaboration.
  21. Open tools for economy and ecology
  22. Tools for economies of collaboration
  23. Tools for conviviality. (Ivan Illich)
  24. Right livelihood for everyone.
  25. Freedom technology for everyone
  26. Transparent technology for evolving to freedom
  27. Applying technology to freedom.
  28. Issue: one has to make a connection between distributed production and freedom. That is not culturally understood. Open collaboration is understood, but only in theory - as in practice, most things are proprietary.
  29. Production with a purpose
  30. Technology with a purpose
  31. Collaborative tools for Self-Determination. - if someone understands what self-determination is, we are good. Many people probably don't.
  32. Building collaborative tools for society.
  33. Collaborative economies for prosperity. This shows implementation.
  34. Creating a transparent economy for evolving to freedom - yes
  35. Open source technology for sustainable living -yes, but we want to use Regenerative, not Sustainable.
  36. Open source economy for evolving to freedom
  37. Building Tools of Freedom.
  38. Freedom by and for Collaboration
  39. Technically it is something like collaboration for a world where people gain self-determination and freedom. But self-determination is controversial - many people are scared of self-determination due to the threat of existential crisis deep down. Our work revolves around maturing and gaining responsibility for gaining self-determination - which seems like unappealing to most people. This is acceptable as an inspirational statement.
  40. Open Source Blueprints for Civilization - nice, but most people don't feel that their agency if presented with open source blueprints. Most people can't imagine that they can build things. This meets the 7 criteria pretty well.
  41. Creating an economy of affection for evolving to freedom. What is an economy of affection?
  42. Freedom by Design.

Core to OSE is:

  • Transparency
  • Technology and efficiency
  • Free flow of information
  • Unleashed collaboration
  • Self determination
  • Evolving to freedom
  • Transcending artificial scarcity
  • Industrial productivity on a small scale
  • Participation in building your world
  • Authenticity
  • Purpose
  • Lifelong learning
  • Technology without borders
  • Economy of affection
  • Distributed production
  • Quality of life


  • Participation - inclusion, all, everyone
  • Creation