Skip to main content

ICN Interview 1 ↺ Prompt 20 ↺ Response 6

Prompt​

The paper is going to be called "PARTS: A Blueprint for Value-Driven Organizational Resilience and Evolution."

Generate a comprehensive outline for: Conclusion

Generation 1​

Absolutely! Here's a comprehensive outline for crafting a conclusion that balances cautious optimism with a frank acknowledgment of the challenges yet to be overcome, as well as highlighting the unique contributions of the ICN experiment.

I. Restating the Core Tenets – Why This Matters

  • Beyond Mere Survival: The PARTS framework isn't designed solely to protect the ICN during crises, but to ensure that the ICN's very act of enduring doesn't erode its founding principles. Contrast this to real-world examples of organizations founded on noble ideals slowly morphing into the very thing they once opposed due to a lack of safeguards anticipating internal ethical decay.
  • The Price of Ambition: The ICN's ambition is to reshape the very concept of economic activity. Acknowledge the potential for unintended consequences at this scale. Could the tools that make ethical decision-making more transparent at the Cell level be weaponized when the ICN competes with traditional businesses? Could the focus on resilience lead to risk aversion, stifling the disruptive innovation the ICN promises?
  • Invitation to Co-Creation: Emphasize that the PARTS framework is a starting point, not a final destination. Invite theorists, practitioners in other fields, and even skeptics to refine and challenge the models presented. This signals an openness to evolution that will be essential for the ICN's long-term success.

II. Lingering Questions – The Hard Problems that Excite, Not Discourage

  • The Limits of Measurement: The PARTS framework relies heavily on continuous self-analysis. However, some of the ICN's core values (equity, psychological well-being, a sense of shared ownership) are notoriously difficult to quantify. How can the ICN avoid becoming overly reliant on what's easily measurable, potentially neglecting crucial aspects of member experience that cannot be reduced to a dashboard metric?
  • Ethics as an Evolving Target: If the ICN succeeds in nudging wider market behavior towards more responsible practices, the goalposts for what constitutes truly 'ethical' business will inevitably shift. Can the PEM (Participatory Evolution Model) itself adapt quickly enough to avoid the ICN becoming a relic of past victories, resting on its laurels while new vulnerabilities emerge?
  • Scaling the Unscalable?: The ICN's emphasis on face-to-face interactions, informal mentorship, and consensus-building might be vital for social cohesion at small scales. Can these be preserved as the network expands? Is it a feature, not a bug, if the ICN fosters intentional fragmentation (multiple smaller ICN-like entities) instead of becoming a single monolithic system competing with global corporations?

III. The ICN's Legacy – Even Partial Success is Transformative

  • Changing the Conversation: Even if the ICN never achieves its fullest ambitions, the PARTS framework offers a powerful vocabulary and diagnostic toolset for other organizations committed to ethical operations. Highlight specific concepts (ex: the 'ethical stress tests' introduced by the ARM) that could be widely adopted to mitigate the hidden harms of existing economic models.
  • Inspiration and Cautionary Tale: The ICN's public commitment to honest self-analysis, including the sharing of its failures, is itself a radical act in a business culture that celebrates curated success stories. Regardless of the network's longevity, this transparency offers a roadmap for others, demonstrating the importance of building mechanisms for detecting internal drift away from founding ideals as an essential part of long-term resilient design.
  • The Power of the Imperfect Attempt: History offers countless examples of failed utopian projects. It's the ICN's commitment to continuous evolution, its willingness to embrace controlled risk and confront its own flaws, that makes it a potential turning point. Emphasize that the PARTS framework is a bet on the power of collective intentionality to shape systems, even—especially—when those systems fall short of their own aspirations.

IV. A Call for Action – Beyond the Academic

  • The "PARTS Challenge": Invite businesses, NGOs, and even government entities to select ONE element of the PARTS framework to trial within their existing operations. This casts the ICN as a laboratory of practical insights, not just a source of theoretical debate.
  • Interdisciplinary Collaboration: Outline specific research avenues where outside expertise is crucial. Could ecologists advise on the ARM's resilience strategies, primatologists help analyze informal power dynamics exposed by SIM, or legal theorists help reimagine contract language to prioritize values alongside traditional profit-driven clauses? Specificity here strengthens credibility.
  • The Ethical Imaginary: The ICN's true impact may be its ability to expand our notion of what economic success looks like. End on an aspirational note, highlighting the potential for PARTS-like models to inspire solutions that prioritize wellbeing and long-term planetary health alongside purely financial measures.

