DemAgora
GASP

About GASP™

General Agreement Solutions Platform

A politician drives a passenger bus off a cliff while passengers remain distracted by phones, sleep, and arguments.

It's time to take the wheel

We're passengers on a bus and our politicians are the drivers. They occasionally present some destinations and we vote on the winning presentation. The winner then decides where to actually go, which route to take, how many stops to make, how fast to drive, and how many pedestrians to run over along the way. All the while, we're arguing about the destinations we were promised, and our intentions for wanting to get there.

Imagine if instead of just voting for who takes the wheel, we could also come up with destinations, plot the routes, decide how fast to go, agree on the stops, and avoid running pedestrians over. GASP allows us to do exactly those things with no more effort than it takes to check our email.

If you already have a Google account, it takes five seconds to sign in, and about ten seconds to complete your profile. Select GASP from the dropdown menu and click on a public measure or platform proposal. If you support it, click yes. If you don't, click no. That's it. Less than thirty seconds and ten clicks later, you've already helped shape the outcome of a potentially critical decision. Every vote cast on GASP refines our Common Agreement Roadmap (CAR), which we collectively hold our leaders accountable to. It defines our objectives, sets our rules and lays out our course of action.

You can GASP now or keep reading.

What's failing us?

Abortion is as divisive an issue as ever. Healthcare costs have become less and less affordable since the Affordable Care Act (ACA) was passed. Comprehensive immigration reform, gun ownership rights versus public safety regulations, the national debt ... why do these same problems only get worse with each new administration?

Recent polling from the Pew Research Center shows that roughly 58% of U.S. adults hold an unfavorable view of the Republican Party, and a nearly identical 59% view the Democratic Party unfavorably. 45% of Americans now identify as political independents. It's more popular than ever to blame our problems on the fact that two major parties hold the monopoly on politics in America.

Some believe that independent candidates are the answer and they could be, but it depends what we're expecting of them. A prevailing thought is that more elected independents could use their deciding votes as leverage to force both major parties to be more moderate. That seems valid but is moderation the right answer? Without clear direction, moderate essentially means middle ground, or splitting the difference. What's the middle ground on abortion or allowing other countries to develop nuclear weapons?

If one party wants to close the southern border and the other party wants open borders, how do you split the difference? Keep it open except on weekends and holidays? One side gets a different version of what they want while the other side gets a different version of what they don't want. If we don't want something, we're unlikely to accept a different version of it. That's why middle ground offers get rejected.

Voting for independents doesn't fix the middle ground problem, it simply changes the location of middle ground. If an independent wants open borders or closed borders, they would just tip the scales in favor of one side or the other. But what if they want to keep pre-authorized entry only? What's the middle ground between completely open and open with restrictions? What's the middle ground between completely closed and open with restrictions?

By themselves, independent candidates don't address the main problem - we have representatives but no one can adequately represent us because we can't agree on what we want. And if we can't come to agreements, why should they?

Not being able to reach agreements is what's really failing us. It won't matter if we have a two-party system, a three-party system, or a twenty-party system because without a fair and consistent process for establishing common agreements, we're still stuck with middle ground.

A fair and consistent process for establishing common agreements doesn't exist because it requires something else that doesn't exist - common ground. And common ground doesn't exist because we've always conflated it with middle ground. Whereas middle ground is about splitting the difference, common ground is about factoring in those differences to establish common agreements. Common ground is about exposing the objectives that things like open borders and closed borders are intended to achieve, and identifying the objectives we have in common. From there, it's about coming up with actions to achieve those common objectives. Commitment to carrying out those actions becomes a general agreement.

GASP is a solutions platform, a community and a common ground framework that enables us to work through our differences to reach a general agreement on our path forward. It creates guidance and defines accountability for our leaders in the form of a Common Agreements Roadmap (CAR) that tells them how to represent us. Independent candidates will have what they need to be part of the solution. Our pledge to withhold votes from candidates who won't commit to the CAR, and consistently demonstrate commitment to the car, completes the solution.

