Podcasts about Berwick

Trevor Steven, the player who scored the goal that produced arguably the loudest roar in the Grand Old Lady's history, is Chris Beesley's latest guest on Goodison Park: My Home. Steven netted the goal that clinched Everton's place in the 1985 European Cup-Winners' Cup final when he sealed the 3-1 win over Bayern Munich in what is widely regarded as Goodison Park's greatest-ever night. Born in Berwick-upon-Tweed, Steven recalls his early football memories, growing up close to England's border with Scotland, before getting his big break in the professional ranks at Burnley, where he played alongside a previous Goodison Park: My Home guest Martin Dobson. Having been snapped up by fellow North Easterner Howard Kendall for £300,000 in 1983, Steven's first season on Merseyside finished with him delivering the cross for Andy Gray's goal to clinch the 2-0 victory over Watford in the FA Cup final. The following season, the midfielder was part of Everton's most-successful side with a memorable goal at Tottenham Hotspur in the title run-in as well as scoring both in the semi-final second leg and final in Europe. Steven then went on to become top scorer in a second Blues' League Championship-winning side in 1987 before departing Goodison after the 1989 FA Cup final. Now 61, Steven, who in 1991 commanded the joint-highest fee for a British player at the time when he moved from Rangers to Marseille for £5.5million, also delivers an important message about how through his work with charity Mindflow, he is trying to use football to help improve mental health in the construction industry. Goodbye to Goodison special souvenir edition: https://shop.regionalnewspapers.co.uk/goodbye-to-goodison-4384-p.asp?utm_source=Goodbye+Goodison+Park-Echo&utm_medium=Goodbye+Goodison+Park-Echo-Factbox&utm_campaign=Goodbye+Goodison+Park&utm_id=Goodbye+Goodison+Park Gavin Buckland's Book 'The End' | Order your copy here: https://tinyurl.com/GavinBucklandTheEnd Everton FC podcasts from the Liverpool ECHO's Royal Blue YouTube channel. Get exclusive Everton FC content - including podcasts, live shows and videos - everyday.  Subscribe to the Royal Blue Everton FC YouTube Channel and watch daily live shows HERE: https://bit.ly/3aNfYav Listen and subscribe to the Royal Blue Podcast for all your latest Everton FC content via Apple and Spotify: APPLE: https://bit.ly/3HbiY1E SPOTIFY: https://bit.ly/47xwdnY Visit the Liverpool ECHO website: https://www.liverpoolecho.co.uk/all-about/everton-fc Follow us on Twitter: https://twitter.com/LivEchoEFC Follow us on TikTok: https://www.tiktok.com/@royal.blue.everto Follow us on Facebook: https://www.facebook.com/LiverpoolEchoEFC Learn more about your ad choices. Visit megaphone.fm/adchoices

Why would any leader choose to take on a transformation that requires rethinking how they lead, how their organization functions, and how they learn? In this episode, we dive deeper with Cliff Norman and David Williams, co-authors of Quality as an Organizational Strategy, exploring Chapter 11: “Getting Started.” They share powerful stories, practical steps, and the deep-rooted challenges leaders face when shifting from conventional methods to building true learning organizations grounded in Dr. Deming's philosophy. This conversation highlights why improvement cannot be delegated, why leadership transformation is essential, and how to begin the journey—with clarity, commitment, and courage. TRANSCRIPT 0:00:02.1 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today we are going to continue our conversation with Dave Williams and Cliff Norman about their book Quality as an Organizational Strategy. I found this book fascinating because I think it's addressing something where there's been a bit of a hole and that is how do we think about the strategy of our business? And so we already had our conversation in a prior episode about the overview of the book, but today we're going to be talking about specifically, now this is kind of funny because we're going to be talking about the back of the book and that is chapter 11, getting started. Dave, why don't you take it away?   0:00:53.3 Dave Williams: Well, thanks, Andrew. Thanks for having us back on the Deming podcast. So, as you mentioned, part of the way that the book is laid out is that it describes kind of the foundations that are behind quality as an organizational strategy and begins sort of with an introduction that explains a good bit about how Dr. Deming had this provocation of a need for leaders to transform the way that they approach leading organizations. And part of that was to move not just from process based improvement projects, but to start to think about major systems in the organization and to pursue quality as the overall strategy and create a continuous improvement organization or learning organization. And so the book lays some of the foundation behind the science of improvement or behind profound knowledge that underpin the thinking, walks through quality as an organizational strategy, as a method of five interdependent activities. Then at the end it comes back full circle to say, well, this is great, now you've learned about these theories and methods. But a natural question for any leader would be, how do I get started? And one of the first things that we talk about in that section actually is about why leaders would want to do this transformation.   0:02:30.9 Dave Williams: And this actually came from a conversation that Lloyd and Cliff and I had in 2020 where we were talking about getting on this journey of building the book. And we all kind of recognized that this was really, really hard work. And we were curious or we, we didn't have a good answer of what was our theory about why somebody would deviate from the way in which they work today and embark on a transformational change of the way that they approach leadership, the way that they approach organizations. And actually I ended up going on a journey of interviewing a whole host of leaders who had been influenced by Deming, who had been involved in improvement in healthcare, folks like Dr. Berwick and Paul Batalden and Brent James. I interviewed some folks in the UK and other places, like John Seddon, and asked them, oh and I should Blaine Godfrey, who had been the lead of the Durand Institute, and I posed the question, what causes somebody to want to embark on this change? And many people actually had a hard time articulating it. But the answer that emerged, or actually Blaine Godfrey was the one that kind of framed it the best, I think, for us, was a number of things.   