Let me know if you'd like help crafting a final paragraph that is both emotionally resonant and leaves the reader with a lingering sense of provocative questions, not comfortable solutions. That's the power of an effective conclusion!

Generation 2 ↻ Longer​

Absolutely! Let's expand upon the previous outline, ensuring the conclusion not only summarizes the key points but actively propels the reader into deeper engagement with the ICN's potential, risks, and broader implications.

I. Reconnecting with the Human Element

  • Beyond Market Actors: Throughout the paper, the discussion likely focused on the ICN as a novel system. Remind the reader that this system is comprised of individuals, their hopes, and potential for disappointment if the ICN's promises falter. Could a quote from an early ICN member, reflecting on their motivations for joining and their ongoing concerns, ground the conclusion in the messy reality that these models aim to address?
  • Confronting the "Efficiency Bias": Acknowledge the deep-seated cultural belief that ethical action is a luxury traditional businesses can't afford in a competitive market. The ICN challenges that assumption head-on. Reiterate that the PARTS framework is a deliberate attempt to expose the hidden costs of this 'efficiency at all costs' mindset, from ecological damage to erosion of trust within communities.
  • The Risk of Becoming the Ideal: The ICN cannot merely exist as a theoretical model. Its strength lies in action, but that action inevitably creates new vulnerabilities. If it succeeds in shifting the landscape, will future bad actors adopt the language of the ICN without its true commitment to ethics, further muddying the waters of what constitutes 'responsible' business?

II. Unanswered Questions as Engines of Progress

  • Can "Ethical Tech" Outpace Exploitation? TIM's commitment to developing technology with values embedded in its very code is unprecedented. But can it stay ahead of those who will seek to weaponize similar technologies for less benevolent means? Is the ICN committed to a public 'arms race of ethics' where its innovations are rapidly shared with the wider world, knowing this could create unpredictable risks in the short term?
  • When Participation Fails: The PEM is built on the belief that informed, collective decision-making leads to better outcomes. But what happens when consensus is impossible, or a vocal minority consistently obstructs the will of the majority? Are scenarios where 'benevolent authoritarianism' becomes necessary foreseeable? If so, how are safeguards against its misuse designed into the very fabric of the PARTS framework?
  • The Unknown Costs of Resilience: The ICN's emphasis on building in redundancies, anticipating disruptions, and cultivating adaptability is essential for its survival. Yet, could this lead to a culture that is overly cautious, choosing the well-trodden, 'safe' path over innovation that carries higher risks of failure? How can the ICN balance resilience with a commitment to bold experimentation necessary to fulfill its transformative potential?

III. The ICN's Legacy – Impact, not Perfection

  • The Battleground of Metrics: The PARTS framework introduces new ways to measure success – but those measurements will themselves be fiercely contested. Could the ICN partner with organizations focused on alternative economic indicators (beyond GDP, prioritizing environmental impact, etc.)? This expands their reach, inviting collaboration in redefining what progress looks like at a societal scale.
  • "Failure as Feature": In a culture that punishes mistakes, the ICN's openness about setbacks is revolutionary. Highlight the potential psychological research avenues this enables: how does a collective mindset prioritizing learning from failure impact member wellbeing, risk tolerance, and collaborative problem-solving in the face of unexpected challenges?
  • Beyond the Economic: The ICN experiment, if successful, could reframe our understanding of competition, resource distribution, and technological development. Emphasize that its true legacy may be less about creating a perfectly ethical economic model and more about opening up new possibilities previously deemed incompatible with large-scale, efficient operations in the real world.

IV. Call to Action – A Community of Co-Creators

  • "Choose Your Own Adventure" Adaptations: Could the PARTS framework be turned into an interactive tool? Decision trees and hypothetical scenarios for other organizations to 'test drive' demonstrate its applicability, while gathering valuable data on under which conditions it falters.
  • ICN as a Catalyst, Not a Destination: Invite collaboration with movements working on parallel challenges (democratic governance reform, decentralization of power structures, etc.). The ICN shouldn't be an isolated island but actively engage in and support wider social movements working towards systemic change. This counters the perception that the ICN is solely focused on its internal perfection and recognizes that its success is intertwined with a broader shift in values.
  • The Audacious Ask: Could the ICN commit to funding 'adversarial research'? This involves identifying its most controversial claims, then providing grants to those seeking to disprove them. Such radical transparency, while risky, signals an unshakeable belief in the resilience of the PARTS framework and is the truest test of its ability to withstand scrutiny.

