The chart on the page below shows monthly payments on a $500,000 loan over 30 years. At 3.5%, you pay $2,245/month. At 8%, you pay $3,669/month — a difference of $1,424/month or over $500,000 in total interest over the life of the loan.

Which Loans Are Assumable?

• FHA loans — Government-backed, always assumable
• VA loans — Assumable, even by non-veterans
• USDA loans — Assumable with lender approval
• Conventional loans — Typically not assumable (due-on-sale clause)

The Catch

You'll need to cover the difference between the home's current value and the remaining loan balance in cash or with a second mortgage. If a home is worth $700,000 but only $400,000 remains on the assumable loan, you need $300,000 to close the gap.

Seeing the difference

https://ryanwold.net/ui/assumables

Analogy: Spin sets whether mass moves inward (centripetal) or outward (centrifugal). In social systems, “spin” maps to decision velocity, information flow, and incentive gradients.

How Spin Affects Center vs. Edge

• Low spin + high friction: Decisions stay in the center; edges wait. Bureaucracy thickens as control accumulates.
• Higher spin with aligned direction: Energy moves outward—edges get more autonomy and resources because the center cannot hold everything stable.
• Chaotic spin (many directions): Energy dissipates; neither center nor edge stabilizes. Coordination costs spike.
• Stable spin with lightweight governance: Center provides coherence (standards, shared services), while edges execute rapidly with minimal approval loops.

Organizational Levers to Reduce Center Clustering

• Shorten feedback loops: Edge units ship and measure locally; center only aggregates signals, not approvals.
• Budget envelopes to edges: Allocate “edge envelopes” with clear bounds; center monitors outcomes, not line items.
• Standard interfaces, minimal approvals: Publish APIs/checklists for legal, finance, security; if the edge meets standards, no extra approvals.
• Rotating stewards: Rotate center roles back to the edge on a cadence to prevent permanent mass in the middle.
• Transparency of queues: Make request backlogs and cycle times public; long queues create pressure to decentralize capacity.
• Outcome-based incentives: Reward edge outcomes (customers served, incidents resolved) rather than center proximity (meetings attended).
• Temporal caps: Time-limit committees and working groups; if they persist, they must re-charter with explicit value.
• Edge data ownership: Let edge teams own their metrics and publish summaries; center curates, not hoards.

Signals of Centripetal Creep

• Approval chains lengthen; most work waits on the same few people.
• Middle layers grow faster than edge-facing roles.
• Budgets pool centrally with slow disbursement.
• Information symmetry declines; edge teams hear news last.

Signals of Healthy Centrifugal Energy (With Cohesion)

• Edge teams launch experiments without bespoke approvals because standards are clear.
• Resource flows track to demand peaks at the edge (regions, product lines) within set guardrails.
• Middle roles are lean and time-bound, focused on enablement, not gatekeeping.
• Shared services act like platforms with SLAs, not checkpoints.

Practical Moves to “Spin Out” Resources

• Edge starter kits: Pre-approved playbooks (contracts, risk checklists, messaging) that let edges act fast.
• Micro-budgets: Small, fast grants to edge teams for pilots; center funds follow-on only if metrics hit.
• Delegated authority maps: Explicitly list decisions the edge owns vs. center; review quarterly to push more outward.
• Shadow cost display: Show the hidden cost of approvals (time, staff hours) to motivate slimming the middle.
• Edge rotations: Require managers to spend rotations on edge teams to stay grounded in customer reality.
• Public retros: When center intervenes, publish why and how to avoid the same bottleneck next time.

Cautions

• Pure centrifugal force can fragment strategy; keep a light, explicit charter and shared metrics.
• Pure centripetal force can suffocate edges; watch for growing queue times and shrinking edge experimentation.
• Tune “spin speed”: too slow and nothing moves; too fast without direction and you lose coherence. Aim for stable, intentional spin with minimal friction.

I worked in, on, and around civic engagement for public agencies for more than 10 years. User-centered approaches continue to gain in popularity, "CX" and Customer Experience have emerged in the public sector, and measurement around effective service delivery follows, to suport this trend.

Public agencies spend substantial resources to instrument websites with analytics and create dashboards and reporting tools to inform staff and the public.

Here's a list common CX metrics, how they roll up from outputs to outcomes to impact, and how to ground "Performance" in long-standing accounting and business practices, like ROI - not just sentiment.

