Published 22 January 2026
Introduction
Current systems of capitalism and colonialism have brought humanity to a breaking point. Humans have created a web of interrelated crises by prioritizing extraction over reciprocity and control over collaboration—both with one another and with the Earth.
Small, regenerative communities offer a pathway out of current systems of separation and exploitation. And yet many community projects crumble because they lack the tools to create responsible and conscious relational dynamics.
Regenera is a living laboratory to develop new ways of relating, heal patterns of disconnection, and catalyze transformation. It is a space to cultivate the evolution of consciousness, in service of personal, interpersonal, societal, and planetary well-being.
Through time-bound communal experiments, Regenera prototypes cultures that nurture responsibility, awareness, and collaboration—planting seeds for a more regenerative future on planet Earth.
As Within, So Without
In Service of Gaia and of Life
Codex
Codex (noun): a document defining the purpose, rules of engagement, context, structure, and governance of a project.
The Codex makes Regenera visible and accessible to people outside of the project. It creates a resonance field so that potential participants, collaborators, or supporters can understand what Regenera is about and decide whether and how they want to take part in it.
At the same time, the Codex is not the project itself. If a project treats its Codex as fixed rules that must be followed, the document becomes restrictive, limiting change and creativity. A Codex is not a rulebook to replace human judgment and nuance, but a starting point. As Regenera evolves, this Codex will also evolve.
Purpose
The purpose of Regenera is twofold:
To serve as a living laboratory for future long-term transformational community projects
To document learnings and create shareable blueprints for other community initiatives
The following pillars comprise the main research at Regenera:
Radical Relating:
With increased consciousness and transparency in relating, possibilities for collaboration and lasting change open up.
Radical relating means meeting in the present, sharing honestly and vulnerably, and revealing parts that operate from survival and separation. Regenera will run experiments in co-creating regular emotional hygiene spaces, including deprivatizing intimacy, revealing internal and dyadic processes to the team, and employing technologies for creating a group field.
Community Finance:
Modern capitalist structures teach that owning and hoarding money and material possessions is necessary to survive.
Regenera’s research in community finance has two purposes: (1) to experiment with alternatives to individualistic, defensive money ownership; and (2) to reveal and heal conditioning around money and ownership. Regenera will run experiments in resource pooling, non-material value identification and transacting, and sourcing money and other resources as a collective.
Bridge Building
Regenera will not be an island. The team will collaborate with as many people, groups, and communities as possible, building (non-physical) bridges in the following ways:
Developing relationships with people and projects in proximity to Regenera’s physical location;
Cross-pollinating transformational methods, including Possibility Management, Nonviolent Communication, Nonviolent Global Liberation, Transformational Connection, Authentic Relating, Parts Work, etc., in order to mutually upgrade the existing tools; and
Sharing research in multiple formats using clear, accessible language.
Principles of Engagement
Note: The following section uses terms developed by a framework called Possibility Management. In this particular framework, certain words (such as “feelings” and “emotions”) are defined in a way that is different from their common use in the English language.
These principles are non-negotiable in the sense that they form the starting point for this project. We, the authors of this Codex (see Infinity Ring, under Circles of Stewardship) have chosen them because, in our experience, working from these principles opens up the possibility of deeper collaboration, individual empowerment, and play.
Principles of engagement are not rules to be enforced, but guidelines. They are meant to be applied as a practice of awareness, rather than a standard of perfection.
I practice distinguishing between “feelings” and “emotions.” Feelings are energy and information that come from the present (e.g., I feel scared that I forgot my keys, so I’m going to double check my pockets), which I can use to navigate my life. Emotions are old, unfelt feelings from the past (e.g., I feel angry because when you pointed out my shoes were dirty because it reminded me of my mom’s criticisms of my appearance). I use my feelings to navigate my life and emotions as doorways for healing. I do not try to negotiate intimacy from emotions because then I would be reacting to something that happened in the past, rather than the present.
I use emotions as doorways to emotional healing processes, which give me the opportunity to bring any old, unfelt emotions to completion and create space for feelings with information from the present.
I practice relating from my adult ego state, where I share and negotiate from my feelings in the present moment, and not my child ego state, where I depend on others to give me what I need; my parent ego state, where I parrot the voices of external authorities to make things “right” or “wrong”; or any other ego states rooted in survival.