Closing Note: A final paragraph referencing a specific real-world crisis, one that the PARTS framework could offer a unique perspective on, makes the abstract tangible. It leaves the reader pondering not just the ICN's theoretical potential, but its urgent necessity in the here-and-now.

Let me know if you'd like help fleshing out a specific call to action with concrete examples, or crafting a closing paragraph that evokes a sense of both the peril and the potential of this grand experiment.

Generation 3 ↻ Longer​

Absolutely! Here's an extended conclusion, building upon the previous concepts and introducing new provocative directions to leave the reader energized and wanting to participate in what the ICN offers.

I. The True Measure of Success: Ripple Effects and Unexpected Allies

  • Redefining the "Market": The ICN's success shouldn't merely be gauged by its own longevity. Could it trigger a cascade effect, with competitors forced to adopt more ethical practices to remain viable? Would the presence of value-driven entities in the market shift consumer expectations, eroding the power of those content with the bare minimum of corporate social responsibility fig leaves?
  • Inspiration for the Unexpected: The PARTS framework has applicability far beyond cooperative economics. Could it be adapted by urban planners seeking to design resilient cities in the face of climate change? Might it inspire new forms of distributed, open-source research networks in scientific fields plagued by funding biases? Highlighting these unexpected potential applications emphasizes the ICN's role as a generator of possibility, not a blueprint to be rigidly followed.
  • The Ethics of Imitation: If bad actors mimic the ICN's practices superficially for profit, this is, paradoxically, still a form of long-term success. It forces a deeper conversation about what constitutes genuinely ethical business, pushing the ICN to constantly refine its own standards, while simultaneously demonstrating that values-driven models can be forces to be reckoned with in the wider market.

II. The Invitation to Collaborate: A Movement, Not a Model

  • "Gaming" the Future: Could the ICN launch a collaborative project to design simulations that explore its potential long-term impact? These wouldn't be predictive models, but tools to surface hidden assumptions and unintended consequences. They could take the form of immersive games accessible to the public, fostering a sense of collective ownership over the ICN's future trajectory.
  • The ICN as "Living Research Subject": The network's commitment to self-scrutiny offers unparalleled research opportunities for fields ranging from behavioral economics to organizational psychology. Could a portion of ICN-generated data be designated as a "commons," freely accessible to academics with the understanding that their findings (both positive and negative) are made public? This builds a bridge to the scientific community and positions the ICN as a model of intellectual humility and a commitment to constant improvement.
  • Scaling Up Solidarity: If successful, the ICN will face pressure to expand rapidly. Could it develop a "mentorship program" for other organizations seeking to adopt the PARTS framework? This emphasis on knowledge-sharing, over pure self-replication, counters the tendency towards insularity that can plague successful social movements. It also allows for the identification of common pitfalls and the iterative refinement of the PARTS framework based on the experiences of diverse implementations.

III. Embracing the "Known Unknowns": Charting a Path into Uncertain Territory

  • When Rigor Mortifies: The ICN's strength lies in its adaptability, yet its complex models require a certain level of formalization to function. How can it prevent the PARTS framework from becoming a rigid dogma that stifles the very innovation it was designed to foster? Could a "ritual of disruption" be built into the network's operations, mandating regular challenges to core assumptions with no element deemed beyond questioning or revision?
  • The Dangers of "Mission Creep" Revisited: Even within a network prioritizing ethical action, the temptation will arise to compromise under pressure of unforeseen threats to survival. Acknowledging this explicitly invites scenario planning that goes beyond protecting the ICN from external attacks. How can the ICN safeguard against a slow degradation of its own values in the name of necessary adaptation, recognizing that its greatest enemy may ultimately come from within?
  • Confronting the Specter of Cooptation: The ICN's very success may make it a target for infiltration by those seeking to control its influence. Could a "stress test" be devised to simulate a targeted takeover attempt? This forces the network to explicitly design mechanisms of defense not only against overt aggression but against the subtler threat of those claiming to champion its ideals while manipulating them for their own gain.

