From: jimruttshow8596
Humanity requires a significant upgrade in its individual and collective capacity for thought and action to navigate current world challenges [00:02:25]. This need is amplified by the “war on sense-making” [00:12:00], which disrupts our ability to make sense of the world and act effectively [00:13:05].
Hyper Collaboration
Game B is described as a “meta protocol for hyper collaboration” [00:16:16]. This means it’s a framework designed to foster extensive and highly effective collaboration among individuals [00:16:16].
Key aspects of hyper collaboration:
- Spontaneous Emergence The development of Game B itself has seen a spontaneous emergence of people gathering to discuss, discover, and co-create concepts without formal coordination or top-down structure [00:17:35]. This demonstrates an “emergent distributed cognition” [00:18:42], where uncoordinated individuals can collaborate to generate real and useful outcomes [00:18:53].
- Self-Booting Protocol Hyper collaboration functions as a “bhoot protocol” [00:19:14], enabling anyone to self-orient and participate meaningfully [00:20:15]. This involves discovering what is happening and finding ways to add value in alignment with personal meaning and the larger project [00:20:28].
- Ubiquity and Skillfulness The concept suggests that everyone is already engaged in some form of hyper collaboration, but at varying levels of consciousness and skill [00:21:17]. The goal is to consciously increase skillfulness in collaboration with others [00:21:48].
- Synchronicity A core aspect of hyper collaboration is synchronicity, where individuals working on seemingly disparate tasks in different locations unknowingly contribute to a larger, emerging solution that others will need in the future [00:22:08]. This happens when individuals focus on real problems with clarity, communicate with fidelity, and support each other’s efforts towards collective alignment [00:23:35].
Optimism for Game B
Despite Game A’s current power and scale, Game B fosters optimism due to its higher exponent in processing non-linear, high-complexity problems [00:42:53]. This “slightly higher exponent” can lead to surpassing the current dominant system over a long enough period [00:28:59].
Key factors include:
- Leverage of Innovation The current “adjacent possible” is vast, making the leverage of increasing capacity for innovation extremely high [00:43:52].
- Superior Creative Collaboration Game B is designed from the outset to be substantially better at innovation and creative collaboration than Game A [00:44:37].
- Focus on Wisdom and Maturity Crucially, Game B must prioritize cultivating collective wisdom and individual/collective sovereignty, ensuring that increasing power is balanced with foresight and responsibility [00:48:43].
Cultivating Creative Collaboration
Supporting creative collaboration requires an environment that:
- Inhibits Extrinsic Motivation Extrinsic motivation (e.g., bonuses, carrot-and-stick incentives) can inhibit creative collaboration by distracting from the free exploration of possibilities [00:31:47].
- Avoids Hierarchical Organization Hierarchical structures also tend to inhibit creative collaboration [00:32:06].
- Prioritizes Individual Sovereignty The focus shifts to creating individuals with maximum “sovereignty” – the capacity to consciously respond effectively to diverse contexts [00:32:30].
- Fosters Coherence People need to rapidly enter into “coherence,” meaning they are in integrity with themselves and in a “liminal relationship” with others, fostering insights [00:32:52].
- Liminality A state of not-knowing or “child’s mind,” where one is maximally receptive to phenomena without prefiguring meaning [00:33:20]. This allows for deep perception before making sense or meaning [00:34:39].
- Humility Humility is essential for liminality and for skillfully engaging in Game B, recognizing the richness and depth of complex problems [00:41:40].
- Meta-Learning The ability to experiment extremely effectively, using the output of experiments to improve the experimental protocol itself [01:46:34]. This means learning faster about how to learn, accelerating progress [01:47:54].
Scaling Collaborative Problem Solving
The “hard problem” for Game B is scaling beyond the Dunbar number (approximately 150 individuals in a face-to-face community where social network math can be done cognitively) [01:42:30].
Ideas for scaling:
- Attractors in Reality There may be an “attractor in reality itself” where an accelerating curve of possibility intersects with the construction of a distributed cognition group that can maintain continuity and integrity [01:44:02].
- Emergent Solutions The solution to scaling will likely be emergent rather than designed top-down, meaning it won’t be fully understood until it appears [01:45:50].
- Types of Self-organizing Communities (Proto-Bs)
- Geographically Anchored Communities: Face-to-face communities, like families, can serve as “proto-Bs” by consciously applying Game B principles to parenting, education, and conviviality [01:51:00].
- Episodic Physical Interaction: Groups can maintain strong bonds through regular, albeit infrequent, in-person meetings, supplementing virtual collaboration [01:56:43].
- Inter-Group Collaboration: Different localized Game B communities can collaborate virtually, leveraging their inherent capacity for distributed collaboration to generate synergistic innovation [01:57:45].
- Honorable Failures Game B understands that failure is a part of evolution [01:59:30]. “Proto-B” failures, if handled honorably (learning from mistakes rather than succumbing to toxic culture), lead to deep learning and wisdom for individuals, contributing to the larger progress of Game B [02:00:02].