fixed some typos in ch7

contents/english/7-0-policy.md

@@ -75,7 +75,7 @@ Yet while these technology hubs have become the envy and aspiration of (typicall
 Yet while dictating this mission, Lick did not prejudge the right components to achieve it, instead establishing a network of "coopetitive" research labs, each experimenting and racing to develop prototypes of different components of these systems that could then be standardized in interaction with each other and spread across the network.  Private sector collaborators played important roles in contributing to this development, including Bolt Beranek and Newman (where Lick served as Vice President just before his role at IPTO and which went on to build a number of prototype systems for the internet) and Xerox PARC (where many of the researchers Lick supported later assembled and continued their work, especially after federal funding diminished). Yet, as is standard in the development and procurement of infrastructure and public works in a city, these roles were components of an overall vision and plan developed by the networked, multi-sectoral alliance that constituted ARPANET. Contrast this with a model primarily developed and driven in the interest of private corporations, the basis for most personal computing and mobile operating systems, social networks, and cloud infrastructures.  
 
 
-As we have noted repeatedly above, we need not only look back to the "good old days" for ARPANET or Taiwan  for inspiration.  India's development of the "[India Stack](https://indiastack.org/)" has many similar characteristics.[^Indiastack]  More recently, the EU has been developing  initiatives including [European Digital Identity](https://commission.europa.eu/strategy-and-policy/priorities-2019-2024/europe-fit-digital-age/european-digital-identity_en)and [Gaia-X](https://gaia-x.eu/).  Jurisdictions as diverse as [Brazil](https://www.bcb.gov.br/en/financialstability/pix_en) and [Singapore](https://www.abs.org.sg/consumer-banking/fast) have experimented successfully with similar approaches.  While each of these initiatives has strengths and weaknesses, the idea that a public mission aimed at creating infrastructure that empowers decentralized innovation in collaboration with civil society and participation but not dominance from the private sector is increasingly a pattern, often labeled "digital public infrastructure" (DPI).  To a large extent, we are primarily advocating for this approach to be scaled up and become the central approach to the development of global ⿻ society.  Yet for this to occur, the ARPA and Taiwan models need to be updated and adjusted for this potentially dramatically increased scale and ambition.
+As we have noted repeatedly above, we need not only look back to the "good old days" for ARPANET or Taiwan  for inspiration.  India's development of the "[India Stack](https://indiastack.org/)" has many similar characteristics.[^Indiastack]  More recently, the EU has been developing  initiatives including [European Digital Identity](https://commission.europa.eu/strategy-and-policy/priorities-2019-2024/europe-fit-digital-age/european-digital-identity_en) and [Gaia-X](https://gaia-x.eu/).  Jurisdictions as diverse as [Brazil](https://www.bcb.gov.br/en/financialstability/pix_en) and [Singapore](https://www.abs.org.sg/consumer-banking/fast) have experimented successfully with similar approaches.  While each of these initiatives has strengths and weaknesses, the idea that a public mission aimed at creating infrastructure that empowers decentralized innovation in collaboration with civil society and participation but not dominance from the private sector is increasingly a pattern, often labeled "digital public infrastructure" (DPI).  To a large extent, we are primarily advocating for this approach to be scaled up and become the central approach to the development of global ⿻ society.  Yet for this to occur, the ARPA and Taiwan models need to be updated and adjusted for this potentially dramatically increased scale and ambition.
 
 [^Indiastack]: Vivek Raghavan, Sanjay Jain and Pramod Varma, "India Stack—Digital Infrastructure as Public Good", *Communications of the ACM* 62, no. 11: 76-81.
 