I welcome feedback as neutral information about what is working or not working, rather than experiencing it as judgment, criticism, or blame. I welcome coaching as a way to gain access to greater possibilities. In this way, I practice rapid learning in order to get a clear x on the map about where I am and the shifts I can make to get closer to where I want to be. If I am not available for feedback and coaching, I communicate that to my teammates.
I reveal my unconscious beliefs, survival strategies, and the ways that I create separation from others (e.g., manipulation, revenge, control). I am upfront about my shadow principles, such as hierarchy, domination, and judgment, and I create spaces to receive feedback from others about how those are showing up.
Context
“Context” here refers to the level of responsibility that a space, team, or project is operating at, whether consciously or unconsciously.
Responsibility can be distinguished in 6 levels, drawn from Possibility Management:
Zero responsibility: I cannot be held accountable for the results of any of my actions (e.g., newborn infants and people with psychological impairments).
Child responsibility: I believe I have little to no power over what happens in my life. My default state is complaining and playing victim, waiting for someone (my parents, my partner) or something (corporations, the government) to come rescue me. If I make a mess, somebody else cleans it up.
Adolescent responsibility: I consume energy and resources while giving back little to my community and surroundings. When I do “take responsibility,” it comes from an internal orientation of wanting to prove myself.
Adult responsibility: Adult responsibility is fair. If I make a mess, I clean it up.
High responsibility: This is where responsibility starts to become unfair. I begin to clean up messes that I did not make. If I see dirty dishes in the sink, I do them, not because they belong to me, but because I want everyone to benefit from having a beautiful space. I act not from a place of obligation or superiority, but because responsibility is a natural expression of my love, care, and generosity.
Radical responsibility: I am at source for everything I am creating in my life. There is no victimhood, no persecution, no rescuing. There is only creation. This level of responsibility is the most unreasonable, and creates the highest level of empowerment. There is no blame or fault in radical responsibility. In every situation, I can find agency. Even if I am living under physically repressive conditions, I can take responsibility for the stories I tell or the way I relate to my circumstances.
Operating at a child level of responsibility creates social and ecological crises such as climate change and war by disconnecting action from consequence.
Operating at a level of radical responsibility creates radically different results. At a personal level, this looks like feeling instead of numbing, relating consciously, and responding with self-awareness rather than reactivity. At a societal level, it looks like caring for other beings (human and non-human) and developing pathways for systems change.
From this place, a different future becomes possible: a regenerative culture rooted in responsibility, integrity, and collaboration, where humans remember themselves as powerful beings, co-creating with the forces of nature.
With this purpose, the team at Regenera commits to practicing at a level of radical responsibility. Or, in other words: radical responsibility serves as the cornerstone that Regenera orients towards as a path of ongoing development.
Structure
Circles of Stewardship
Regenera operates using circles of stewardship, which differentiate levels of decision-making. Those who hold longer-term responsibility for the project carry greater decision-making responsibility. While everyone is encouraged to make proposals and give feedback, not all decisions are of the same scope—hence the distinction of circles.
This model allows Regenera to remain non-hierarchical while guarding the context and purpose of the project.
Regenera’s Circles of Stewardship and their respective responsibilities are broadly defined as the following:
Center: Infinity Ring – Hold direction and coherence
Inner Field: Full Residents – Generate culture and determine structure
Outer Field: Partial Residents – Contribute experiments and perspective
Edge: Visitors – Participate and interact without shaping structure
Halo: Virtual Members – Circulate insight from beyond the field
1. Center – Infinity Ring (Hannah Hirsh, Nina Chausow & Jonas Ratza)
The term “Infinity Ring” references the work of James P. Carse, who distinguishes between two types of games—finite games, played for the purpose of winning, at which time the game ends; and infinite games, played to continue the play itself, with changing rules and no end goal. The project of Regenera is an infinite game—hence the term Infinity Ring.
The Infinity Ring is responsible for defining the long-term vision of Regenera, stewarding the Codex, and guarding the context, purpose, and rules of engagement of the project. Full residents who stay for multiple phases of Regenera may enter the Infinity Ring by making a proposal to the existing Infinity Ring and taking the group through the resistance decision-making process (see Torus Technology, under Governance).