Final Thought: The Legacy of Imperfection

True progress is rarely linear. The ICN, by its very nature, is an experiment with an uncertain outcome. Remind the reader that its greatest legacy may lie not in the achievement of an idealized state, but in the courageous act of challenging the deeply ingrained belief that ethical action and effectiveness at scale are mutually exclusive. In a world struggling to confront complex, interconnected crises, the ICN's ambition is a form of hope, offering a roadmap not towards a predetermined utopia, but towards a future where the very process of building a better system is understood to be as important as the goal itself.

Let's make it even more evocative! Would you like to brainstorm potential collaborative projects the ICN could launch to engage the public in envisioning its long-term impact? Or would you like me to craft a final paragraph that paints a vivid image of the world the ICN's success would enable, a world that both inspires and makes the reader slightly uncomfortable with the audacity of the vision?

Generation 4 ↻ Simpler​

Absolutely! Here's a simpler, more streamlined version of the conclusion, focusing on clarity and a sense of urgency without sacrificing the core message:

I. Beyond the Network: Measuring Success by Impact

  • Shifting the Market Dynamic: Could the ICN's very existence alter expectations around what is considered responsible business practice? Even if competitors adopt some of its methods out of necessity, this constitutes a long-term victory – demonstrating that ethical decision-making can be a competitive advantage, not a hindrance.
  • Unexpected Adaptations: The PARTS framework isn't just for cooperatives. Could its emphasis on resilience, transparency, and values-driven design inspire innovations in fields ranging from urban planning to scientific research? Highlighting these cross-disciplinary applications underscores that the ICN isn't offering a rigid solution, but a blueprint for rethinking how we approach complex problems.
  • The Risk of Surface-Level Imitation: Some may seek to cynically mimic the ICN's success. This isn't a failure, but an opportunity. It forces a deeper conversation about true ethical practice, pushing the ICN to continuously raise its standards and expose attempts at 'ethics washing' by less principled actors.

II. The Call to Action: Building a Movement, Not Just a Model

  • Open-Source Evolution: The ICN stands to become the world's foremost laboratory for understanding ethical organizational dynamics. Could a portion of its data, anonymized and curated, be made freely accessible to academics across disciplines? This fosters collaboration and positions the ICN as a leader in understanding how values translate into real-world outcomes.
  • Sharing Knowledge, Not Just Success: As the ICN grows, it must avoid becoming insular. Could it develop a mentorship program to assist other organizations seeking to adopt the PARTS framework? This emphasis on knowledge sharing prevents stagnation and allows for constant refinement of the model based on diverse experiences and contexts.
  • Embracing the Experimental Spirit: The ICN needs 'built-in' mechanisms for self-critique. Could a portion of its resources be dedicated to funding researchers specifically tasked with exposing its shortcomings and identifying potential for internal corruption? This proactive approach to addressing its own vulnerabilities is a powerful sign of commitment to its founding ideals.

III. The Dangers Ahead: A Vigilance Worthy of the Vision

  • The Seduction of Compromise: In moments of crisis, even the most well-intentioned organizations are susceptible to sacrificing values for immediate survival. The ICN must develop strategies and early warning systems to identify the subtle erosion of its principles under pressure.
  • Success as a Vulnerability: As the ICN gains influence, it may attract those seeking to manipulate it for their own ends. What mechanisms can it establish to resist both overt attacks and subtler forms of internal takeover by those who feign allegiance to its ideals but ultimately seek power or personal gain?
  • The Paradox of Progress: The ICN's success hinges both on adaptability and a rigorous commitment to its core values. How can it remain intellectually agile without surrendering the ethical principles that make it unique?

Final Thought: An Imperfect Legacy of Audacious Hope

The ICN's enduring contribution might not be the creation of a perfect system, but the daring act of building an ethical framework designed to function and thrive in the real world's messy complexity. It challenges the cynicism that claims values and effectiveness are incompatible, offering a pathway towards a future where businesses create value for all stakeholders, not just shareholders. The ICN's journey is an invitation for everyone – entrepreneurs, academics, and ordinary citizens disillusioned with the status quo – to reimagine what the economy could be, and to participate in actively building that better future.

Let me know if you'd like a shorter final paragraph that encapsulates the network's essence in a few powerful sentences, or a brainstorm on how to translate these ideas into a compelling "call to action" for different audiences (potential collaborators, funders, etc.).