@@ -124,7 +124,7 @@ Furthermore, open source communities are just the tip of the iceberg in terms of
 
 
 
-Some organizations developing generative foundation models, such as [OpenAI](https://openai.com/charter) and [Anthropic](https://www.anthropic.com/news/the-long-term-benefit-trust), have legitimate concerns about simply making these models freely available but are explicitly dedicated to developing and licensing them in the public interest and are structured to not exclusively maximize profit to ensure they stay true to these missions.[^OAI]  Whether they have, given the demands of funding and the limits of their own vision, managed to be ideally true to this aspiration or not, one can certainly imagine both shaping organizations like this to ensure they can achieve this goals using ⿻ technologies and structuring public policy to ensure more organizations like this are central to the development of core ⿻ infrastructure.  Other organizations may develop non-profit ⿻ infrastructure but wish to charge for elements of it (just as some highways have tolls to address congestion and maintenance) while others may have no proprietary claim but wish to ensure sensitive and private data are not just made publicly available.  Fostering a ⿻ ecosystem of organizations that serve ⿻ publics including but not limited to open source models will be critical to moving beyond the limits of the academic ARPA model. Luckily a variety of ⿻ technologies are available to policymakers to foster such an ecosystem.
+Some organizations developing generative foundation models, such as [OpenAI](https://openai.com/charter) and [Anthropic](https://www.anthropic.com/news/the-long-term-benefit-trust), have legitimate concerns about simply making these models freely available but are explicitly dedicated to developing and licensing them in the public interest and are structured to not exclusively maximize profit to ensure they stay true to these missions.[^OAI]  Whether they have, given the demands of funding and the limits of their own vision, managed to be ideally true to this aspiration or not, one can certainly imagine both shaping organizations like this to ensure they can achieve these goals using ⿻ technologies and structuring public policy to ensure more organizations like this are central to the development of core ⿻ infrastructure.  Other organizations may develop non-profit ⿻ infrastructure but wish to charge for elements of it (just as some highways have tolls to address congestion and maintenance) while others may have no proprietary claim but wish to ensure sensitive and private data are not just made publicly available.  Fostering a ⿻ ecosystem of organizations that serve ⿻ publics including but not limited to open source models will be critical to moving beyond the limits of the academic ARPA model. Luckily a variety of ⿻ technologies are available to policymakers to foster such an ecosystem.
 
 [^OAI]: OpenAI, "OpenAI Charter", *OpenAI Blog* April 9, 2018 at https://openai.com/charter. Anthropic, "The Long-Term Benefit Trust", *Anthropic Blog* September 19, 2023 at https://www.anthropic.com/news/the-long-term-benefit-trust.
 
@@ -136,7 +136,7 @@ Furthermore, whatever the ideal structures, it is unlikely that such public inte
 
 To allow the flourishing of such an ecosystem will depend on reorienting legal, regulatory, and financial systems to empower these types of organizations.  Tax revenue will need to be raised, ideally in ways that are not only consistent with but actually promote ⿻ directly, to make them socially and financially sustainable.  
 
-The most important role for governments and intergovernmental networks will arguably be one of coordination and standardization.  Governments, being the largest actor in most national economies, can shape the behavior of the entire digital ecosystem based on what standards they adopt, what entities they purchase from and the way they structure citizens' interactions with public services.  This is the core, for example, of how the India Stack became so central to the private sector, which followed the lead of the public sector and thus the civil projects they supported. 
+The most important role for governments and intergovernmental networks will arguably be one of coordination and standardization.  Governments, being the largest actor in most national economies, can shape the behavior of the entire digital ecosystem based on what standards they adopt, what entities they purchase from and the way they structure citizens' interactions with public services.  This is the core, for example, of how the India Stack became so central to the private sector, which followed the lead of the public sector and thus the civil projects they supported.
 
 Yet laws are also at the center of defining what types of structures can exist, what privileges they have and how rights are divided between different entities.  Open source organizations now struggle as they aim to maintain simultaneously their non-profit orientation and an international presence.  Organizations like the [Open Collective Foundation](https://opencollective.com/foundation) were created almost exclusively for the purpose of allowing them to do so and helped support this project, but despite taking a substantial cut of project revenues [was unable to sustain itself](https://blog.opencollective.com/open-collective-official-statement-ocf-dissolution/) and thus is in the process of dissolving as of this writing. The competitive disadvantage of Third-Sector technology providers could hardly be starker.[^OCFdiss] Many other forms of innovative, democratic, transnational organization, like Distributed Autonomous Organizations (DAOs) constantly run into legal barriers that only a few jurisdictions like the [State of Wyoming](https://www.wyoleg.gov/2024/Introduced/SF0050.pdf) have just begun to address.  While some of the reasons for these are legitimate (to avoid financial scams, etc.), much more work is needed to establish legal frameworks that support and defend transnational democratic non-profit organizational forms.  
 