Doing our part

Whenever we argue about anything, all we're ever doing is arguing about what we want and why, how we can get it, what's right and what's wrong, and why our exceptions are justified. Those are objectives (intent), actions, principles (rules) and assertions (reasons for exceptions). Follow an argument carefully with this in mind and you'll be able to classify everything being thrown out there as one of those four things. How those things are used determine whether a discussion reaches a conclusion, or devolves into an argument. When it's about politics, it's almost always the latter.

Opposing actions don't necessarily mean opposing objectives. People arguing for open borders and closed borders might both want safe communities and economic opportunity. Identifying those shared objectives gives us something to work toward, but we need to agree on which actions are acceptable and the rules that must be enforced.

The worst arguments are the circular ones. These happen when we use objectives to justify actions. Obama did what he wanted because his objective was "to do the right thing". Then in his first term, Trump did whatever he wanted because he was making America great again. Biden was building back better. Now Trump has a bunch of objectives in his big beautiful bill. But having objectives, good or bad, doesn't allow you to do whatever you want. Objectives never justify actions. Arguments go in circles when one side tells the other side they can't do something, and the other side says they can because fill in the objective. We want this so we can do that, and that is justified because we want this. Circular arguments go nowhere, except in circles.

When we use objectives to justify actions, we're saying the rules are for thee, but not for me. Our objectives are noble and allow us to bypass the rules. Yours, not so much. We even build straw men and accuse people of having malicious objectives altogether. This allows us to use double standards, making arguments go in circles.

When it's convenient, we just change the rules. Sometimes the rule is equality. Sometimes it's equity. Sometimes it’s personal freedom. Sometimes it’s protecting others. Changing the rules when it's convenient makes arguments go in bigger, uglier circles because now we're moving the target. Now we're adding twists and turns, doubling back and side stepping before it gets back to the beginning.

In the rare cases where we apply the rules consistently, we argue for exceptions. Yes, this action is against the rules but fill in the exception. Sometimes exceptions are valid and justified. Most times, it's just an attempt to rationalize our way past the rules. Rationalizing illegitimate exceptions makes arguments meander off into the horizon. The only good thing about these types of arguments is they eventually run out of gas.

Think of all this as having a box of tools, but not knowing what they are and how to use them. Whenever something breaks, we just pull out a tool and start twisting and whacking things.

Now imagine if someone starts twisting and whacking things (actions) that affect you. "Stop, you can't just twist and whack things" (principle). "Yes, I can, because I'm trying to fix something" (objective). "You're only going to make it worse". "But we have to try something and I'll stop if it gets worse" (making exceptions to the no randomly twisting and whacking things rule).

It might seem like our arguments are too complex for them to boil down to these basic elements and mistakes, but they do. The abortion issue is might be the most difficult one, but it boils down to a basic assertion: when is a life a life? That's it. There's absolutely no excuse for our arguments to go all over the place, but they do because of everything explained above. Having abortions isn't an objective. Dismantling the patriarchy might be the objective. One action we can take to achieve that objective is to guarantee that a woman has the right to an abortion, so men don't get to make a life-altering decision for them. But the action of abortion violates a basic moral principle that prohibits the taking of a life, so we get to the question: when is a life a life?

Stating that an embryo isn't a life is making an assertion. But what happens when we don't agree on an assertion? For better or worse, we're a democracy and the majority decides. This is why it's supremely important to identify the elements, understand how they connect to each other, and have decision-making controls in place - we all need to know how to use the tools correctly or else we make the problem worse. If the majority agree that an embryo isn't a life, then there's no violation. If most people believe an embryo is a life, the assertion is rejected. We have to bide by whatever gets decided or else there's essentially no rules at all, and everything becomes a contest of who can hold out the longest or force the other side to back down. There would no longer be a democratic process and that would be the true death of democracy.

