Draft Edition: $Date: 2024/11/19 19:16:11 $ GMT

• Aliens of Our Creation
• Copyright Page
• Table Of Contents
• Preface
• Introduction
• Part I. Conclusions
• I.A. Alien Entities [g]
• I.A.1. What are the Alien Entities?
• Emergent properties
• Not AI
• I.A.2. Naming the Powers
• I.A.3. Organizations of economic production
• Markets
• Firms
• Commons-based peer production
• I.A.4. Are the Entities good or evil
• I.A.5. How do the Entities keep their order?
• I.B. You Do Not Matter [g]
• I.B.1. The Hero Myth
• I.B.2. Your Isolation is Deadly
• I.B.3. Denial that there are even problems
• I.C. Controlling Organizations [g]
• I.C.1. Early Corporations
• Theories about social evolution
• Basic Freedoms
• I.C.2. The Domination System
• Walter Wink's Solutions
• Gandhi's Solutions
• David Korten
• Riane Eisler
• I.C.3. Economic Systems
• The capitalistic economic system
• "The Tragedy of the Commons" is wrong
• I.C.4. Restructure
• Technology can help with social change
• Regulating Big Tech
• Corporation Restructuring
• Corporations as Non-Human Entities
• I.C.7. Dilemmas and Dialog
• Civility
• Mutual Aid
• Moral Values
• Elite Schooling
• I.C.8. Opposite of Healthy Organizations
• I.C.9. Summary
• I.D. Social Limits [g]
• I.D.1. Dunbar Number
• I.D.2. Politics
• Large Groups
• Tweedism solutions:
• Gerrymandering solutions:
• Voting solutions:
• Small Groups
• I.D.3. Cell/Body Model
• I.D.4. Structure
• I.E. Community
• I.E.1. Definition of Community
• I.E.2. What destroys community?
• I.E.3. Creating Communities
• I.E.4. Boundaries, Transparency
• I.E.5. Communication Technologies
• I.E.6. Continuing Community
• Avoidances
• Major problems
• I.E.7. Common Elements
• I.F. Leader, Follower, Observer
• I.F.1. Followers - flaws and duties
• Americans are individuals, not followers (false)
• People are trained to be followers not leaders.
• Moral Dimension - Good/Bad Effects
• The Dilemma of Obedience, Experiments
• Fear induced engagement
• Breaking the authoritarian trap
• Group Responsibility
• I.F.2. Structure - selecting good leaders
• Experiment/Play
• Rule of Three
• Hierarchy
• Wealth and Power
• I.F.3. Leaders - flaws and duties
• No new leaders?
• Duty of Leaders
• Corruptible Book Recommendations
• I.G. Subtopics
• I.G.1. Subtopic: Major Human Strengths
• I.G.2. Subtopic: Major Human Flaws
• I.G.3. Subtopic: Basic Freedoms
• I.G.4. Subtopic: Moral Values
• I.G.5. Subtopic: Lessons from Nature
• I.G.6. Subtopic: New stories are needed
• I.G.7. Subtopic: Balance
• I.G.8. Subtopic: Private vs. Public
• I.G.9. Subtopic: Company Structures
• I.G.10. Subtopic: New Social Rules
• Part II. Details
• II.A. Alien Entities
• II.A.1. What are the Alien Entities?
• This is not a new idea!
• More Examples
• Emergent Properties
• Game Theory
• Not Artificial Intelligence (AI)
• Another problem with AI, it isn't "intelligent"
• GIGO - Garbage In Garbage Out
• It can be used against us, by corporations and governments
• Noam Chomsky's thoughts
• Other thoughts
• AI is a statistical parrot
• Some fixes to identify falsehoods
• II.A.2. Naming the Powers
• Bureaucratic Organizations
• Corporations are usually dictatorships
• Corporations are not living, not human
• Organizations of economic production
• Self-organized groups
• II.A.3. Are the Entities good or evil
• Define "evil"
• Examples Of Evil Organizations
• Publicly traded, profit-based corporations
• II.A.4. How do the Entities keep their order?
• Scarcity, fear, violence, distractions
• The Domination System
• Standardize Schooling
• Specialization
• Competition vs. Cooperation
• II.A.5. Summary
• Large Group Powers
• Small Group Powers
• II.B. You Do Not Matter
• II.B.1. The Hero Myth
• You cannot cause change with direct action
• Example: Rosa Parks
• Example: The American story of the "self made man"
• II.B.2. Your Isolation is Deadly
• The Virtual Connection Desert
• An Individual and even crowds seem to have no effect
• II.B.3. Summary
• II.C. Controlling Organizations
• II.C.1. Early Corporations
• Theories about social evolution
• Basic Freedoms
• II.C.2. The Domination System
• Walter Wink's Solutions - Organizations forget their purpose
• Gandi's View - Violence does not work
• Martin Luther King, Jr.