contents/english/7-1-conclusion.md

@@ -59,7 +59,7 @@ With more systemic imagination and ambition, there are opportunities to pursue
 
 Policy leaders can form political platforms and perhaps even political parties around comprehensive ⿻ agendas.  Regulators and civil servants can deeply embed ⿻ into their practices, improving public engagement and speeding the loop of input.  Employees of international and transnational organizations can begin to reform their structure and practices to harness ⿻ and to substantively embody ⿻, moving away from "international trade" to substantive, supermodular international cooperation and standards setting.  
 
-Business and more broadly organizational leaders can harness ⿻ to transform their internal operations, customer relations, hiring practice and corporate governance.  They can promote more dynamic intrapreneurship by gradually shifting resources and power from siloed hierarchical divisions to emergent dynamic collaborations.  They can harness augmented deliberation to facilitate better meetings and better customer research.  They can apply generative foundation models (GFMs) to look for more diverse talent and to reorganize their corporate form to make to make it more directly accountable to a wider range of regulators, diffusing social and regulatory tension in the process.
+Business and more broadly organizational leaders can harness ⿻ to transform their internal operations, customer relations, hiring practice and corporate governance.  They can promote more dynamic intrapreneurship by gradually shifting resources and power from siloed hierarchical divisions to emergent dynamic collaborations.  They can harness augmented deliberation to facilitate better meetings and better customer research.  They can apply generative foundation models (GFMs) to look for more diverse talent and to reorganize their corporate form to make it more directly accountable to a wider range of regulators, diffusing social and regulatory tension in the process.
 
 Academics and researchers can form new fields of inquiry around ⿻ and harnessing ⿻ to empower these new collaborations bridging fields like sociology, economics and computer science.  They can invent disciplines that regularly train experts in ⿻, teach a new generation of students to employ ⿻ in their work and forge closer relationships with a variety of communities of practice to shorten the loop from research ideation to practical experimentation.
 
@@ -90,7 +90,7 @@ This is why, of course, there can be no top-down, one-size-fits-all path to ⿻.
 
 [^Lord]: William Golding, *The Lord of the Flies* (London: Faber and Faber, 1954).
 
-If you believe that the central condition of a thriving, progressing, and righteous society is social diversity, and collaboration across such rich diversity – then come on board.  If you believe that technology, the most powerful tool in today’s society, can yet be made to help us flourish, both as individuals and across our multiple, meaningful affiliations – then come on board.  If you want to contribute to ⿻’s immediate horizon, intermediate horizon, or truly transformative horizon —or across all of them—you have multiple points of entry. If you work in tech, business, government, academia, civil society, cultural institutions, education, and/or on the home-front, you have limitless ways to make a difference. 
+If you believe that the central condition of a thriving, progressing, and righteous society is social diversity, and collaboration across such rich diversity – then come on board.  If you believe that technology, the most powerful tool in today’s society, can yet be made to help us flourish, both as individuals and across our multiple, meaningful affiliations – then come on board.  If you want to contribute to ⿻’s immediate horizon, intermediate horizon, or truly transformative horizon — or across all of them — you have multiple points of entry. If you work in tech, business, government, academia, civil society, cultural institutions, education, and/or on the home-front, you have limitless ways to make a difference. 
 
 This book is just one part of a great tapestry.  One author of this book, for example, is also Executive Producer of a forthcoming documentary (mentioned above) about the life of another, which we suppose will reach a far broader audience than this book can; together we have founded another institution to [network academics](https://plurality.institute) working on ⿻, obviously a much narrower audience.  While these are just a couple of examples, they illustrate a crucial broader point: for 1000 people to be deeply involved (say in writing the book), they will need each 100 that will read it and they in turn will need each 100 who know about it and are supportive of the general idea.  Thus to succeed we need people at wide levels of engagement in mutually supportive relationships.