14 Sep 2020
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Our Social Contract to each other is built on 6 pillars:

• Trust, to communicate openly + honestly
• Keep it grounded + realistic
• Enable others to succeed
• Understand + respect the tech
• When we commit, we make it happen because we GIVE A DAMN
• Together, we KICK-ASS 

Amplify Our Social Contract

Personal Conduct Guidelines

Your time commitment

We expect everyone will commit at least 5 hours per week minimum. Many people commit much more than this. Whatever your commitment, if you need to change please let us know.

Your work commitment

When you say you’ll do something, we expect you’ll follow through. If life gets in the way (as it occasionally does for all of us) and you can’t do what you’ve said, we expect you to let us know (see Communicating below). Simple  🤠

Communicating participants are expected to support contemplative awareness and nonviolent communication in our relationships. This is especially important in online communications. Please consider other perspectives in network-related activity.

Your voice is welcome. Your perspective is valued. Your interests are interesting. The best thing you can do to give and receive value is participate.

Each week you’ll need to update your team’s Slack channel with your progress. Use your team channel to communicate general comments and updates. Only use 1to1 channels for direct/personal communications.

⚠️   After every work session (ie whenever you spend time working on isgood) you need to update the Clickup tasks with your progress.

And when things go wrong or you can’t meet an expectation, let someone know…see ‘you’ll get stuff wrong’ below.

You’ll get stuff wrong

We all make mistakes, especially when we’re learning. Many people join isgood because they wan to learn and develop their skills. You’ll get stuff wrong.

You give a damn

isgood is built by people that care enough about the future of planet and its inhabitants that they want to DO SOMETHING REAL with their skills and time. Expect to be in a team of changemakers and doers.

You respect the tech

You don’t need a deep understanding of how a car works to get in and drive the car. You just trust it to do what it is designed to do. Our tech is the same.

If the accepted use or data tells us that something is a certain way, then we should trust that the tech is ok that way. We don’t waste time arguing about something, or going over things again and again. Accept that it works, trust it is doing what it is expected, and keep moving forward.

With our tech (as with cars) the fundamentals are reviewed and updated regularly in the normal process of evolving technology, but you trust that evolution. Of course, normal development includes testing, so basic functionality is tested and verified as working as expected.

Intellectual Property

Ownership of intellectual property produced while working for is retained by the company and hence the members of the company while they are working for

All contributors and members at agree to transfer all intellectual property rights and interests (including copyright) in any ideas or materials they create relating to their provision of services at to

Members and contributors are taken to consent to’s use of such creations in a manner reasonably contemplated by their contribution and membership which is agreed when they start with the organisation.

As a member or contributor you also agree not to bring any claim for infringement of your moral rights in respect of that use. Members and contributors undertake not to compete or work for competitors, who are not collaborating officially with, for a period of two years after after ceasing to contribute or be a member of Members and contributors must agree to the current NDA required for their position (general requirement is the as of September 2019).


We’re a start up in pre-launch phase. If we grow the company successfully, the expectation is that we will all move to increased and paid employment within the company.

kickoff workshop sml Our Social Contract


All Hands

Each month we have an All Hands meeting for everyone working at isgood. It’s a chance to hear from each of the teams, ask questions and learn more about the organisation’s strategy.

You’ll receive an email inviting you to upcoming meetings when you first join isgood.

One on Ones

These are an opportunity to give and receive open feedback on progress, troubles and concerns. You can request a one on one at any time. They should be self-reflective (ie I feel/ I thought/ I noticed).

Virtual coffees

It’s not easy getting to know a team when we’re working remotely. So we’ve set up virtual coffees to help break the ice. Through Slack, you’ll be paired with a new team member each fortnight. You and your pairing choose a time to have a Zoom call for a ‘virtual coffee’. There’s no agenda for these calls, it’s simply a chance for one human to get to know another a little better.


The best retros are fast and frequent. A great tool is

Whenever you’ve finished a group piece of work or conversation ….. and you may feel uncomfortable or overjoyed, or you may just want to go over things …. do a retro and uncover the secrets of how to work better together and achieve more moving forward.

The points raised should be self-reflective (ie I feel/ I thought/ I noticed).  It can be very rewarding to have an honest and open review of how people felt about things, so you can unpack that and we can all work on ensuring the feels keep improving  🚀

Managing Conflict

If you feel uncomfortable or uncertain about issues or processes, please identify your concerns.  First check with “HR” if it is a known issue.  If they’ve already been identified in improvements or in active discussions, you will be invited to join the conversation.  If not, start a retro so we can discover ways which could help the whole organisation.