If the majority agree that an embryo is a life, that would make abortion a violation of a common principle, and we'd need a convincing reason to make an exception. There are compelling reasons to be made, and they should be measured and evaluated, but the decision to approve the exception must still be a collective decision. Why? Because if everyone is allowed to make exceptions without other people's consent, that's the same thing as having no rules, making everything a contest of strength and will, and the true death of democracy.

Rejections don't have to be permanent. We can continue pressing our point until enough people change their minds and swing the decision the other way. But we need to stop bullying people into it and we definitely need administrations to stop abusing executive powers to force things that aren't democratically accepted.

Being able to recognize the elements of an argument is the first part. Knowing where they fit and how to work with them is the second part. The final part is having a framework and platform for working on them together, to reach general agreements on how to solve our problems. Welcome to GASP. Please stick around because your voice and your vote could make all the difference.

Introducing common ground

To find common ground, we must consider the most pertinent elements of agreement that people might have in common. Those elements are objectives, principles, and actions (OPA!), and they're the basic structures of a common ground framework.

Objectives: our preferred destinations.

Objectives are valuable and meaningful outcomes we want to achieve and the key word is value. We select our destinations based on the value we expect to find when we reach them. That makes objectives a natural manifestion of our values and we begin taking steps toward common ground when we start identifying the values we have in common. What we'll discover is that most of us share most of the same values, and that keeps us in general agreement when plotting routes gets messy. It's easier to compromise on routes when we know we're still headed toward the same destinations.

Principles: the rules of the road.

We must identify and keep track of the rules we agree on because we fail to enforce them consistently once context is introduced. Common ground requires the enforcement of common standards and agreements. Principles are the most important standards and respecting our principles is the most important agreement. Whereas objectives align with our values, principles align with our morals. Values shape our preferences, which determine our destinations. Morals tell us what lines we shouldn't cross to get there. To enforce those lines of morality, we establish rules (principles). Exceptions to rules can be made under rare circumstances as described below, but adherence to the rules otherwise keeps us on common ground. Repeated violations of rules without permission is what divides us.

Actions: driving the bus.

We often confuse actions with objectives but it's important to understand the difference. As we've explained, an objective (destination) has intrinsic value. Actions are taken to accomplish objectives. We don't wash our clothes just for the sake of doing so. The value is in the outcome, not the action itself. There's usually several ways to accomplish an objective. We could handwash our clothes, throw them in the washing machine or take them to a dry cleaner. Within a common ground framework, we determine which actions are acceptable and which should be avoided based on our common rules of the road. From the list or acceptable options, we follow a common justification criteria to reach a general agreement on the best course of action.

Justification criteria in the GASP common ground framework includes viability, affordability, safety, value, and sustainability. We'll discuss those in the next section.

Assertions: the stops and detours.

Think of assertions as nuance, usually brought up for the purpose of making exceptions. They could be facts, claims, or even outright opinions. The reality is facts haven't mattered for a very long time. We readily accept claims that support our position, then demand absolute certainty from claims that challenge it. That turns uncertainty into a weapon: there's always another doubt to raise and another reason to delay. Within a common ground framework, uncertainty informs our decisions but don't prevent us from making them. If an assertion is commonly accepted (over 50%), it can be used, primarily as grounds for making exceptions. One caveat, the GASP framework requires 80% approval to allow for an exception to a principle. Expand the following section if you'd like to know why.