Output Metrics (Activity & Engagement)

• Website visits / sessions / unique users: Indicates reach; easily gamed; no guarantee of completion or value.
• Page views & time on page: Measures attention, not success. Longer time may mean confusion.
• Click-throughs / funnel step completions: Useful for diagnosing drop-offs; still activity-level.
• “Was this page helpful?” votes (thumbs up/down): Lightweight signal of perceived usefulness; biased toward extremes; not an outcome.
• Quantitative survey responses (CSAT, 5-star, Likert): Fast pulse on satisfaction; sample bias and recency effects apply.
• Qualitative survey responses (open text): Rich context for root causes; low N and harder to quantify; best for shaping hypotheses.
• Trust metrics (e.g., trust-in-agency or trust-in-service): Perception signal; lagging and influenced by macro factors outside the service.

Outcome Metrics (Service Completion & Quality)

• Completion rate: % of users who start and finish the intended journey (e.g., application submitted, claim filed).
• First-pass yield / first-time-right rate: % processed without rework or resubmission—strong proxy for clarity and operational quality.
• Cycle time / time to decision: User-facing latency from start to finish; shorter is usually better if accuracy is maintained.
• Abandonment rate: % who drop off before completion; reveals friction more than sentiment scores.
• Error rate / rejection rate: How often the service fails the user; key for quality and fairness.
• Queue and wait times (virtual or in-person): Directly felt by users; ties to staffing and capacity.
• Accessibility and equity coverage: Completion and quality across demographics and channels; highlights structural gaps.

Impact Metrics (Value, Sustainability, Equity)

• Benefit uptake / coverage vs. eligible population: Measures how much of the total addressable population receives the benefit; anchors to saturation.
• Value realized by users: Harder to measure; can be proxied via post-service status (e.g., benefits delivered, disputes resolved, reinstatements).
• Reduction in downstream burden: Fewer appeals, escalations, or repeat contacts per user; signals durable quality.
• Cost-to-serve per completed outcome: Total cost / completed cases; central for ROI.
• Return on investment: Net value delivered vs. cost (financial or societal proxy); ties CX to accounting discipline.
• Resilience and reliability: Uptime, incident rates, and recovery times; foundational for trust and sustained impact.

Flow From Outputs → Outcomes → Impact

• Outputs fuel diagnostics: Engagement and perception data (visits, clicks, helpfulness votes, surveys, trust) show where attention is and how users feel, but they don’t prove success.
• Outcomes prove service performance: Completion, first-pass yield, cycle time, abandonment, and error rates show whether users actually get through and receive correct service.
• Impact ties to mission and economics: Coverage vs. eligible population, value realized, reduced rework, and cost/ROI show whether the service achieves its purpose sustainably and equitably.

Visual shorthand:

Outputs (visits, clicks, votes, surveys, trust)
↓ diagnose & prioritize
Outcomes (completion, first-pass yield, cycle time, abandonment, errors)
↓ demonstrate service performance
Impact (coverage vs. eligible population, value realized, cost-to-serve, ROI, equity)
↓ sustain and scale

Grounding CX in Performance (Accounting + ROI)

• Cost per completed outcome: Track the fully loaded cost to deliver a successful case; lower it without sacrificing quality.
• Marginal cost and capacity: Understand the cost and latency to serve the next user; informs staffing, automation, and channel mix.
• Productivity and rework: Measure rework rates and appeals; rework inflates cost and erodes trust.
• Capital vs. operating spend: Separate one-time investments from run costs to understand payback periods.
• Portfolio view: Compare services on uptake vs. eligible population and cost-to-serve to prioritize investments.

Guardrails Against Vanity Metrics

• Require outcome linkage: Every output metric should map to a hypothesized lift in outcomes; if not, deprioritize.
• Saturation anchoring: Track coverage against the total eligible population and opt-outs; prevents celebrating small local wins while many remain unserved.
• Equity checks: Break down outcome and impact metrics by demographic and channel; close gaps before chasing new features.
• Validation loops: Pair survey signals with behavioral and operational data to confirm whether perceived improvements translate into real performance.