Good Support

Diversity & Inclusion is committed to developing and fostering a culture of diversity within an equitable workplace where all people are respected and valued. will take active steps to reflect the diversity of the communities it works in. This policy provides a framework to which all other policies should align. It provides direction to everyone at will better reach its overall goals if it is successful in systematically identifying and removing barriers to full participation in all aspects of our work. Increasing diversity has been consistently shown to help business succeed. It is essential for reaching both our financial and social goals. will:

  • Be guided by the principle that equity means more than treating people in the same way; it requires special measures and the accommodation of differences.
  • Advocate for learning and development opportunities to raise awareness and build understanding of equity and diversity in practice.
  • Not tolerate discriminatory behaviour, such as harassment, name-calling, and disparaging jokes, and will take responsibility for appropriately addressing such incidents.
  • Include a commitment to diversity in the selection process for who we bring into our community.
  • It is the responsibility of everyone at to ensure that we uphold  principles of equity and diversity in all our practices.

Working across cultures

Cultural diversity at isgood is one of our greatest assets. We’re a global organisation, with team members, partners and stakeholders from many different cultures.

Understanding cultural difference is a responsibility of all of us. It leads to better outcomes, a more effective team and greater job satisfaction for everyone. A well-researched tool to understand and compare your culture with those of others is Hofstede’s Cultural Dimesions. This tool helps develop an understanding of the underlying cultural drivers of the people we work with. You can compare your own culture with others across 6 key dimensions.

Decision Making is a network of highly autonomous individuals and teams that cooperate with a shared vision around what they want the company to achieve and how they want to have a positive impact on the world around them. As much as possible, we encourage people to make decisions for themselves. is also a network building shared commons, and pursuing shared aspirations, that call for collective agreements and commitments. There are a variety of situations where it is useful or necessary to make a formal decision as a group.

Key decisions at are made both online, polling based in tools such as Slack, or through in-person group based discussions/votes that require a quorum of members present for decisions to be made. At this time, the quorum required for key decisions to be made with members present is at least 70% or greater (ie. if the cooperative has 20 members then 14 must be present for a major in person decision to be made).

Members are the ultimate decision-makers for While we often delegate decision-making, such as to directors, coordinators, and leaders of work areas, all mandate traces back to the members.

Two important principles inform our decision-making processes: anyone affected by a decision should be able to participate in making it, and a person’s influence over a decision should be in proportion to the degree to which it affects them.

When decisions are made by a smaller group, they will take active steps to maintain their mandate from the wider group, and to operate transparently.

Decision Protocol: Consensus

For formal decisions, uses consensus decision-making, a methodology with a specific meaning and practice. Consensus does not mean unanimous agreement or engagement from everyone on all decisions. The key concept is consent (you can live with it), which is distinct from agreement (it’s your preference or first choice).


Formal decisions with everyone are only intended to be used when they will have significant impact on the wider cooperative. This Agreement is the core agreement from which all others derive their mandate.

In order to enable efficient decision-making, provide clarity to participants, comply with laws, and protect the network, certain formal decisions are delegated to specific people, groups, or processes other than a consensus decision. Decisions to change existing Agreements or create new ones are made by everyone in the network together.

Discussions & Proposals

Decisions are generally preceded by a discussion (see retro). It is recommended to allow space for open discussion before starting a proposal, to give people an opportunity to be actively involved in shaping the context of the decision, and to share relevant information and opinions.

Any participant can raise a proposal, which describes a clear course of action or resolution. Once a proposal has been created, participants are asked to state a position.

position meanings:

  • YES = you’re happy with the proposal.
  • ABSTAIN = you’re happy for the group to decide without you.
  • NO = you think there might be a better alternative, but you’re willing to go with the group’s decision.
  • BLOCK = you’ve got serious objections and you’ll be extremely unhappy if this proposal goes ahead.


At, a single block is sufficient to stop a proposal proceeding in most cases. This places a considerable responsibility on someone blocking to deeply consider their choice, and on everyone involved to respect the right to block and to work toward a resolution.

A decision to block should not be taken lightly, but if you feel strongly about an issue and really want to stop a proposal you actually need to block it, because simply disagreeing or arguing against is not a guarantee that it won’t be passed.

