Protocol

Introduction

You have learned about our manifesto for the first time in our story. In this narrative, a new intelligence appeared for the first time. We then described and experienced our Manifesto, what unites us and what guides us, in our Handbook. Following that, we unfolded our Big Vision, the shared experience of the manifesto. We transformed this vision into ideas for all areas of life, and we created a new perspective for evaluating ideas. What follows now is our key that will unlock many of the big and still closed doors for us.

The attentive reader could already glean from our dawn letter that the one who contributes the most to achieving our vision in our alliance should also have the greatest entitlement to remuneration and the greatest entitlement to co-determination. Of course, this presupposes that we must precisely evaluate what contribution is, which was briefly outlined in the dawn letter. We therefore need to find a mechanism to measure merit to regulate this contribution in a reward and co-determination system that still needs to be created. It might seem obvious to not want to reinvent the wheel and to rely on proven vehicles that have seemingly already solved these challenges. Think of companies, political parties, or non-profit organizations. In all three vehicles, merit is evaluated, rewarded, and co-determination is organized.

However, in our view, this would merely be a workaround. A term introduced in our dawn letter and often used in the language of programmers. We believe that the organizational forms, companies, political parties and non-profit organizations individually and the market as a whole are burdened with a major problem. So we believe that these organizational forms are part of the cause of the great stagnation. This can be recalled briefly: Since the early 1970s, our entire species has entered a global process characterized by the absence of real key innovations. Thus, to create a real solution, it is necessary to tackle the problem on all levels and at the root. It is said that a good problem description is half the solution. In any case, we want to proceed with as much caution as possible and now in the next chapter, first examine what the problem is.