  • “We need to dismantle the patriarchy and achieve true gender equality.” That's an objective. We can disagree about what it means, but it expresses something someone wants to achieve, and achieving it requires serveral actions.
  • “Abortions need to be outlawed.” That's an action. It tells us what someone wants done, but not what they're trying to achieve. Preventing the loss of unborn lives would be their objective.
  • “Outlawing abortions violates women's right to decide what happens to their own bodies.” That's a claim that the action violates a principle: people should have authority over their own bodies.
  • “But protecting unborn lives justifies restricting that authority.” That's an assertion being used to justify an exception. It doesn't settle whether the exception should be accepted. It identifies the exception we're actually being asked to consider.
Why exceptions require 80% support

After decades of paralysis by analysis, administrations have started forcing actions without proper approval. This means giving themselves permission to break the rules. These actions might help alleviate some symptoms of problems temporarily, but they don't fix the problems, and they result in increased societal conflict and division. Plato and Aristotle would describe it as mobocracy - the degraded, pathological collapse of free government when legal and moral restraints fail. We call it mob rule and many of us have embraced this new mobocracy without even realizing it.

This is a difficult concept for most people to come to terms with because our brains simply aren't wired to make this make sense. We're wired to value right from wrong, but we're not wired to inspect what that actually means. The result is rationalization. We do what we want and rationalize why it's right, even when it isn't. We do this by insisting that the ends justify the means.

Claiming the ends justifies the means is circular logic that leads to double standards. Spelled out, it literally means "my destinations are so important that I can make exceptions to the rules whenever I want". The problem is if we allow that for one side, we have to allow it for every side. And if everyone is allowed to make exceptions whenever they want, we go right back to where we are now. Like everything else in a framework, there must be a sensible process. So what's the process for making exceptions?

Requiring only 51% approval to break the rules is the very essence of mob rule. The majority can do whatever they want and those in the minority have no recourse. This is why GASP establishes an 80% rule of exceptions. We must allow for exceptions to be made in extreme circumstances, but we must not allow them to be made without the overwhelming consent of the community. Keep in mind that this is a safe guard against mob rule, not a primary process for making decisions. It's not the same as requiring 80% approval to move forward with an action. But we do require 80% approval to break the rules, something that really shouldn't occur at all.

Contributing to OPA!

Submit objectives, principles and actions for the community to consider. This is your chance to convince others to support the things that matter to you. It could be a destination we haven't considered or a moral boundary you want people to stop crossing. You might propose an action that becomes an actual solution. Just put it out there. Take a look at what's already there before submitting a proposal as a similar proposal might already exist.

Objectives: where should we go?

Describe what we should try to achieve in one sentence. That sentence is what people will see first and search against so make it clear and get to the point. (Example: "Affordable housing for all families"). Then explain why we should want to achieve it. Example: ("No family in America should be forced to reside in substandard housing").  Focus on the value that's created when that objective is achieved. Examples: ("Better health", "Adequate comfort", "Builds children’s self-esteem and confidence, helping them succeed in school and pursue fulfilling careers"). If you can't identify any intrinsic value, you're likely proposing an action (see below).

Finally, add success criterion to describe what success would look like. What will we see or be able to do when this objective is achieved? (Examples: “All families are residing in safe, stable housing”, "All Americans can vote without impediments", "Girls aren't sharing locker rooms with biological males"). The community is more likely to support your objective if they can see your vision. Describing objectives as success criteria also helps us track actual progress in real time.

Principles: what rules must we enforce?

Describe a rule we should apply consistently. Rules are the backbone of a common ground framework. Elaborating on the moral implications of a proposed principle is likely to increase support for it. (Example: "Sitting presidents must not have the sole authority to carry out actions that bypass our established moral principles, such as fairness and equality").

Actions: how do we get there?

Describe a specific step that can be carried out. (Examples: "Pass a new law", "Increase the number of border patrol agents", "Remove an existing requirement"). People should be able to understand what doing the action would require and actually look like.

Actions require justification. The proposal submission form gives you space to elaborate on viability, affordability, safety, value and sustainability. Those explanations are optional, but providing them helps people evaluate your proposal. If your action requires hiring a thousand people, how will we pay them? If it depends on technology, does that technology exist? The better you justify a proposed action, the more likely it will be supported.

Assertions: mainly exceptions.

