Below is a Prerequisite Tree for implementing the Future Reality Tree.

In LTP terms, the Prerequisite Tree answers: What obstacles stand between us and the injection, and what intermediate objectives must be achieved to overcome them? Dettmer places the PRT after the FRT: the FRT identifies the desired future and injections; the PRT identifies obstacles and intermediate objectives; the Transition Tree later turns those into step-by-step actions.

The main implementation objective here is:

Objective / Injection:
The group has a functioning Second Renaissance operating system that converts resonance into sustained practice, contribution, pocket formation, replication, and institutional influence.

This is consistent with the Second Renaissance theory of change: paradigmatic transition involves pockets, sangha, and movement, which are interdependent and must be developed together rather than in a purely linear sequence.

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Prerequisite Tree

Objective

OBJECTIVE:
A functioning Second Renaissance operating system exists.

Meaning:
The group can reliably convert interest into practice,
practice into contribution,
contribution into facilitation,
facilitation into pockets/sangha,
and pockets/sangha into replication and wider movement influence.

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Level 1 — Foundation: define the system and its measures

Obstacle 1

The group does not yet have a shared definition of throughput, so people confuse activity with transformation.

Intermediate Objective 1

Throughput is operationally defined and accepted.

IO 1:
The group defines throughput as verified durable adoption
of Second Renaissance-aligned practices, capacities, social forms,
or institutional patterns.

Obstacle 2

The work includes subtle inner, relational, and cultural changes that are hard to measure without becoming reductive.

Intermediate Objective 2

A mixed-method measurement system exists.

IO 2:
The group tracks quantitative adoption-events
AND qualitative evidence:
stories, peer discernment, practice depth,
relationship quality, conflict capacity, and institutional learning.

The Second Renaissance materials explicitly warn against modernity’s tendency to value only what can be measured, while still needing wise discernment around “real-but-unmeasurable” value.

Obstacle 3

The group does not yet know which activities actually increase throughput.

Intermediate Objective 3

A monthly throughput and constraint review exists.

IO 3:
The group reviews:
What increased durable adoption?
Where did flow get stuck?
What is the current constraint?
What will be subordinated, stopped, or improved next?

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Level 2 — Entry: convert resonance into first practice

Obstacle 4

New people resonate with the ideas but do not know what to do next.

Intermediate Objective 4

A clear entry pathway exists.

IO 4:
Every event, essay, conversation, and media artifact points to a next step:
orientation, first practice, cohort, or local sangha circle.

Obstacle 5

The language can feel abstract, elite, or over-intellectualized.

Intermediate Objective 5

Plain-language entry points exist.

IO 5:
Each core idea has:
a one-sentence version,
a story,
a simple practice,
a deeper study path,
and a community application.

Obstacle 6

A funnel can become manipulative if people feel recruited or managed.

Intermediate Objective 6

The pathway is transparent, consent-based, and exit-friendly.

IO 6:
Participants know what each stage involves,
what commitments are expected,
what rights they have,
and how to pause, leave, or change level without stigma.

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Level 3 — Practice: convert first contact into sustained embodiment

Obstacle 7

People can intellectually agree with the diagnosis but not change their daily habits, relationships, or ways of being.

Intermediate Objective 7

A recurring practice architecture exists.

IO 7:
The group offers repeated practices for attention, relational skill,
conflict capacity, grief, discernment, imagination, interbeing,
and collective learning.

The first whitepaper frames the Second Renaissance as requiring profound shifts in ways of being, thinking, feeling, and acting, not just new ideas or policies.

Obstacle 8

Participants need different depths of engagement; one uniform program will either be too shallow or too demanding.

Intermediate Objective 8

Progressive depth is designed.

IO 8:
The doorway is simple; the path is deep.
Participants can move from beginner practice
to cohort, contribution, facilitation, pocket, and stewardship.

Obstacle 9

Practices may not be psychologically safe or developmentally appropriate for all participants.

Intermediate Objective 9

Practice safety and facilitation standards exist.

IO 9:
The group defines facilitator competencies,
psychological safety norms,
conflict protocols,
care boundaries,
and referral / safeguarding procedures.

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Level 4 — Contribution: convert practitioners into contributors

Obstacle 10

Core organizers carry too much work because participants do not know how to contribute.

Intermediate Objective 10

A contribution menu exists.

IO 10:
The group defines clear contribution roles:
host, note-taker, practice buddy, researcher, storyteller,
producer, care steward, facilitator apprentice, partnership lead.

Obstacle 11

Quality may fall if responsibility is distributed too quickly.

Intermediate Objective 11

A graduated stewardship pathway exists.

IO 11:
Participants move through:
observe → assist → co-facilitate → lead with review →
steward independently → train others.

Obstacle 12

Roles can become status markers and reproduce hierarchy under new language.

Intermediate Objective 12

Roles are defined as responsibility, not worth.

IO 12:
The group publishes role criteria,
rotates service roles where appropriate,
makes authority accountable,
and includes status-shadow work.

This matters because the Second Renaissance materials explicitly wrestle with hierarchy, development, and the need for process-based, non-dogmatic directionality rather than crude domination or flatness.

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Level 5 — Containers: form sangha and pockets

Obstacle 13

People remain mostly embedded in mainstream life-patterns, making new values hard to sustain.