Generation 5 ↻ More Professional​

Absolutely! Here's a revised conclusion focusing on a more formal tone, emphasizing the potential for rigorous academic discourse and measurable real-world impact:

I. Expanding the Field: Implications for Economic Theory and Organizational Practice

  • Challenging Orthodoxies: The ICN's success demands a re-evaluation of traditional assumptions about the incompatibility of ethical principles and economic viability. Its emphasis on long-term resilience, distributed decision-making, and the role of social capital in organizational success could provide valuable insights for both cooperative studies and broader economic theory.
  • A Blueprint for Adaptability: The PARTS framework offers a nuanced model for organizational structures designed to withstand external shocks and internal conflicts. This has applicability far beyond the cooperative movement, informing fields such as disaster response, supply chain management, and the design of resilient socio-technical systems.
  • The Ethics of Imitation: The ICN should proactively anticipate attempts at co-opting its success by less principled actors. Rigorous documentation of its internal processes and the development of metrics to differentiate between genuine adherence to its values and superficial 'ethics washing' will become crucial for maintaining the ICN's integrity and fostering a wider shift towards responsible business practices.

II. The Research Imperative: From Model to Empirical Evidence

  • A Living Laboratory: The ICN's commitment to transparency and data sharing has the potential to transform it into a global resource for researchers across disciplines. The longitudinal tracking of its evolution, its responses to challenges, and the correlation between its values-driven approach and both economic and social outcomes will provide an invaluable dataset for understanding the complex dynamics of ethical organizational behavior.
  • Fostering Collaborative Inquiry: The ICN should actively cultivate partnerships with academic institutions, establishing formal research fellowships and hosting conferences specifically focused on the PARTS framework. This bidirectional knowledge exchange will ensure that the ICN's model continuously benefits from the insights of diverse thinkers and is refined through rigorous analysis.
  • Rigor in Self-Critique: The ICN must demonstrate an unwavering commitment to continuous self-examination. The creation of an independent "Adversarial Research Unit" within its structure, tasked with identifying vulnerabilities and potential pathways to internal corruption, would signal its seriousness in anticipating and mitigating the unique threats faced by values-driven organizations.

III. The ICN's Challenge: Preserving Ideals While Scaling Impact

  • Vigilance Against Compromise: The ICN must develop "ethical stress tests," simulating scenarios where short-term gains clash with its core principles. By proactively identifying these pressure points, it can develop preemptive safeguards and ensure that its commitment to its values remains non-negotiable.
  • Resisting Co-Option: As the ICN gains prominence, it must establish robust mechanisms for filtering out actors seeking to exploit its reputation or subvert its decision-making structures. By developing a rigorous auditing and certification process for entities claiming alignment with the PARTS framework, the ICN can maintain its integrity while encouraging the wider adoption of ethical business practices.
  • Dynamic Equilibrium: The ICN's success hinges on balancing the need for adaptability with an unwavering adherence to its founding principles. The PARTS framework must continuously evolve in response to real-world data and external pressures, without sacrificing the core values that define the ICN's unique identity and mission.

Final Thought: Redefining Success, Reimagining the Economy

The ICN is both a practical experiment in ethical enterprise and a challenge to the dominant economic paradigm that prioritizes short-term profit maximization at the expense of long-term sustainability and human wellbeing. Its success will be measured not only by its financial metrics but by its ability to foster a more just, inclusive, and resilient economic landscape. The ICN invites researchers, practitioners, and all concerned with the future of business to join this ambitious project, to critically examine its model, contribute to its refinement, and collectively work towards an economy that serves the common good.

Let's tailor this further! Do you want to emphasize the potential avenues for collaboration with specific academic disciplines (e.g., behavioral economics, complexity science)? Or could we make the final paragraph even more concise and actionable, providing specific steps the ICN could take to solidify its position as a leader in ethical business research?

Generation 6 ↻ Simpler​

Absolutely! Let's craft a simpler conclusion that still retains the sense of potential impact and the call for collaboration:

I. Beyond the Business Case: Transforming How We Think About Success

  • Economic Evolution: The ICN challenges us to rethink the very definition of a successful business. Can a focus on long-term resilience, member wellbeing, and ethical decision-making lead to both financial sustainability and lasting positive impact? The ICN's journey will provide crucial answers, with implications for both cooperative ventures and the wider business landscape.
  • The Power of Practice: The PARTS framework isn't just a theoretical model. Its strength lies in its application in the real world, its ability to withstand the complexities and unpredictable challenges that all organizations face. The ICN's focus on adaptability ensures that its model will evolve in response to its own experiences, providing a valuable blueprint for others seeking to build ethical and resilient enterprises.

