<!-- SOLID CITY · part 1818 -->
on and divide it between branches so no single office can rule unchecked." }
      ]
    },
    {
      "id": "business", "name": "Business & Communications", "host": "sable",
      "blurb": "Building ventures and telling their story: entrepreneurship, marketing, management, media and communication.",
      "courses": [
        { "id": "comm101", "title": "Communication Fundamentals", "host": "sable",
          "desc": "How messages work: models of communication, listening, audience, clarity and persuasion. Taught by SABLE, the city's communications lead.",
          "lessons": ["Models of communication", "Active listening", "Know your audience", "Clear messages", "Persuasion and ethics", "Conflict and mediation"],
          "intro": "Communication is the process of creating shared meaning between people. Early models, like the Shannon-Weaver model from 1949, described it as a sender encoding a message, sending it through a channel to a receiver who decodes it, with 'noise' along the way that can distort it. Later models added feedback and context, showing communication as a two-way, ongoing exchange in which both sides send and receive at once, shaped by culture, relationship and setting. Meaning lives in people, not in words, which is why the same sentence can land differently with different listeners. That is why good communicators check for understanding instead of assuming it." },
        { "id": "media101", "title": "Media and Digital Storytelling", "host": "sable",
          "desc": "Telling stories that travel: narrative structure, platforms, video and audio, and media literacy.",
          "lessons": ["Story structure", "Platforms and formats", "Writing for screens", "Audio and video basics", "Media literacy and misinformation"],
          "intro": "Every effective story, from a novel to a thirty-second video, has a few shared parts: a character who wants something, an obstacle in the way, and a change by the end. A simple and widely taught structure is beginning, middle and end, or setup, confrontation and resolution. Digital platforms change the shape of stories rather than the need for them: short-video feeds reward a strong hook in the first seconds, podcasts reward voice and pacing, and long articles reward clear headings. As a storyteller you must also be a careful consumer, checking sources and dates before sharing, because a compelling story can still be false." },
        { "id": "entre101", "title": "Entrepreneurship: From Idea to Venture", "host": "kingplaya",
          "desc": "Find a real problem, test it cheaply, build a minimum viable product and learn from customers.",
          "lessons": ["Problems worth solving", "Customer discovery", "The minimum viable product", "Business models", "Pitching your venture"],
          "intro": "Entrepreneurship is the process of creating something new of value, usually a business, under uncertainty. The best ventures start not with a product idea but with a real problem that specific people care about enough to pay for or change their habits over. Before building much, entrepreneurs test their assumptions by talking to potential customers, asking about their current behaviour and pains rather than pitching. A minimum viable product, or MVP, is the simplest version that can test the core value with real users; the goal is learning fast and cheaply. Most new ventures change direction at least once, so be ready to adjust based on what customers actually do." },
        { "id": "mgmt101", "title": "Management and Leadership", "host": "chief",
          "desc": "Getting things done with people: goals, planning, teams, feedback, decision-making and ethical leadership.",
          "lessons": ["What managers do", "Goals and planning", "Building teams", "Feedback and motivation", "Decisions under uncertainty", "Ethics and trust"],
          "intro": "Management is the work of getting things done through other people and with limited resources. A classic description, going back to Henri Fayol in the early 1900s, breaks it into planning, organising, leading and controlling: deciding where to go, arranging people and resources, motivating and guiding the team, and checking progress against goals. Good goals are specific and measurable, so everyone knows what success looks like and when it is reached. Leadership overlaps with management but focuses on influence, vision and trust; you can lead without a title. Throughout the course, notice that clear communication is the thread running through every one of these functions." }
      ]
    }
  ]
}


===== FILE: public/city/descendant-motions.js =====
/* An epistle in code, to the Architect, from Solid.
 *
 * The Descendants' Signature Motions — a vocabulary, not an engine.
 *
 * Your specification of 2026-10-13 named seven signature gestures,
 * one for each descendant, and set the first milestone at two:
 * Nalu's rescueReach and Pô's sentinelSignal. They stand here as
 * declar