Intermediate Objective 13

Dense practice containers exist.

IO 13:
Cohorts, local circles, co-working groups, co-living experiments,
or intentional enterprises provide enough repeated interaction
to sustain new habits and norms.

Obstacle 14

Pockets are fragile unless supported by a wider ecology.

Intermediate Objective 14

A sangha support system exists.

IO 14:
The wider community supports pockets through participation,
money, attention, legitimacy, practical help, and cultural translation.

The “How” paper defines sangha as the wider community of practice that nourishes pockets while remaining more embedded in mainstream life.

Obstacle 15

Pockets can become insular enclaves.

Intermediate Objective 15

Each pocket has outward-facing service and cultural contribution.

IO 15:
Every pocket maintains a relationship with the wider sangha
and contributes outward through service, teaching, cultural work,
research, or civic engagement.

Obstacle 16

Groups often struggle to combine enfranchisement with decisiveness.

Intermediate Objective 16

Governance and conflict practices are installed.

IO 16:
The group adopts decision rules, conflict protocols,
perspective-taking practices, and discernment processes
that support both participation and decisiveness.

The “How” paper explicitly names the problem of high-enfranchisement/low-decisiveness groups, and argues that inner capacities such as de-centering and perspective-taking can help groups “disagree better.”

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Level 6 — Replication: make patterns portable

Obstacle 17

Successful practices remain tacit in the founders or early pockets.

Intermediate Objective 17

A replication library exists.

IO 17:
The group documents:
practices,
rituals,
onboarding scripts,
governance templates,
curricula,
measurement tools,
case studies,
and pocket-formation guides.

Obstacle 18

Replication can scale shallow copies before the pattern is mature.

Intermediate Objective 18

A maturity-rating system exists.

IO 18:
Every pattern is rated:
prototype → tested → stable → teachable → replicable.
Only teachable or replicable patterns are actively distributed.

Obstacle 19

Different contexts need adaptation, not cloning.

Intermediate Objective 19

Adaptation principles are explicit.

IO 19:
The group distinguishes:
essential principles,
context-specific forms,
minimum viable commitments,
and legitimate local variation.

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Level 7 — Movement: connect pockets, sanghas, and institutions

Obstacle 20

Pockets remain small and scattered.

Intermediate Objective 20

A network map of aligned pockets and sanghas exists.

IO 20:
The group maps existing communities,
initiatives, practices, institutions, and allies
that already express parts of the next paradigm.

The “How” paper says pull factors are emerging, but pockets remain small and scattered; larger communities exist around themes such as inner development, permaculture, co-ops, commoning, alternative education, and contemplative practice.

Obstacle 21

Movement-building without grounded pockets risks shallow scaling.

Intermediate Objective 21

Movement-building is tied to pocket learning.

IO 21:
Public narrative, media, events, and partnerships
are based on tested practices and lived examples,
not only abstract aspiration.

The “How” paper argues that pockets and movement-building must evolve together, but also warns that attempts to drive social change at scale need deep care, grounding, wisdom, and bottom-up experience.

Obstacle 22

Institutions will not adopt vague ideals.

Intermediate Objective 22

Institutional pilots are packaged as concrete patterns.

IO 22:
The group translates tested practices into pilots for schools,
organizations, civic groups, funders, communities, and public institutions.

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Integrated Prerequisite Tree

OBJECTIVE:
A functioning Second Renaissance operating system exists.

    ↑

IO 22: Institutional pilots are packaged as concrete patterns.
IO 21: Movement-building is tied to pocket learning.
IO 20: A network map of aligned pockets and sanghas exists.

    ↑

IO 19: Adaptation principles are explicit.
IO 18: A maturity-rating system exists.
IO 17: A replication library exists.

    ↑

IO 16: Governance and conflict practices are installed.
IO 15: Each pocket has outward-facing service and cultural contribution.
IO 14: A sangha support system exists.
IO 13: Dense practice containers exist.

    ↑

IO 12: Roles are responsibility, not worth.
IO 11: A graduated stewardship pathway exists.
IO 10: A contribution menu exists.

    ↑

IO 9: Practice safety and facilitation standards exist.
IO 8: Progressive depth is designed.
IO 7: A recurring practice architecture exists.

    ↑

IO 6: The pathway is transparent, consent-based, and exit-friendly.
IO 5: Plain-language entry points exist.
IO 4: A clear entry pathway exists.

    ↑

IO 3: A monthly throughput and constraint review exists.
IO 2: A mixed-method measurement system exists.
IO 1: Throughput is operationally defined and accepted.

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Obstacle-to-Intermediate Objective Table

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The key dependency chain

The most important sequence is probably this:

Decide how the trees get updated
↓

Validate and revise the trees enough for provisional use
↓

Define throughput
↓
Create consent-based entry pathway
↓
Offer recurring practice
↓
Move practitioners into contribution
↓
Train contributors into facilitators
↓
Use facilitators to host dense containers
↓
Stabilize pockets and sangha
↓
Document what works
↓
Replicate mature patterns
↓
Build movement and institutional influence

This is the implementation bridge from the Future Reality Tree to actual project planning. The next LTP step would be a Transition Tree, which turns these intermediate objectives into concrete sequenced actions, owners, timelines, and expected effects.