II. The Invitation to Collaborate: Building a More Just Economy Together

  • A Living Laboratory: The ICN stands ready to share its data, its successes, and its failures with researchers across disciplines. By studying how its values-driven approach translates into concrete decisions, resource management, and responses to crises, we can gain invaluable insights into the possibilities and the pitfalls of ethical business models.
  • Collective Inquiry: The ICN invites academics, practitioners, policymakers, and all concerned with building a better future to engage in a collaborative dialogue. The PARTS framework is a starting point, a foundation for further refinement, critique, and the development of even more innovative approaches to balancing profit with purpose.
  • Vigilance and Transparency: The ICN recognizes the inherent risks of success. It must continuously self-scrutinize, proactively identifying potential threats to its values and developing mechanisms to prevent compromise as it scales its impact. Transparency is key to maintaining trust and ensuring that the ICN's successes can be ethically replicated, fostering a broader shift towards responsible business practices.

III. The Journey Ahead: From Ambition to Action

The ICN's legacy will be determined by its ability to walk the walk, to demonstrate that its commitment to values is both unwavering and compatible with its long-term viability. The PARTS framework provides a roadmap, but the real test lies in the choices made in the face of unexpected challenges. The ICN invites all those who believe in the possibility of a more just and sustainable economy to join this journey, to learn from its successes, contribute to its evolution, and shape a future where profit and purpose are not seen as opposing forces but as essential components of a truly thriving economic system.

Customization: Let me know if you'd like a version with even more concrete examples of potential research questions the ICN's data could help answer or if we should include a specific call for collaboration with researchers studying specific topics like supply chain ethics or the impact of technology on democratic decision-making.

Generation 7 ↻ More Casual​

Absolutely! Let's shift towards a more informal and conversational style, emphasizing the excitement of an ongoing experiment rather than the formality of a traditional academic conclusion:

I. So... Can It Work? Beyond the "Nice Idea" Stage

  • Not Just Surviving, but Thriving: The ICN isn't about proving cooperatives can scrape by in a cutthroat world. The goal is to show that prioritizing things like member wellbeing, long-term thinking, and ethical innovation can actually lead to a different kind of success that more traditional businesses might start emulating – because it works, not just because it feels good.
  • Data That Tells a Story: The ICN is going to collect a ton of information on what works, what REALLY doesn't work, and what falls into that messy 'sometimes' category. This isn't just about numbers; it's a map of how good intentions navigate the real world. Researchers, take note!

II. We're Not Done Yet (And That's the Point)

  • Open-Source Evolution: The PARTS framework is a starting point, not a bible. The ICN is committed to figuring out its own blind spots, learning from mistakes, and adapting as it faces new challenges. This means being honest about failures as well as wins, because that's how you build something that has staying power.
  • Think Tank meets Do Tank: We need people who want to pick this thing apart. Economists, philosophers, tech ethicists... if the ICN makes you think "this will fail spectacularly because..." we want to hear about it! Help us build a better model, stress-test these ideas. It's more fun to break stuff together than just watch it fall apart later, right?
  • The "Whoops" Factor: Success can be as dangerous as failure, in its own way. The ICN has to stay vigilant against becoming that thing it set out to change – a big, bloated system that sacrifices values for size. This means constant self-scrutiny and the willingness to change course if things start feeling a little too comfortable.

III. It Takes a Village to Build an Ethical Economy

The ICN isn't a utopian commune hiding from the world; it's one experiment with the potential to spark others. Success here won't mean everyone copies the model exactly, but that businesses, policymakers, and even your average grocery shopper begin demanding better options. The ICN wants to be part of that shift, a proof of concept that inspires the next wave of innovations that place people and the planet alongside profit in the definition of what success truly means.

Let's Get Real: Is there a specific criticism of cooperative models you'd like to address in the conclusion? Or a particularly mind-blowing data point the ICN could potentially uncover that you want to dangle in front of researchers as a hook? Let's tailor this to really grab people's attention!