Resilience Operations Model

• Key Question: How can the ICN prepare for the unknowable, moving beyond risk assessment to the practice of strategic, values-aligned adaptability under pressure?

• Beyond Disaster Planning:

  • ARM isn't just about supply chain redundancies. Emphasize the 'socioemotional stress testing' of the ICN. Propose scenarios where external success masks growing internal factionalism, or where a windfall creates conflict over its ethical use.
  • "Planned Cannibalization": Could the ICN have mechanisms for intentionally dismantling portions of a successful Cell to seed new ventures during times of overall abundance? This fosters a culture where attachment to any particular 'asset,' even a thriving one, is balanced with a commitment to the long-term health of the network.

• The ICN as "Antifragile:" Introduce this concept (Nassim Taleb). ARM is about deliberate exposure to measured stress to reveal vulnerabilities that cannot be predicted in the abstract. This allows for counterintuitive strategies – intentional inefficiencies as a hedge against unforeseen change.

• Resource allocation that prioritizes the ICN's values over quick gains.

• "Ethical supply chain" development beyond fair-trade labels, towards deeper knowledge sharing and risk distribution.

• The backbone of daily function, ensuring ROM prioritizes long-term sustainability and member wellbeing over maximizing short-term profits. It focuses on efficient resource allocation, transparent decision-making structures, and building redundancy into core processes to maintain stability and equitable opportunity for all Cells. ROM encompasses both formal policies (e.g., profit sharing mechanisms) and informal norms within the network that encourage collaboration over cutthroat competition.