Constructive stance: use common CX metrics as diagnostics, but ground performance in completed outcomes, coverage of the eligible population, cost-to-serve, and ROI. Human outcomes matter most—even if they’re harder to measure—and accounting discipline keeps CX focused on substantive improvements instead of vanity signals.

https://www.youtube.com/watch?v=V74AxCqOTvg

One implication of AI is the drastic reduction in certain job functions occurring which will result in the loss of jobs; yet new opportunities and industries will emerge creating new types of work and employment. How might Coase's transaction theories play out in a positive way?

What Ronald Coase’s ideas mean in an age when automation and AI are transforming how and why firms exist.

Coase’s Theories, Positively Interpreted

1. The Shrinking Firm and Lower Transaction Costs

Coase argued that firms exist because they reduce the transaction costs of doing business — searching, contracting, coordinating, and enforcing. Now, digital platforms, AI agents, and blockchain-based trust systems drastically lower these costs.

Positive implication:

• We may see a flourishing of micro-firms, cooperatives, and networks of individuals contracting fluidly rather than being locked into rigid hierarchies.
• Platforms like Upwork or smart-contract systems could become the new “firms,” orchestrating work with minimal friction.
• People can specialize, plug into multiple value chains, and contribute to projects dynamically — similar to how open-source ecosystems thrive today.

2. Markets Inside Firms — and Firms Inside Markets

As coordination costs drop, internal markets become practical.

• AI can allocate resources within an organization based on real-time signals, Coasean efficiency applied internally.
• Conversely, smart contracts and DAOs (conceptually) make it possible for “firms” to emerge spontaneously around opportunities and dissolve when complete.

Positive implication:

• Employment may shift toward project-based affiliations that still provide continuity through shared infrastructure (reputation systems, portable benefits, shared ledgers).
• Think of “employment” becoming akin to participating in a long-term open marketplace with identity, reputation, and skill verified cryptographically.

3. From Labor Markets to Value Networks

Coase’s logic suggests that when the cost of exchanging information approaches zero, the market becomes the firm.

• Individuals could form temporary production networks that rival large corporations in capability, with AI handling coordination.
• This opens opportunities for creative, local, and niche value creation that large bureaucratic firms couldn’t economically sustain before.

Positive implication:

• Civic and cooperative enterprises can thrive, coordinated by transparent ledgers and shared digital infrastructure.
• The “firm” of the future may look more like an ecosystem, not a hierarchy — small, adaptive, and symbiotic.

Honest Critiques and Challenges

1. Power Asymmetry and Capital Concentration

Even if transaction costs fall, capital and data remain highly concentrated.

• The big platforms (Amazon, Google, OpenAI, etc.) can operate with near-zero coordination costs internally while charging “rents” to everyone else.
• The Coasean world could end up producing meta-firms — massive platforms that coordinate millions of workers algorithmically.

Risk:

• Instead of liberating workers, technology could formalize digital serfdom under algorithmic management.
• True Coasean efficiency may be captured by those who own the infrastructure, not those who do the work.

2. Loss of Institutional Stability

Coase’s world assumed stable legal systems and enforceable contracts. In fluid digital markets, reputation and recourse can be weak or manipulable.

Risk:

• Constant gig-like re-contracting erodes social safety nets and weakens long-term skill development.
• Without deliberate design, we may trade rigidity for precarity — efficiency for insecurity.

3. Human Coordination Costs Don’t Vanish

Even if technical transaction costs fall, psychological and social costs remain.

• Trust, empathy, cultural fit, and collective purpose are still vital.
• Humans still prefer belonging, routine, and shared mission — things the Coasean hyper-market struggles to reproduce.

Risk:

• Fragmentation of identity and burnout from perpetual self-marketing.
• The “marketization of everything” erodes communal and civic forms of cooperation.

A Positive Path Forward

A Coasean world made humane could:

• Use AI and automation to reduce drudgery, not livelihoods.
• Replace bureaucratic overhead with transparent, participatory governance.
• Enable polycentric forms of organization — small, autonomous units cooperating through clear protocols.
• Reinvent unions, guilds, and cooperatives as digital-native “trust networks.”
• Balance efficiency with inclusion by embedding public standards (e.g., open protocols, portable reputation, and benefit systems).

1. Understanding SQL: Getting Data In and Out of Systems

Structured Query Language (SQL) is the foundation for interacting with databases — the systems that store your agency’s information. SQL allows you to create, read, update, and delete data — often abbreviated as CRUD.