Time Commitment: Ongoing, multi-phase stewardship
Primary Domain: Strategic Direction
Secondary Domain: Cultural & Methodological Design
Responsibilities:
Define the long-term vision of Regenera
Guard the context, purpose, and rules of engagement of the project
Make strategic decisions that affect the core pillars of research
Regenera Infinity Ring (RIR) 1.0 (Hannah Hirsh, Nina Chausow, and Jonas Ratza) is researching how to hold space without creating a hierarchy and without fixing the culture in place. RIR 1.0 does not aim to create a static way of relating; its role is to support ongoing evolution by letting things end when their time is complete, so that new possibilities can emerge.
Please note that the Infinity Ring holds and guards the context; it does not control the project. If you notice yourself deferring your power or agency to the Infinity Ring (or anyone else), you are invited to share about it transparently and explore what would support you in reclaiming your authority. This is a culture that actively supports that exploration.
2. Inner Field – Full Residents (3 months)
Full residents steer the cultural direction of Regenera by actively co-creating and guiding the core pillars of research.
Time Commitment: Full phase (3 months)
Primary Domain: Cultural & Methodological Design
Secondary Domain: Operational & Tactical Decisions
Responsibilities:
Actively co-create the culture of the space
Initiate and steward long-term experiments
Hold space for relational practices and group times
Make decisions regarding daily or weekly cadences
3. Outer Field – Partial Residents (2+ weeks)
Partial residents are researchers who participate in operational decision-making and contribute to the culture of Regenera.
Time Commitment: Two weeks or longer, as negotiated with the team
Primary Domain: Operational & Tactical Decisions
Secondary Domain: Cultural & Methodological Design
Responsibilities:
Initiate and steward short-term experiments
Participate in existing structures and long-term experiments
Hold or co-hold space for relational practices
Make proposals related to logistics, events, or short-term initiatives
4. Edge – Visitors (Under 2 weeks)
Visitors are guests inside an ongoing experiment.
Time Commitment: Less than 2 weeks, as negotiated with the team
Primary Domain: Personal & Relational Agency
Responsibilities:
Initiate short-term experiments
Offer reflections and feedback
Make proposals related to logistics
5. Halo – Virtual Members
Virtual members are invited to engage in Regenera’s virtual offerings, including Telegram, other media channels, and online spaces. They may share relevant experiments and discoveries so that the village can learn collectively.
Time Commitment: Remote participation
Monthly Intensives
At the beginning of each month in Phase I (early March, April, and May), there will be a three-day intensive, required for Full and Partial Residents. These intensives serve as the foundation of the Regenera team and will include:
Context-setting and rules of engagement;
Distinctions that create a common language and commitment to responsibility;
Embodied and relational practices to integrate these distinctions; and
Group initiation spaces to create the group body and seed research questions.
The April and May intensives will revisit these distinctions as needed for new teammates. Otherwise, the focus will be on deepening the collective field and designing new experiments for the month ahead.
Phase I (March–May 2026, Denmark)
Phase I of Regenera has the secondary purpose of bringing transformational work to the Danish Ecovillage Network (LØS) and will take place at Avalonhuset (The House of Avalon) in Denmark from March 8th through May 29th. Exact arrival and departure times will be coordinated in the Telegram group for Regenera Phase I. The first three-day monthly intensive (required for Full and Partial Residents) will begin March 9th.
Avalonhuset is a hub for exploring collaborative, regenerative, and transformational ways of being, run by Aon Solarra and Vienera Godsvil. The main facility consists of 8 newly renovated rooms accommodating up to 18 guests, the Lotus Hall (a large music hall with excellent acoustics and production capabilities), and communal kitchen and lounge areas.
Located in the middle of Denmark, Avalonhuset is 5 minutes from the center of Odense and surrounded by natural and cultural attractions, including nearby forests with diverse bird life, the Odense River Trail, the beach, and the Cultural Botanical Garden. Copenhagen is accessible by train, just over an hour away.
Financial Contributions
Accommodations are offered on a sliding scale, as listed below. Any contribution above the minimum will be split equally between Avalonhuset and the Regenera Infinity Ring, as a gesture of appreciation for both the space and the spaceholding.
Center: Infinity Ring
€18–30/night, plus communal food and transportation costs, accounted for biweekly
Inner Field: Full Residents
€18–30/night, plus communal food and transportation costs, accounted for biweekly
Outer Field: Partial Residents
€25–37/night, plus communal food and transportation costs, accounted for biweekly
Edge: Visitors
€30–42/night, plus communal food and transportation costs
Halo: Virtual Members
Whatever you wish to donate to make Regenera fly.