Blocking Policies

Place the good of the whole group above your own individual preferences.

You are not required to propose an alternative solution to raise a block, but you must articulate the nature of your block clearly so the group can understand the concern and work toward a resolution.

Simply vetoing a decision is not considered a responsible use of consensus blocking – you must be prepared to work collaboratively to try and reach a resolution, make time for conversations, and to help others understand the issue.

Blocks should only be used in cases where the blocker genuinely believes there is a significant risk of harm to the network, or that the proposal contravenes the fundamental values of

Note: Blocks by Members are binding. The question of whether blocks by contributors are or should be binding as well is ambiguous, with people in the community feeling strongly both ways. That ambiguity is intentionally left unresolved in this agreement.

Making Formal Decisions

Anyone can propose a formal decision at any time. We seek open, transparent decision-making and strive to enable the people who are affected by a decision to participate as fully as possible in making it. tries to make decisions with the widest possible circle of participants, while recognising the necessity and wisdom of delegating responsibility for certain decisions.

A formal decision is only required whenever there is a significant impact on the network. It is difficult to specify exact criteria for every case, so everyone is encouraged to use their best judgement to balance exercising autonomy with gaining shared understanding.

Formal decisions are needed for the following areas (some with the whole network, some with a subset of people or by a process which has been delegated by an Agreement).

lost lego man Our Social Contract

Agreements – creating new rules about how works

Brand – changing the logo and identity or utilizing it in a new context which may affect brand wellbeing.  Eg. Creating new pieces of collateral

Money – spending collective funds or for actions that impact our financial outlook

Tools & Processes – how the network as a whole will work and communicate

Relationships – commitments as a network with individuals or entities (such as invitations to membership, appointing directors, MOUs with ventures or other entities)

Buy-in & Awareness – when seeking a shared sense of ownership and support from the network as a whole

Decision Types

The default for all formal decision making in is the Standard Decision.

Standard Decision

Passes as long as there are no blocks
3 working days (5 working days encouraged when possible)
This is the default option and is used for most decisions at Ensures that no one strongly opposes a course of action, while allowing progress to move forward. If there are a large number of “no”s, it’s strongly advised to work on another iteration to find a better solution, but the proposer may move ahead at their discretion.
Additionally, we have other types of formal decisions for specific circumstances. When using any of the decision types below, it must be clearly specified in the proposal.

Significant Decision

Passes as long as there are no blocks and more than 50% of those stating a position agree
5 working days (10 working days encouraged when possible)
This option should be used for more consequential decisions, such as changes to Agreements.

Quorum Decision

Passes as long as there are no blocks.
Requires at least 75% of all eligible voters to agree or abstain (meaning at least ¾ of all group members must participate)
5 working days (10 working days encouraged when possible)
This option is used when a Special Resolution (as defined in the Constitution) is required

Emergency Decision

Passes even if there are blocks, but requires 75% of those stating a position to agree 10 working days. If faster action is required, the board can exercise its emergency powers.
This option is a safeguard when the normal decision making processes fails. This option is only used in specific circumstances where a minority block would be destructive, such as removing a member, contributor, catalyst or venture from the community or a role.

Decision Culture & Practice

The effectiveness of our decision-making practice depends on our collective culture. The following principles have been found to be helpful in supporting formal decision-making at

Your Participation

  • Share your genuine and honest views and opinions.
  • Be succinct and clear in your communication.
  • Modulate the volume of your contributions to leave space for equitable participation from others.
  • Practice empathy and ask questions. Listen to understand, not to find fault.
  • Contribute to discussion and decision making processes without concern that your views/perspectives will be grounds for cessation of membership.
  • Actively engage in order to help the group make progress.
    Be prepared to have your mind changed – don’t be overly attached to your ideas.
  • Consciously embrace diverse perspectives to reveal blind spots.
  • Ask for help if you are not adequately engaged or don’t understand an issue.

Enriching Engagement

  • Open multiple channels to get well-rounded input.
  • Involve people who are not in your geographical location and those you do not work with regularly.
  • If you encounter tension, conflict, or confusion, escalate communication to a higher bandwidth channel (loomio to chat, chat to video, video to one-on-one, one-on-one to mediation by a third party), and then report outcomes back to the group.
  • Take considered acts of facilitation to improve the experience of the group overall (examples: inviting in those we have not yet heard from, clarifying and summarising points raised, suggesting good timing for a proposal, etc).
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