In government systems, SQL might:

• Pull data for a monthly performance report (SELECT statements)
• Add a new case record (INSERT)
• Update contact information (UPDATE)
• Archive or remove outdated records (DELETE)

The key takeaway: SQL provides visibility and control. Even if you never write SQL directly, understanding it ensures you can ask the right questions about where data lives, who controls it, and how it flows between systems.

2. CRUD: The Basic Functions of Data and Interfaces

Every modern application — from budget tracking tools to permit systems — is built on CRUD operations:

• Create: Add a new record
• Read: Retrieve and display data
• Update: Edit existing information
• Delete: Remove data

Front-end interfaces (web pages, dashboards, or mobile apps) are just friendly wrappers for these operations. When staff “enter data” or “pull a report,” they’re performing CRUD actions.

This framing helps leaders assess vendors and projects:

“What data can we create, read, update, and delete — and who has permission to do so?”

3. Open Data and the Public Mandate

Government data is public by default unless protected for privacy or security reasons. Open data is not just good practice — it’s often the law:

• Sunshine Laws ensure transparency in records and decisions.
• Open Data Acts (federal, state, and local) encourage the publication of machine-readable datasets.

Benefits of open data:

• Builds public trust through transparency
• Enables innovation by allowing reuse and integration
• Reduces duplicate requests and FOIA workload

As a public steward, the data you oversee outlives any single application or vendor contract. Systems should be designed to export, preserve, and reuse that data easily.

4. Test-Driven Development (TDD): Ensuring Intended Behavior

Test-Driven Development (TDD) is a modern practice where developers write small, automated tests before writing the actual code. Each test defines an expected behavior (“this system should…”) and runs every time the software changes.

For public systems, tests:

• Reduce defects and regressions
• Document intent (“how it’s supposed to work”)
• Build confidence in compliance and correctness

TDD aligns perfectly with the public duty of accountability — it ensures systems behave as promised, even as staff, vendors, and requirements change.

5. Smart Procurement: Start Small, Stay Focused

Software projects succeed when they begin small and focused. A good vendor can deliver more value when the scope is narrow and measurable.

• Positive coordination: Teams align around a clear goal.
• Negative coordination: Too many committees or stakeholders slow progress and increase costs.

Prefer iterative delivery over “big bang” projects. Small, modular systems are easier to maintain, replace, and integrate — and they make it easier to change vendors later.

Big systems often fail not because of bad technology, but because of coordination overhead and unclear ownership.

6. Software Is Never “Done” — But Data Endures

Every system is temporary. Technology evolves; policies change; contracts expire.

But data persists — and as a public official, you are its steward. Plan for data longevity:

• Use open formats (CSV, JSON, XML)
• Maintain clear documentation and data dictionaries
• Ensure export capability before procurement

The real legacy of a system is the data it curates for the next generation of public servants and citizens.

7. Wardley Maps: Where to Innovate vs. Where to Standardize

Wardley Mapping is a strategic tool that helps leaders distinguish between:

• Commodity components (well-understood, standardized tools like hosting, databases, or CRM software)
• Custom innovation (new, uncertain ideas that differentiate your agency or deliver unique value)

Use Wardley Maps to guide investment:

• Don’t reinvent commodities — adopt open standards or cloud solutions.
• Focus innovation on services unique to your mission, where learning and experimentation yield the most public value.

Understanding this distinction helps reduce risk, prevent vendor lock-in, and allocate public funds wisely.

8. The Public Official’s Role in Modern Software

You don’t need to write code to lead digital transformation. You need to:

• Ask the right questions about data, tests, and accountability
• Recognize when a project is exploratory versus routine
• Value open standards and small, iterative delivery
• Understand that data stewardship is a lasting public duty

Modern software leadership is about clarity, stewardship, and humility — knowing when to innovate and when to standardize.

https://ryanwold.net/ui/cropper

--

I saw that Figma is slated to $192 for a year's license.

It's a nice app, but I use it primarily to crop images now that TLDraw is available.

On August 28, 2025, the Department of Commerce posted the hash of the .pdf to 9 blockchains.

A hash is like a unique fingerprint for a digital file (which is a sequence of bits).

Like a fingerprint, a hash is often used for identification; in this case, the veracity of a file.

The U.S. Department of Commerce press release is here.