Assertions can be anything we generally accept as true. Within GASP, they're primarily used to assess whether exceptions to a rule should be granted under very specific circumstances. If you think an exception to a rule should be made, challenge the violation with an assertion that adequately explains why.

After adding a title and details, select Review Proposal. Justina, our AI justifications analyst, will review what you've written and provide suggestions on how to strengthen your proposal. What gets published is up to you.

Let's collaborate!

An objective tells us where we want to go. A collaboration is where we work together to come up wth a plan on how to get there. It's constructed with OPA! elements and all collaborations are directly derived from objectives that have received the most support.

Describe the destination.

Objectives tend be ambiguous so break them down into success criteria. Each success criterion provides a granular view of what we expect to see when the objective has been achieved. Make the criteria comprehensive - don't leave out anything that's required to achieve the objective.

Each success criterion receives votes. At least 50% agreement means the criterion must be satisfied in order to say we've achieved the objective. The objective is achieved when all required criterion have been satisfied.

Plot the routes.

Within each criterion, participants can select existing actions, or submit a new ones, to satisfy them. Actions receive two distinct votes: do you support this action in general, and is this action necessary to satisfy this specific criterion? At least 50% agreement means the action must be completed in order to say we've satisfied the success criterion. The criterion is satisied when all required actions have been completed.

Check for potential detours.

If an action violates a principle, participants can raise a violation for the community to assess. As with actions, principles receive two distinct votes: do we agree with the principle in general, and does the action in question violate it?

At least 50% agreed violation of an established principle blocks the action from moving forward unless an exception is approved.

Select the final route.

Sometimes, exceptions should be made. Our framework allows for that in the form of assertions. If you think an exception should be made for a principle violation, select an assertion that provides a compelling reason why the exception should be made, or add one of your own. At least 80% agreement with the exception allows the action to move forward despite the principle violation.

Coordinates locked.

We must strive to achieve all objectives supported by the majority of our community, but they must be completed via common agreements, and there must be a mechanism for prioritization. If a general agreement can't be reached, there's no valid routes to the destination. For now. We'll still have opportunities to come up with innovative ideas that lead to the proposal of different actions, until we come up with a valid route. Collaboration is a commitment to keep trying until we get there.

Prioritization is determined by amount and degree of approval (total votes and approval percentage). Blocked objectives stay on our radar but move down in piority until we find a way to achieve them.

This is what common ground looks like. It's not perfect but it's more likely to lead to the achievement of our objectives than just voting for leaders and hoping for the best, or looking for a moderate middle ground. The only thing that gets compromised on common ground is how to get somewhere. We relentlessly strive to achieve our objectives without creating conflict and division, something that mob rule and forcing unjustified actions have been doing for almost two decades now. To better understand this, it helps to shift your thinking from "right or wrong" to "wrong or not". They mean the same thing but the latter helps us see things from a clearer perspective. Right is simply the absence of wrong. We can't do something wrong and claim to be right at the same time. Brute force actions are wrong. Mob rule is wrong. Moderation, or middle ground, doesn't get us to our desired destinations. Common ground is the best and fairest way forward, and GASP makes working together on common ground as easy as checking our email.

Public measures

Collaborations let us pick our destinations and plot the best routes. Public measures are what government is already proposing or doing, but with no procedural adherence to our common values and morals. That makes collaborations preferrable over public measures, but for our collaborative efforts to have any chance of being implemented, we must have have a say in whether or not a public measure gets implemented first. A public measure could easily take us on a route we wanted to avoid to get to the same destination. And if history is any indication, a public measure isn't likely to get us even halfway there. Luckily, GASP makes reaching general agreement on public measures even easier than participating in collaborations. Here's the rule of thumb: if a platform proposal and a public measure share the same destination, prioritize the platform proposal if a valid route has been agreed on.

Should this measure pass?

That's the main question. Vote Yes or No based on the measure being presented.

Does it violate our principles?

