Tagged: trust

experiential iterations and social niches

The word ‘iteration’ has been used to describe the different attempts to put the financial protocols into practice, the fourth of which is the happening-hangout. Let’s reformulate this language.

iterative experiences relative to self

I, David Pinto, have been using the term iteration in relation to my own personal experience. After the first attempt, the birthing of the economic entity in 2012, the team wanted to continue with regular meetings at the Hub. I did not see much future in these, but attended a few. I am not into community building just for the sake of community building. I see this as one of the errors of how we self-organise; before you know it, we are supporting the continuance of social entities that have long-ago surpassed their use-by-date. Most of our social institutions, and indeed cities, suffer from this.

From birthing, I went ahead alone by approaching advertising agencies, and when personal issues intervened later in the year, I delimited my efforts to writing a book, which I have termed the third iteration. As you can tell, this is a personally relative sequence. However, what becomes clear is that different scales of social niche emerge, and it is these that may constitute our collective self-organised strategy.

social niches

The following modes of social experience, or social niches, may help map out the self-organised strategy involved:

  • information: this website, blog, explanatory videos and prezi’s, the book
  • synchronous pairing: tango, textango, MTTP, gems
  • dynamic network alignment: action-cycle, happening-hangouts, SEA

There is a tendency for all initial business engagements to collapse back into an information-exchange. As we know, MTTP departs from the notion of exchange at source and is primarily based on setting up a scalable, synchronous, social experience: money-flow and co-creation first, then evaluation, information etc based on shared experience. MTTP is a financial protocol which embodies the new methodology.

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The new methodology is based on social risk, on play, on not-knowing, on trust. By aligning to a future goal, even if it is as short as an hour or a week, we have something concrete to talk about: to iterate experientially, socially. Otherwise, we fall back into the attractor of what we know, what we can reason, what we think is possible, and so our current system of social paralysis continues.

alone, paired, and collectively

We will go into some detail regarding these three in subsequent posts, suffice to delineate the various scaled ‘projections’ in our ecological economy, as they map to the ‘social niches’ described above, from individual, paired, to small teams:

  • writing fictional narratives (to embody ecosquared financial protocols and their underlying methodology based on giving)
  • engaging the front-line of business (gifting companies, advertising or otherwise, with ‘gems’)
  • opportunistic and receptive meetings (the ‘water-cooler’ effect expanded into all social spheres, to realise social serendipity)
  • birthing the ecosquared entity (attracting a seed fund of around £10k per person in order to play at the ‘organisational’ level)
  • hosting happening-hangouts (monetising social media by actuating the latent potential in our networked relationships)
  • conducting action-cycles (to increase permeability across businesses, government, educational boundaries)

 

invitational-protocol

Invitational-protocol (ip) is a variation of mttp, used specifically to outreach to new participants. When Anna meets Barry at a conference, they conduct ip by Anna inviting Barry to come to the next in-person gathering, and offering £10 to be matched by Barry. The conditions are very similar to mttp:

  1. bring both £10 to the meeting
  2. optionally invite others to the meeting

If Barry turns up to the weekly meeting, he is welcomed warmly. He brings with him £10 and has invited Chuck, who himself turns up with £20.


In this way, trust becomes transitive, and new participants are genuinely welcomed for turning up for the first time having been attracted to the person who engaged them, the value that was seen in them, or the financial protocol that beckons a completely new economic social contract.

Money can be traced through the trust relationships formed through ip before the meeting has even occurred. Mathematically, the money that is brought to the meeting is at the fringes of the network of trust that has cascaded through ip relationships. There is no money at the centre: the “regulars” have given away their money, and in this process it doubles as ip propagates through a population. (For those interested in the detail, mttp can create equity cycles where a chain of invitations create a closed loop as the initiating inviter is finally invited; this is linear, whereas ip takes this into a two-dimensional radial pattern.)

This is not a straight linear relationship, variations evolve. For example, Dave, Charlie and Barney “nominate” Anna, a particularly effervescent and active member who has time to talent scout over the week. They invite her at £10 each to the next meeting, so Anna starts the week with £40 which she can use to invite four people using ip. If she fails to invite anyone, she can return with £40. Perhaps she invites four people and none turn up, perhaps eight do with £80 in total.