The sha 256 hash of the .pdf document is

c70972a12908b73c2407d9cc6842ba2a02203a690f3090cd29f30c45f0cfd93d

I took a look at the data in a Livebook. The source code repository is here: https://github.com/afomi/commerce-blockchain-hash.

You can see how the transactions look on different chains:

• btc
• eth
• sol
• stellar
• tron (I'm not getting a successful response from on API - TODO: follow up here)

While technically, this isn't too impressive, I do think it is a notable signal regarding the usage of blockchains to increase veracity of data.

Publishing verifying metadata for datasets has been tried in various forms, and I'm glad to see this approach.

It's not perfect. It could be more usable, user-friendly for the non-technical person -- always room for improvement. But there are real technical concepts that must be understood and can't be oversimplified.

Publishing these hashes generates awareness of how blockchains can be put to use – and provide utility related to the veracity of information.

Overall, this is another effort toward data veracity, and I'm glad to see it.

Decentralization is an important concept and pattern unfolding as information networks take shape in the form of software shaped hardware and signal networks across the planet, and above, in space.

Decentralized Identifiers, or DID's, for short are a way to establish identity at the edge of networks, and then have interactions with those identities rollup or sum to meaning or legitimacy in some respect --- just like a reputation is based on a series of interactions.

DID Page was created to demonstrate how DIDs can:

• create a Decentralized Identifier (DID)
• using a DID, issue a Credential
• as a Verifier, request to see a Credential and have it authorized
• as a User, be able to present my Credential to a Verifier, when queried
• as a Verifier, be able to verify the credential's validity (authentication) and optionally be able to determine the credential's timeliness (authorization)

What is a DID in plain language?

Think of a driver’s license or employee badge — it proves who you are so you can access services, sign documents, or enter places. A Decentralized ID is like that, but digital, and you (not a government office, not a tech company) hold it directly — usually in a secure app on your phone or computer.

Instead of a central database that can be hacked or shut down, DIDs work like a unique web address that points to secure proof of your identity, controlled by cryptography. Others can check that proof without calling a central office, and you can prove things about yourself without oversharing personal data.

Why it’s important

Data control: You decide what information to share and with whom.

Privacy & security: No big central “honeypot” of personal data for hackers to target.

Interoperability: One ID works across many services — no need to re-prove who you are each time.

Trust at scale: Communities, agencies, and organizations can verify claims instantly, even across borders.

Responsibilities it implies

For the holder:

Keep your digital wallet/keys safe — losing them is like losing your passport.

Keep your information current and revoke outdated credentials.

For the issuer (agency, nonprofit, business):

Issue credentials honestly and accurately.

Maintain the ability to revoke or update credentials when needed.

For the verifier (anyone checking credentials):

Verify only what’s needed — don’t collect more personal info than necessary.

Respect privacy rules when storing or acting on credential data.

What it will enable easier and cheaper than today

Proof of service eligibility (e.g., “I’m a resident of this county” or “I qualify for this benefit”) without scanning ID cards or keeping paper copies.

Cross-organization verification without faxing, emailing, or calling other offices.

Fast onboarding for programs, volunteers, or contractors without repeated background checks.

Digital signatures on forms and agreements without mailing or in-person visits.

What it will enable that cannot be done today

Selective disclosure: You can prove “I’m over 18” without showing your birth date or address.

Instant, cross-border recognition: A credential issued by one organization can be recognized anywhere in the world, without new integration.

Portable reputation: Volunteers, professionals, or vendors can carry a verifiable record of their skills, certifications, or good standing from place to place — even if an issuing organization shuts down.

Offline verification: Credentials can be checked without internet access, useful in disaster response or rural areas.

If you like, I can follow this with three short, concrete real-world scenarios — one in local government, one in nonprofit aid delivery, and one in cross-agency emergency response — to make the benefits vivid. That would make this explanation even more compelling for your audience.

About a year ago, or so, the monthly price doubled from $9.99 to $19.99.

The price still makes sense if I was sending out at least a handful of invoices, and ultimately, generating substantial revenue.

Fortunately, I was able to export the data.

The data was then parsed and imported into Airtable.

From there, I have a Rails app, as part of this website, that generates a custom, printable view for the Invoice data.

The tables involved were:

• Organizations
• Addresses
• Invoices
• Line Items

• the universe unfolds at its own pace -- seemingly always slower than i want
• continual reminders to Be Present
• along with patiece, and time, comes perspective. -- perspective is a byproduct.

