I gaze upon a society of enlightened individuals on January 1st, 2050, as we collectively celebrate the new year and reflect on my role in bringing about this transformation.
Allow me to paint a picture of what I observe:
In Oakland, CA, I witness a population that is both physically and mentally actualized—strong, present, and prepared for the uncertainties of life. Each person optimizes their existence for joy, participating in thousands of action communities where members collaboratively engage in various projects. These communities yield a plethora of societal benefits, ranging from new art forms and technologies to research projects on rare diseases, innovative exercise routines, dances, and initiatives focused on preserving endangered animals.
Today, we come together to share and celebrate the outcomes of these action communities in 2049.
Among the achievements are three new musical instruments, seven new dances, ten novel types of physical exercises tailored for different maladies, fifteen protocols to prevent or reverse diseases, 200 fresh recipes, 500 new songs, and a staggering 10,000 new mentors graduating from their year of mentorship.
Booths representing these communities line the streets of downtown Oakland and the shores of Lake Merritt, inviting members and tourists alike to explore a multitude of innovations. This annual event draws thousands of visitors from China, India, and across North America.
Every street offers a feast for the senses, with new smells, textures, and colors captivating all who attend.
These innovations include blocks of new technologies—some designed to enhance the resource efficiency of homes, others focused on new energy sources, recycling methods, or novel ways to communicate and learn from one another.
“What did I do?” you inquire. Well, I continued to do what I’ve always done: instigate, connect, and create. In 2024, I published a manifesto titled “Communities Of Action (CoA) Principles,” outlining the 10 principles for the optimal functioning of such communities. The people of Oakland embraced the concept, particularly as the looming challenges of artificial intelligence necessitated a shift from traditional career-focused thinking.
In a society where one’s worth was traditionally tied to a paid career, my manifesto proposed a new perspective. Instead of solely pursuing financial profit, these projects could center around maximizing joy. Each person could join multiple action communities, contributing their unique skills and interests. The young and old alike could find purpose, community, and joy, simultaneously making the world a more joyful place.
Reflecting on it now, it seems obvious. Removing the profit-driven organization blinders revealed the incredible potential of an organization dedicated to a common purpose. An organization focused on joy-driven goals, as opposed to personal profit, brings a different energy, fostering innovation without the constraints of traditional profit-driven or non-profit structures.
Recognition abounds for each person’s contribution, providing the status they yearn for through efforts, skills, unique talents, and hard work. The culture of celebration proves more motivating than financial gain.
Post-manifesto, people gradually formed these Communities of Action as weekend volunteers. As AI shortened everyone’s workweek, they devoted more time to these communities. Eventually, when the US Government mandated a 20-hour workweek, everyone embraced these communities more fully while also spending increased quality time with family and friends.
As a result, individuals found meaning beyond their “day jobs.” Physical and mental health improved due to exercise, home-cooked meals, and the end of stress culture associated with lengthy work hours. The focus shifted to health and joy, away from boasting about long workweeks now deemed illegal.
New challenges emerged, and communities thrived around sports, exercises, hobbies, and adventures. Fun activities became avenues for learning and knowledge-sharing. The manifesto outlined basic structures for knowledge exchange, and over time, best practices evolved, leveraging AI to refine and disseminate knowledge globally.
Here we stand, in the first city to initiate the Communities of Action (CoA) trend. However, every city boasts its own action communities, and the world has united to share knowledge across borders and languages. Traveling to witness innovations, taste diverse cuisines, and experience dances has become a tradition, with at least one yearly trip to another city’s festivities.
The Manifesto, as shared in 2024:
“Communities Of Action (CoA) Principles” by Bett Bollhoefer
Communities of Action (CoA) help individuals develop into their most joyful selves by allowing them to find a role and grow into their fullest potential and mentoring others doing the same.
A CoA is a community somewhere between a hobby club and a nonprofit. It has more structure than a hobby club and less structure than the currently (2024) defined US 501-3(c). It has a governance structure with a charter, bylaws and officers. It does have the ability to manage financial resources, rent buildings, buy food for its member’s banquets, and fund itself (in some way to be determined one day.) But its main purpose is to provide its members with projects to do together. These projects can innovate but aren’t required to have any type of measurable Return on Investment(ROI) as traditionally measured. Instead, the project should have a JOI (Joy on Investment).
Somehow the project should be joyful, maybe fix a problem, or innovate a new art. Even as “products” can be 3D printed for pennies, these communities could focus on woodwork even though there is no “market” for their output. Their output is joy.
As each member works on these projects together, they grow as people. They self-actualize. They build skills, confidence, and a network of close friends. The output of these communities is more than some innovative projects. It is a strong community where people find meaning and happiness.
Ten principles contribute to the success of CoAs:
1 **Structured Program:** Each CoA adopts and follows one of many “Structured Program” blueprints for governance. There are many different kinds of “Structured Programs” that can be adopted by an individual CoA, but once it is adopted, then those who join it will use that program. This program is incorporated into the bylaws and the constitution of each CoA. The list of blueprints for programs are as varied as the types of CoAs that can exist. This program allows for voting, purpose, and allows members to focus on the roles that they want inside the CoA. It brings order to the community and fairness to its operations.
**Supportive Environment:** Each CoA creates a safe and supportive environment for members to work together on projects, create practices, and improve their abilities. Mentoring and constructive feedback is a key aspect of this supportive atmosphere. Every member has a mentor who helps them grow down their chosen pathways. Each member should feel totally welcomed no matter their starting point.
**Peer Learning:** Members learn from each other through constructive evaluations, feedback, and shared experiences. This collaborative learning environment fosters a sense of community and camaraderie. Even experienced members know that keeping a beginner’s mind is critical to keep learning. The mentor learns as much from the mentee.
**Effective Feedback:** CoA emphasizes the importance of constructive feedback. Evaluators provide specific feedback to help members understand their strengths and areas for improvement. This feedback loop is crucial for personal development. Feedback sessions are scheduled and well-defined.
**Regular Meetings:** CoA typically meet regularly, allowing members consistent opportunities to work on their projects, practice, and refine their skills. Regularity in meetings helps establish momentum for the projects.
**Leadership Opportunities:** CoA offers members various leadership roles within the community, providing hands-on experience in leading projects and community activities. This allows members to develop leadership skills in a practical setting.
**Positive Reinforcement:** CoA encourages a positive and encouraging atmosphere. Celebrating achievements, both big and small, contributes to a positive learning environment and motivates members to continue their development.
**Flexibility and Adaptability:** CoA clubs can adapt to the needs and preferences of their members. If needed, they can change their direction, projects, and themes. This flexibility allows for a diverse range of projects. They might split into two or more communities if their projects get too large.
**Networking Opportunities:** CoA provides an excellent place for networking and building relationships. Members often come from diverse backgrounds, providing opportunities for collaboration and mutual support. The friendships built while working together on a passion project will last the members’ lifetimes. This builds stronger overall cities, countries, and global communities.
**Global Community:** Being part of CoA means belonging to a global community. Members have the chance to connect with other CoA worldwide, attend local cities’ showcase festivals, and participate in international events, expanding their perspectives and networks.
By adhering to these principles, CoA creates an effective and empowering environment for individuals to enhance their own abilities and increase the level of joy in the world.