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When sending bitcoin to a counterparty, their public key can be considered the “destination.” Private keys are kept secret. Gaining access to the funds held by a public key requires the corresponding private key. Unlike an email password, however, if the private key is lost, access to funds are lost. In Bitcoin, once the private key is generated, it is not stored in any central location by default. Thus, it is up to the user alone to record and retrieve it. The use of public key cryptography is one of the relatively recent military innovations that make Bitcoin possible; it was developed secretly in 1970 by British intelligence, before being re-invented publicly in 1976. In Bitcoin, these digital signatures identify digitally-signed transaction data as coming from the expected public key. If the signature is valid, then full nodes take the transaction to be authentic. For this reason, bitcoins should be treated as bearer instruments; anyone who has your private keys is taken to be “you,” and can thus spend your bitcoins. Private keys should be carefully guarded. Where transactions are processed The Bitcoin network requires every transaction to be signed by the sender’s private key: this is how the network knows the transaction is real, and should be included in a block. Most users will store their private key in a special software application called a “cryptocurrency wallet.” This wallet ideally allows users to safely access their private key, in order to send and receive transactions through the Bitcoin network. Without a wallet application, one must send and receive transactions in the command-line Bitcoin software, which is inconvenient for non-technical users. When a wallet application (or full node) submits a transaction to the network, it is picked up by nearby full nodes running the Bitcoin software, and propagated to the rest of the nodes on the network. Each full node validates the digital signature itself before passing the transaction on to other nodes. Because transactions are processed redundantly on all nodes, each individual node is in a good position to identify fake transactions, and will not propagate them. Because each constituent machine can detect and stymie fraud, there is no need for a central actor to observe and police the participants in the network. Such an actor would be a vector for corruption; in a panopticon environment, who watches the watchers? Thus it follows that Bitcoin transactions have the following desirable qualities: Permissionless and pseudonymous. Anyone can download the Bitcoin software, create a keypair, and receive Bitcoins. Your public key is your identity in the Bitcoin system. Minimal trust required. By running your own full node, you can be sure the transaction history you’re looking at is correct. When operating a full node, it is not necessary to “trust” a wallet application developer’s copy of the blockchain. Highly available. The Bitcoin network is always open and has run continuously since launch with 99.99260 percent uptime. Bitcoin’s “minimal trust” is especially visible in its automated monetary policy: the number of bitcoins ever to be produced by the system is fixed and emitted at regular intervals. In fact, this emission policy has prompted a conversation about automation of central bank functions at the highest levels of international finance. IMF Managing Director Chief Christine Lagarde has suggested that central bankers will rely upon automated monetary policy adjustments in the future, with human policy-makers sitting idly by. Nakamoto wrote that this was the only way to restrain medancious or incompetent market participants from convincing the bank to print money: “The root problem with conventional currency is all the trust that's required to make it work. The central bank must be trusted not to debase the currency, but the history of fiat currencies is full of breaches of that trust. Banks must be trusted to hold our money and transfer it electronically, but they lend it out in waves of credit bubbles with barely a fraction in reserve.” Nakamoto’s system automates the central banker, and abstracts the duties the overall maintainers of the systems. If those maintainers someday decide that more bitcoins must be created, they must change the software running on a vast plurality of machines which operate on the Bitcoin network, which are owned by many different people, dispersed globally. A difficult political proposition, if only because bitcoins are divisible to eight decimal places. Management within open allocation projects In the last section, we encountered “open allocation” governance, wherein a loose group of volunteers collaborates on a project without any official leadership or formal association. We saw how it was used effectively to build “free” and open source software programs which, in the most critical cases, proved to be superior products to the ones made by commercial software companies. So far, our presentation of open allocation governance and hacker culture has presented as an Edenic ideal where everyone works on what they like, without the hassle of a boss. Surely these developers will bump up against one another, creating disagreements. Surely there is accountability. How does a “leaderless” group actually resolve conflict? The truth is that open allocation projects do require management, but it’s far less visible, and it happens behind the scenes, through a fairly diffuse and cooperative effort. The goal of this form of group management is to make the project a fun and interesting environment that developers want to return to. Operational health and survivability First, it’s important to note that not all conflict is bad-some is generative, and results in better code. Sometimes many epic email threads must be exchanged before parties come into alignment. But in order to distinguish undesirable conflict from spirited brainstorming, we must first define “success” in an open allocation project context. Mere technical success-building a thing which achieves adoption-is certainly important at the outset of a project. But within a short time, the needs of users will evolve, as will the programmer’s understanding of the user and their goals. An inability to refactor or improve code over time will mean degraded performance and dissatisfaction, and the user base will eventually leave. Continuous maintenance and reassessment are the only way for initial success to continue into growth. Therefore, a regular and robust group of developers needs to be availa...