• David Korten
• Riane Eisler
• II.C.3. Economic Systems
• The capitalistic economic system
• "The Tragedy of the Commons" is wrong
• Sharing the Commons
• Examples
• Some small experiences I've had with "The Commons."
• II.C.4. Restructure
• Technology can help with social change, but only for a limited time
• Factors driving humanity's future
• Large organization structures
• Corporation restructure
• Trusts
• Monopolies. Regulate, breakup, or recharter
• Community Rights
• Regulations are tricky. They can lock-in big companies.
• Bureaucratic regulations will not contain the abuses of Big Tech.
• Change can be fast
• Structure does corrupt
• II.C.5. Mutual Aid
• II.C.6. Civility
• A short definition of civility
• Individual Control, Specialist Beware
• The rule of law is not a replacement for a "Higher Power"
• Unconscious People
• II.C.7. Dilemmas and Dialog
• Pain is a symptom, not a cause.
• Moral Values
• WEIRD people - Western, Educated, Industrialized, Rich, and Democratic
• Education - not indoctrination
• Elite Schools
• II.C.8. Opposite of Healthy Organizations
• a. Opposite of Cult
• b. Opposite of Fascism
• c. Opposite of Domination System
• d. Opposite of a bureaucracy
• e. Mob Mentality
• II.C.9. Summary
• Freedom to Disobey
• Violence Does Not Work
• Organizations Forget Their Purpose
• Capitalistic Economic System
• Alternative Economic Models
• Perspectives on Economics
• Societal Implications of Monetary Systems
• The Tragedy of the Commons
• Civility
• Miscellaneous Points
• II.D. Social Limits
• II.D.1. Dunbar Number
• Group communication technologies, by size
• Hierarchy:
• Management
• Human social limits (see "Community")
• Teams, three to nine people
• Human social limits
• Organizational limits
• Community organizations
• II.D.2. Politics
• Representative democracy
• Address Tweedism and Gerrymandering
• Tweedism
• Gerrymandering
• Fair Voting or Decision Procedures
• II.D.3. Cell/Body Model
• Fractal organization of life
• II.D.4. Structure
• The U.S.A. federal government has "conflicts" built into it
• Communities need structure, but not too much
• Sustainable systems self organize
• Use simple rules to self-organize
• Try different structures
• Synergy in systems vs. Reduction and Specialization
• Commitment and Size
• Sustainable Systems
• Linear vs. Nonlinear. The start of Low-Context culture
• Low-context vs. High-context Cultures
• Summary
• II.E. Community
• Overview
• II.E.1. "Community" is a very large topic space
• Overview
• a. Definition of Community
• b. Western civilization is not more civilized than all other cultures
• c. The Basic Freedoms of early cultures
• d. Complex systems do not require a hierarchy
• e. Consensus not coercion
• f. Virtual Communities
• II.E.2. What destroys community?
• Overview
• a. Money
• b. Money vs. Connections
• c. Lack of Trust
• d. Mobility
• e. Time
• f. Commitments
• g. Individualism vs. Security
• h. Too much sweetness
• i. Evil People
• II.E.3. Creating Communities
• Overview
• a. Peck's method
• c. We Need Each Other tips
• d. Creating a Life Together
• e. Ethical Cult Building
• f. Comments from Dieter Duhm
• g. Time for a story
• h. Starting community building
• i. Forming an intentional community. What about "play?"
• j. Participation and silent members
• k. Time is needed to create "community"
• l. The importance of a clear goal, bigger than the community
• m. Community building, those who leave at the start
• n. Community building - not for dysfunctional groups
• o. Summary
• II.E.4. Boundaries: Transparency vs. Privacy
• Overview
• a. Healthy groups
• b. Unhealthy groups
• c. Relationships within a community
• d. Initiation is a common way for moving across a boundary
• II.E.5. Group Communication Technologies
• Overview
• a. Consensus
• b. Forum
• c. Non-Violent Communication (NVC)
• d. Convergent Facilitation
• e. One-No-Vote
• f. Do-ocracy
• g. Hot-Seat
• h. Community Building
• i. Restorative Justice
• j. Plenary
• k. Communication Technology Flow Chart
• II.E.6. Continuing Community
• Overview
• a. Tension is required for life
• b. Tension Areas
• c. Community building first, decision making second.
