Sparked by the observation of four typically ignored systemic processes constituting the Margin Problem (see publication below), problem which raises avoidable risks, OGI is an international and universal endeavor with an innovative approach to risk and to global governance. It was launched in Geneva in 2021 by Alève Mine, the first advisor on risk recursion, the risk arrow and the Resilience-to-Robustness Equilibrium (RRE) process. It proposes the implementation of RRE, a permanent process independent from the specific technologies involved in the system to be governed, process that is applied in all circumstances.

An empowered humanity that proactively minimises unnecessary risks, harnesses the full extent of its knowledge and gives itself the maximum space for its intrinsic development.

To initiate and sustain the worldwide process that embodies this vision: the Resilience-to-Robustness Equilibrium (RRE).

The “Margin Problem” is the situation that arises though the following four perennial processes that lead to the divergence of our actions from those that could bring about the best outcome - for us as humanity and in particular for us as decision makers:

1. Internal Drive: The tendency to seek safety and security for oneself and for persons or groups of one’s predilection.
2. Incompleteness of Knowledge: Notwithstanding the impossibility of complete knowledge, what informs our decisions today is unnecessarily skewed information.
3. Risk Recursion: Transferred risks keep a momentum and continue being transferred to adjacent compartments and transformed at each step. Time to recurrence isn’t necessarily long. De-risking without worsening one’s own risks is only feasible when risk is deleted without creating or worsening other risks anywhere in the system that is constituted by humans and the environment they are interacting with taken together, be it on Earth or elsewhere.
4. The Risk Arrow: Risks grow at every action as well as with the evolution of systemic processes, due to the compounding of side effects.

These mean that we the decision makers not only are drifting away from our best outcome, but also that we don’t have any option to transfer risks.

The iterative building and implementation of successive strategies that cover all scenarios at all time scales within the current leeway of our functions, making use of “manual” and automated modeling and simulation, accompanied by deliberations.

This is a permanent process that safeguards our functions - the Resilience-to-Robustness Factors (RRFs) - including our vital values, that is independent from the specific technologies involved in the system to be governed, and that is applied in all circumstances and considers our system in its entirety, including its journey across time.

The detailed ramifications of these functions constitute our topology.

Here is a rough picture of how the implementation looks in practice. In order to deal with the Margin Problem, we:

• Build capacity to execute the points below.
• Model our topology: the functional structure of the resilience and robustness factors (RRFs) that describe our functions, and of the RRE process. Update and populate the model(s) with top-down, bottom-up and observational information.
• Run simulations, yielding scenarios.
• Couple that result with an international, national, local and individual deliberative process, yielding a single plan covering all scenarios within the leeway available for our functions.
• The result of these will then involve collaborative implementation and coordination throughout the world outside of the organisation. This will constantly rebuild potential to streamline our functions.
• Reiterate. Notably, the implementation of strategies will often be interrupted to introduce a newer strategy, making sunk costs & -assets a consideration in deliberations.
• Research and development activities will support and further the above and large projects.

This allows for relevant foresight and better informed decision-making.

This entails a new approach to systems and to our understanding of certain concepts, and carries further significance for the drafting of agreements.

OGI uses a single measurement of our sustainability: the vector M, for margin, of the inverses of risks to our functions including our vital values. The vector M isn’t meant to be interpreted as a standalone measurement: it is evaluated in the light of scenarios.

The values that are systematically integrated due to their vital character are non-sundering and intrinsic development. Non-sundering goes against concepts such as the segregation, exploitation or discardment of humans, and entails respect. The nature of intrinsic development is not specifically defined by the Initiative: it is for each person and group their own experience, their exploration of themselves and betterment on their own terms.

The corollaries of these values, necessary in order to implement and maintain the envisaged solution, are chiefly courage, resolve, diligence, straightforwardness and consequent action upon observation.

Our mission is aimed to be fulfilled through:

1. Research, development, and information in the fields of RRFs and of the RRE process itself. In the initial phases, research and development will aim to design the bridge to current processes, the understanding upon which collaborative action will be taken. Specifically, an accurate formulation of the requisites of RRE will be sought, along with preliminary research on modeling and consolidation methods.
2. Operations of strategy building and execution. This activity is not current in the initial phases.
3. Coordination, RRE universalisation and diplomatic support of deliberations. In the initial phases, specifically, a common grasp of the requisites of RRE will be sought.

When we perceive our immediate environment, we only see what is there and now. In our physical location, we only see how parts of it look and feel at that time. Causalities are not obvious, absent voices are not heard, and we don’t have parallel worlds where we can scroll along the timeline to explore the evolution of systems instantly to test policies and determine their upcoming impacts. We largely do not perceive the significance of the policies for ourselves, which can mostly be intellectually grasped through abstraction and cogitation, and this, in turn, doesn’t typically bring about the kind of viscerality that would activate or empower understanding in a way to move us to act consequently.

OGI provides directionality with the required consequence upon the observed state of affairs: the nature of our system.

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