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guided_stigmergy [2022/08/21 13:12] – created jusrguided_stigmergy [2022/09/16 00:52] (current) – jusr
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 ===== Trust ===== ===== Trust =====
 +{{ :spreadsheet.png?180|}}
 +You can never truly trust in what information is presented, you can only extrapolate from what you know and from historical records to make decisions. Thus your desire to trust in something is a personal decision, but it still either generates a bad record or a good one. (See [[education|Leveraging stewardship & education]])
  
-You can never truly trust in what information is presented, you can only extrapolate from what you know and from historical records to make decisions, thus your desire to trust in something is a personal decision, but it still either generates a bad record or a good one. (See Leveraging Stewardship)+When it comes to records, the ledger system of accounting is the easiest for deciphering information. So you can more easily see, search through, and filter information of actions and their results.
  
-The ledger system of accounting is the easiest for deciphering information. So you can more easily see, search through and filter records of actions and their results. +===== Growth problems and reflective strategy =====
- +
-===== Growth problems =====+
  
 Instead of accounting to help with planning and decision making to reduce the chances of things going wrong, traditional stigmergic philosophy in team management often leaves things up to chance, or with the expectation that the form of communication used is adequate to inspire an opposing agent (or person) with a differing point of view, ability, communication style and background you may or may not be aware of. Instead of accounting to help with planning and decision making to reduce the chances of things going wrong, traditional stigmergic philosophy in team management often leaves things up to chance, or with the expectation that the form of communication used is adequate to inspire an opposing agent (or person) with a differing point of view, ability, communication style and background you may or may not be aware of.
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 ===== Rewards, appreciation, and incentives ===== ===== Rewards, appreciation, and incentives =====
  
 +Some think that rewards corrupt an individual's sense of doing something and not expecting anything in return. That doing so means they will then always expect the reward and won’t perform the task if it is no longer available, leading to environmental problems, or other social ills. 
  
-Some think that rewards esque an individual's sense of doing something and not expecting anything in return. That doing so means they will then always expect the reward and won’t perform the task if it is no longer available. But if an act is shown appreciation in any capacity, and that appreciation is kept on record, it becomes more clear where or when things were going right. And appreciation in at least some form helps keep people happy and still wanting to work together. +But if an act is shown appreciation in alternative ways, not always just as a [[explicit_vs_implicit_trade|like-for-like trade]], and that appreciation is kept on record, it becomes more clear where or when things were going right. And appreciation in at least some form helps keep people happy and still wanting to work together. (See [[https://openaccesseconomy.org/doku.php?id=education#leveraging_trust_and_reputation|Leveraging trust and reputation]] for examples)
 ===== Improving relationships ===== ===== Improving relationships =====
  
guided_stigmergy.1661087528.txt.gz · Last modified: 2022/08/21 13:12 by jusr