• d. Community maintenance - apply the tools with agility
• e. Maintaining community requires continuing review of major decisions
• f. Groups soon attempt to avoid their tasks
• g. The Pairing Problem can be very destructive
• h. The problem of "drifters," no commitment
• i. True communities are self-aware
• j. Summary
• II.E.7. Examples
• Overview
• a. Tamera
• b. Morehouse
• c. We Need Each Other
• d. Paul Wheaton's community
• e. Homeless camps
• f. My experience with intentional communities
• g. A Dream
• h. Ecotopia
• i. The Fifth Sacred Thing
• j. Connections, not shared activities, make for a tight community
• II.F. Leader, Follower, Observer
• II.F.1. Followers - flaws and duties
• But Americans are individuals, not followers. (Not true)
• People are trained to be followers not leaders
• Personal experiences with small communities
• Moral Dimension - Good/Bad Effects
• Experiments
• The Dilemma of Obedience
• Fear induced engagement
• Breaking the authoritarian trap
• Group Responsibility
• Example: dum-dum mode
• Example: Trying to build a community group
• Example: How does Tamera handle hierarchy?
• Fixes for when there are no leaders stepping up
• Stop being an unthinking follower!
• II.F.2. Structure - selecting good leaders
• Play, experiment
• The rule of three
• Hierarchy
• The opinions of science are only the latest, not the last word
• The wealthy and powerful will work to increase their wealth and power
• II.F.3. Leaders - flaws and duties
• Duty vs. Rights
• A family cannot be a community
• The top manager is the primary determinant of an organization's culture
• Dirty Hands: The closer to the top the harder the choices
• Take a lead in something and listen to your followers
• Leaders initiating community
• Servant Leader and Higher-Power
• A leader also needs periods of emptiness to contemplate
• A true leader discourages dependency on them leading.
• Leaders should focus on the group as a whole, not much on individuals.
• A leader will point out examples of larger group issues.
• Group Health
• The Corruptible book author's recommendations for leader problems
• II.F.4 Summary
• II.G. Summary
• Response to Climate Emergency
• Small local communities are the most important

• A. Call to Action
• A.1. How to Find Joy in Climate Action
• A.2. Help make a better culture, starting with communities
• A.3. Teach and practice group communication technologies
• A.4. Create new communication technologies or group structures
• A.5. Encourage healthier Company structures
• A.6. Get involved in local politics
• Three Myths of Behavior Change
• A.7. Address the Tweedism and gerrymandering issues.
• A.8. Three major ecological areas that need action:
• From Joanna Macy's book Coming back to life
• Another point of view by Lynn Margulis:
• A.9. Trends that need to be started
• A.10. Some possible new rules. Spread these concepts.
• A.11. Help build the "reputation" foundation
• A.12. Balance
• a. Video: Why Modern Life Feels So Empty
• b. Video: "Why You Hate Modern Work"
• c. Competition vs. Cooperation
• A.13. Permaculture and Water
• a. Permaculture
• b. Water
• A.14. Setup or use a TimeBank, Tool Library, etc.
• A.15. Preserve and Enhance Villages
• A.16. Open up the knowledge commons
• A.17. Explore More
• Check out Jamie Wheal's ethical cult building toolkit
• Can "Promise Theory" be used
• B. Our Vision for A New Way of Living
• Short Version
• Long Version
• Structure
• Circles
• Processes
• Projects
• Hooks
• Problem Areas
• Main Points
• Tribe, Others
• Filters
• C. Acknowledgments
• D. About The Author
• E. Tools used to create this book
• [change these to H3 and H4 no-TOC headings]
• Process
• Write the book
• Review cycle
• Publishing Process
• Tools
• emacs
• make
• pandoc
• LibreOffice
• Libre-Bib
• GNU/Linux
• CVS
• git
• github
• Lulu
• Other programs or services
• Hardware
• Summary
• F. Primary Influences - People, Books, Articles
• G. Bibliographic Reference Key
• Citation (NAME-NN)
• Page (NAME-NN:pN), (NAME-NN:pN-pN)
• Location (NAME-NN:locN) (NAME-NN:locN-locN)
• Time (NAME-NN:Ns)
• Append to Link (NAME-NN:+url)
• URL Links and Alt links
• Dates

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