Seen in this way, invitational-protocol is a kind of test for the strength of the social fabric. Not only a social bond between regular participants who attend weekly, but a test of the environment “out there” as new people are approached with eco^2 protocols of trust.

methodology^eco

Eco^2 embodies an alternative business methodology. Remember that the fundamental protocol, mttp, is not based on exchange, and this means that everything which is related to it is different from current practice, including business methodology. Imagine, a world where the fundamental economic social contract is not based on exchange. What does this mean? Well, it takes many forms, and anyone who begins using mttp will notice some of the consequences.

Having engaged Mathew at Jump Marketing and Ken at Newhaven Agency, who gave high scores at the end of the first meeting and said they would invite me the next time I was in Edinburgh, have slid back into traditional methodologies. They begin to treat me^eco as a normal person, perhaps as a potential employee or as a saleman from another company. They want me^eco to put something in writing. This is a bad idea, since writing is a poor means of communication. I wish to give something freely to them, gems which may result in their improvement with their current clients or indeed attracting new clients. Since we^eco are not contractually obligated, and it is about person-to-person trust, then it is imperative that we engage in person. That is, there is a personal relationship which they may choose to honour or not. A faceless email, a bunch of letters on a page, just don’t work.

We^eco are not offering a thing like a salesman does, nor do we^eco wish to be employed. There is nothing to do but to engage, give what we^eco can, and should this be of value, to re-engage. It is not complicated. It is simple, genuine, no-strings attached, not even any contract — beyond what mttp and dmp induce. By entering into the writing game, into persuasion and conviction, we enter into sales, as if there is an exchange. Or, like a prospective employee or partner, a test of whether I^eco will conform to the regulations, the system which they employ. And, clearly, that is not what we^eco offer. We^eco offer liberation from the current system and structures. We^eco offer a new methodology which once they experience it, and put it into practice, will result in new clients, as well as a means of engaging “consumers” in a new way.

Basically, if the social contract is not based on exchange, how can we^eco stop ourselves sliding into the behavioural patterns that people in companies fall back into?

Only two answers have come to me so far. The first: the first engagement I must be ready to offer specific gems so that they are in a position to go with them. The danger is that because in the first engagement they have not really invited me knowingly, they may not appreciate the immediacy of the gift and the necessity for securing my future engagement. By offering me a contract, eg a single £100-day per week or per season, I shall not share that gem with others, thus providing them with the edge. Eg, if I offer them the Levi’s gem, I shall not share that gem with other marketing companies so that they have an exclusive approach to Levi’s.

The second: invite them to a meeting with others in the second engagement. That is, an action cycle. That is, introduce them to potential “clients”.

I had thought that the process is lean enough. That after the first engagement, there is an optional second scoping session where we offer gems and they open the potential for co-creation, and once there is proof in terms of moneyflow, new clients, implementation of a gem or adoption of eco^2 methodology, then we can move ahead with a convergence across different sectors. I still think this is just about the minimum. To cleave closer to the bone as suggested above, either with offering gems in the first engagement or inviting them to an action cycle without “evidence”, seem premature.

Once eco^2 is up and running, with some clout behind it, then this should be fast enough and real enough to work. But at this so early of stages, I am suffering from not having enough momentuum. Not enough capital, financial or social, to carry the process through. The sliding to a traditional methodology, to ask for things in writing, to attempt to grasp with understanding, or to check the web for historical validation, has occurred. Mathew and Ken are good people, there is no denying this. They have high quality of engagement and they are on their game. But they suffer from the methodological problems which nearly all people in companies do, which essentially comes down to distrust.

And trust is the operating system for anyone who is adopting eco^2 principles and practices. Trust is how we^eco roll. That’s how we^eco get results, that’s how we^eco get more trust to go further, and faster. eco^2: trust begets trust through results.

Please remember, I am learning the methodology as I go along. And the openness of the experience, the process, at all levels, is part of the eco^2 methodology. Again, this compares favourably to the traditional methodology where we have salesmen and proposals that are masked with confidence and false figures — just consider the traditional “business plan” and how spurious that process is. With eco^2, it is a process of co-creation. No matter how far down the line we go, how “successful” or “established” the protocols and our experience becomes, we are learning at the very edge of engagement with each and every new person. There is always the opportunity to learn. This is the source of innovation with eco^2, at it’s edge.