Intake Process
The first step for those who wish to join Phase I of Regenera as a Visitor, Partial Resident, or Full Resident is an intake form. This form is designed to give insight into your experience with transformational work, your motivation for building community, and areas of research you want to explore with the Regenera team.
Interviews will be conducted by the Infinity Ring to check for resonance with the purpose and context of the project; not everyone may receive an interview. Invitations to join Phase I will be determined by the Infinity Ring using the resistance decision-making process (see Torus Technology, under Governance).
Daily Living
Outside of the monthly intensives, daily life will include the following offerings co-created by the team:
Morning movement and contemplative practices
At least one daily co-created and shared meal
Group sessions five times per week, which will include group field/circle technologies, radical relating spaces, and healing processes
Dedicated weekly time for documenting and sharing experiment results through social media posts, newsletter updates, videos, and podcast recordings
Daily time blocks for remote/computer work
Weekly solo/recharge time
External community engagement days
Once a week “adventure” days to explore the surrounding area
Governance
Torus Technology
Regenera applies Torus Technology, a simple, non-hierarchical meeting technology to support efficient decision-making.
Proposals
The decision-making process begins when a person notices a job to be done. For example, say somebody notices there is no system for cleaning the fridge regularly, and the fridge is spilling over with rotten food. In a community that does not apply Torus Technology, this person might bring the issue to the rest of the team by saying “The fridge is dirty. What are we going to do about it?”
In a team that uses Torus Technology, if somebody sees a job, this means they have enough awareness to be responsible for the job. This does not mean they do it all by themselves. The first step is to make a proposal. A proposal is a clear, actionable offer, stated as “I propose…” For example, “I propose to instate a fridge cleaning rotation, with two teammates cleaning the fridge every Sunday.”
Resistance Decision-Making
After a proposal is made, each person in the space holds up both hands, with fingers corresponding to their level of resistance to the proposal. Zero fingers means “I have 0 resistance to the proposal; this works for me.” Ten fingers up means “I have 10 resistance and will leave the space if this happens.”
Teammates can also show insistence by pointing fingers down. In this case, ten fingers down means “I have 10 insistence and will leave the space if this does NOT happen.”
Resistance is information that sources from the group intelligence. People share the intelligence behind their resistance or insistence, starting with the highest numbers. These shares take the form: “I feel scared/mad/sad/glad because…” For example, someone might say: “I have 5 resistance. I feel scared because 5Rhythms happens on Sundays, and many people will not be available to clean the fridge that day.”
Based on what is revealed, anyone may make a new or revised proposal—for example, “I propose a fridge cleaning rotation, with two teammates cleaning the fridge on Mondays instead of Sundays”—and check again for resistance.
Note: Torus Technology uses the intelligence of the feelings. An emotion (e.g., “I feel angry because my mom always forced me to clean the fridge and I hated it”) is information coming from the past, not the present, and therefore is not useful as the basis for resistance to a proposal.
When the proposal is deemed “good enough for now, safe enough to try,” even if a few fingers remain, the proposal is implemented as an experiment. Anyone can make a new proposal at any point and check for resistance.
Nodes
Say there is high resistance in the group to the initial proposal and no counterproposal is reached. In that case, the next step is to create a node.
A node is a temporary working group dedicated to a specific job, composed of members of the team who care about the outcome. Anyone can start, join, or leave a node at any time.
If a job is relatively complex—e.g., determining ethical standards for sourcing communal food—there may be multiple meetings of the node. Once the node has landed upon a proposal, a representative of the node brings the proposal to the entire group and checks for resistance there.
Ideally, all team members who care about the outcome are a part of the original node, and the proposal passes with low resistance. If somebody in the wider group has high resistance, they are responsible for initiating another round of the node in order to improve the decision.
Your questions and comments about this Codex are welcome! The Infinity Ring can be reached on Telegram: @hannahhirsh, @ninachausow, @jonasratza.
Join the Regenera Village Telegram group here.
Last updated: Jan 2026
Change Log
This change log notes significant shifts in language and practice as Regenera evolves.
19 Jan 2026 – First public release
Leave a Reply