If a measure violates a principle, participants can raise a violation for the community to assess. Principles receive two distinct votes: do we agree with the principle in general, and does the measure in question violate it?

At least 50% agreed violation of an established principle means we generally agree that the measure must not be passed.

Should an exception be made?

Our framework allows exceptions to be made to our rules in the form of assertions. If you think an exception should be made for a principle violation, select an assertion that provides a compelling reason why an exception should be made, or add one of your own. At least 80% agreement with the exception allows the action to move forward despite the principle violation.

What does the assessment tell us?

The assessment aggregates all votes to summarize our common agreement. A measure will ultimately be classified as should pass, must pass, would cause conflict, or absolutely must not pass.

Public measures are included in the CAR along with our expectations on what to do with them.

Accountability and the CAR

The Common Agreement Roadmap (CAR) is our prioritized list of objectives and the acceptable actions needed to achieve them. It's a formal declaration of our demands of government, and defines what we will hold them accountable to.

Decide what comes first.

Collaborations do more than set our objectives and plan our routes. Participation within our collaborations creates the necessary data to prioritize the objectives we want to pursue. Prioritization is more than just a signal of urgency. When cross-referenced with what our leaders are actually working on, it tells us how seriously they're taking our concerns and their commitment to honoring our CAR. When necessary, we'll remind them of our pledge.

Things change and priorities can change with them. A single vote in a collaboration can dynamically shift our entire list to ensure our CAR is never outdated. This is something that can't happen without GASP to re-aggregate and re-assess every time a vote is cast.

The CAR also includes public measures as they can become our objectives when they align with our common agreements. Collaborations and public measures are potentially supported objectives, just coming from different places.

Glossary
Action
A specific step that can be carried out to help achieve a success criterion. Actions require justification and must respect established principles unless a qualifying exception is approved.
Assertion
A claim used to support reasoning about actions and principles, including proposed exceptions. Community acceptance establishes support for using the claim; it does not establish factual certainty.
Blocked
An required action cannot proceed. This blocks the collaboration as well.
CAR
Common Agreement Roadmap. Our prioritized objectives and acceptable actions, and a formal declaration of our collective demands of government.
Collaboration
A shared effort to build a workable plan for one objective by connecting success criteria, actions, principles, exceptions and dependencies.
Common agreement
A shared position on an objective, principle or action that we use as a basis for further decisions and collective action.
Compromised
A non-required action cannot proceed. It doesn't block the collaboration.
Common ground
Shared objectives and principles that provide a basis for agreeing on acceptable actions. It accounts for our differences rather than simply splitting them.
Dependency
A directional relationship in which one action requires another action to work. Depending on something is different from merely benefiting from it.
Exception
Permission to depart from a principle in a specific circumstance. At least 80% of votes on the exception must be Yes. Exceptions within collaborations and public measures also require at least 100 votes.
GASP
General Agreement Solutions Platform. A party-agnostic community and framework for reaching general agreements on what we should achieve and how.
General agreement
Agreement established through community voting. It doesn't require unanimity, and it can change as participation changes.
Justification criteria
Viability: can we carry it out? Affordability: can we afford it? Safety: can we avoid unacceptable harm? Value: are the benefits worth the costs and tradeoffs? Sustainability: can it remain workable over time? Adherence to principles is also required.
Justina
GASP's AI justifications analyst. She reviews submissions and provides feedback. Community votes determine our agreements.
Objective
A desired outcome with value in its own right. Our destination, rather than the steps we take to reach it.
OPA!
Objectives, Principles and Actions—the core elements used to build plans on common ground.
Principle
A rule we agree must be applied consistently, including when following it becomes inconvenient. Our rules of the road.
Principle violation
A claim that a particular action or public measure breaks a principle. Agreement with the principle and agreement that it has been violated are separate votes.
Public measure
A proposal or action government is considering or carrying out, assessed through public support and compliance with our principles.
Success criterion
A condition that describes what achieving an objective looks like. The plural is success criteria.