I'm a federal government employee. I've been working remotely for the General Services Administration in the Technology Transformation Service for more than 6 years. I spend my days, working mostly from local coffee shops, grabbing lunch at local businesses.

I'm taking today off to be here. This morning, I drafted my 5 things email.

I laughed at the DOGE meme when I first encountered it. As a public servant, the inefficiency rings true, because it is glaringly obvious to me, as somebody who has seen the bureaucracy first-hand. It is glaringly obvious to the public, who hears of corruption abroad, in Congress, and feels the brunt of dollars losing value as they are inflated institutions far outside of Vacaville.

The Department of Government efficiency has been decimating government, forcefully ridding the federal government of thousands of employees. The disruption is real. I've witnessed teammates and whole divisions within my division of 700 people and the department of 13,000 people be fired or effectively, forced out.

Yet, this is not ALL bad.

The path that government was on, racking up a trillions dollars of debt each year is obviously unsustainable, despite whatever academic or conventional rationalizations a person can muster.

So, change is needed.

But in DOGE's case, it could have and can do better to differentiate "The System", which needs drastic and definite change -- and "The People", who deserve some amount of professional respect and basic dignity.

Why am I sharing this?

Because DOGE is just getting started at the Federal Level. Massive, drastic, world-shifting changes are taking place and its only been 9 weeks.

Yet, this will not stop at the Federal level. States are next. Then local governments.

The campaign for Government efficiency will certainly expand beyond a department. Ideas are powerful. People want performance. The People deserve an accountable, effective, and to some extent, an efficient government.

So, I'm here to highlight the responsibility and opportunity for Vacaville, its public staff and its public and private leadership to take Performance to heart, and consider what it can do to prepare for, and get ahead of, the wave of change spurred by the Department of Government Efficiency.

Open-source to spur local innovation

Open source methods tend to foster open-source culture that promotes collaboration, re-use, creativity, responsibility, and accountability.

These values are most congruent with virtuous public stewardship.

Open-source is a more transparent way to work. And open-source can be applied to activities beyond software development.

I encourage the city to consider open-source policies. And it's okay to start small.

Think about common work that can be shared across cities in California and the United States.

Transparency as a duty and strategy

A good way to prevent being disrupted is to disrupt yourself.

Think about the concept of a vaccines - how a small dose can help with prevention.

This concept is called "Hormesis."

Hormesis is the ability of organisms to become stronger when exposed to low-dose stress.

So, I encourage executives in the city to focus on performance and consider publishing more metrics in public – not for perfection, but for engagement and feedback.

I encourage teams to adopt delivery timelines measuring in weeks and months, rather than quarters and fiscal years.

Consider sharing with each other, 5 things you've done this week. This is common practice in Agile software development.

Transparency is vulnerable to some extent. But quickly, it starts to yield trust, which yields collaboration, which yields a sense of shared ownership, which ultimately results in stronger forms public stewardship and performance.

Consider Transparency as Strategy.

Transparency is the way to regain public trust. Transparency is the way to foster the collaboration necessary to not only endure, but become more resilient in the face of adversity.

Thank you for your time and consideration.

• to work in the open
• to work with other creative people who share a vision
• others to have their own interests, skillsets, and values
• others to be able to work on other things that are of interest
• help others realize their goals and dreams
• to explore the social part of socio-technical systems
• to bring to life cybernetic theories that were vibrant in the 60's
• to share content with others
• to work in an agile, iterative way
• to practice personal discipline
• to practice group discipline
• to build using a blockchain as a public ledger
• to support technologies that yield transparency as a byproduct
• to have fun

• https://coingeek.com/locking-coins-in-bsv-blockchain-a-trend-that-more-than-just-hodling
• https://x.com/i/spaces/1LyxBnMBkdyxN/peek
• https://coingeek.com/why-some-bsvers-want-to-nlocktime-their-bitcoins-for-decades/

Also, thanks to Alex.sats and the greater bitcoin community.

Get active at the local level, keep building, keep sharing!

https://www.youtube.com/user/DOGENKU/videos

The focus is on the work of Walter and Lao Russell.

Topics we've explored

• What is power?
• What is stillness? Why is it important?

Notes

• Listen to what is going on inside
• Tune into the presence of God within and within those around me
• Staying busy dulls the senses