0:03:57.7 Dave Williams: Sometimes it's something like a book like this comes out and people read it and it's interesting and new. Sometimes it's an event happens, a patient safety event or a major accident or something of which causes people to have to change or do something different. Sometimes it's a discouragement with a desire that you know you could do better, but you don't have methods or know how to. So there were a host of things that we listed, and those are some of a sample of them that might invite somebody to say, the way that we're working today is not getting us to the level that we want to. And now we want to embark on something different. And we might look to something like quality as an organizational strategy as a method for us to transform the way that we're working and build on the shoulders of Deming's philosophy and the science of improvement and do it differently.   0:04:56.0 Andrew Stotz: And when I look at the book, you guys are bringing together a lot of different stuff. It's not just a Deming book. It's Deming is a part of this, and that's fascinating. One of the questions I have is when we look at, let's say, a business owner, a business leader is looking for answers, as you said, maybe it's an event, maybe it's a discouragement, maybe it's a feeling like we can do better. Maybe it's just being beaten by competitors. They come to a point where they start looking for answers and they find some fantastic books, authors, ideas, consultants, all this and I think about whether that's Peter Drucker or whether that's the Lean movement or whether that's, let's say Taguchi or something like that is the teachings that you guys are talking about - and I'm going to specifically ask about the teachings of Dr. Deming. Is it more or is it more difficult or less difficult to implement than other books or styles or methods that someone's going to come across?   0:06:08.7 Cliff Norman: I have to quote one of my colleagues here who probably knew about more about Deming than anybody in API or all of us combined, that's Ron Moen, who did, I think it was 88 seminars, four-day seminars with Dr. Deming. Dr. Deming once told him, he said, Ron, I believe you've been to more of these and I've been to. And it's kind of a joke. He had a great sense of humor. But you know, Ron told me the problem with Deming is he's asking us to change. And there's all sorts of things out there that require the management and the leadership, they really don't have to do anything different. And there are several things out there. In fact, Philip Crosby, one of the three gurus during when they launched, he was more the evangelical and had a way of talking to management so that they understood it, which that was his contribution to all that. But when Six Sigma came up and black belts and all that, and Crosby looked at him and says, that's not going to change the system. He said, all you're doing is killing a bear for management, killing a bear for management, and then you'll get a black belt.   0:07:19.9 Cliff Norman: You know, And I thought, wow that's pretty profound. Because the management at that point doesn't have to do anything, just have the black belt ceremony. There's absolutely no change on their part. Where Deming, as Ron says, he's kind of a pain. You've got to learn about variation, you got to learn about Shewhart charts. You've got to be able to put together a family of measures for your organization. You've got to understand your organization's system. You need to understand psychology, you need to understand theory of knowledge and how people learn how they change. And nothing else out there puts that on leaders. And so that was a question that Dave was lending back to. Why would somebody do this to themselves? You know, why would they take on this whole extra thing to learn and all the rest of it. And for the people that I know that have made that, that bridge, the pure joy that they get and the rewards they get from people who are learning and that they're leading and that they're changing and they're able to go to other organizations and repeat this and call them up and say, thank you so much for helping me learn how to be a real leader.   0:08:35.8 Cliff Norman: I mean, that's the reward in it. But it requires a real change on the part of the leader. And I don't know of anything else, Andrew, that actually requires that kind of in depth change. And there was one of our leaders, Joe Balthazar, he had Jane and I do four years in a row with his leadership team, teach them the science of improvement. The same curriculum, same leaders, four years in a row. And the second year I was doing it, I said, don't we need... No, no, Cliff, I want you to do exactly what you did last year. He said, it takes years for people to understand this. And I thought, wow, this is unbelievable. But on the fourth year, the VP of sales walked up to me and he says, I think I figured it out. And I thought, wow. And it does it literally... Because you've got to depart from where you've been and start thinking about how you're going to change and let go of what's made you successful up to this point. And that's hard, that's hard for anybody to do.   0:09:47.2 Cliff Norman: And anybody's been through that four day seminar knows when they crossed that path that all of a sudden they had to say, you know what I've been doing, I can see where I've been, the problem and not the solution. And that's tough for us. That really is tough. And Deming says you have to give up that guilt trip. And once you understand the theory of variation, once you understand systems, once you understand psychology and theory of knowledge, it's time then for you to move on and let go of the guilt. I hope that makes sense. But that's the difficulty in this.   0:10:17.6 Andrew Stotz: It reminds me of two, it made me think about two things. I mean, I was just a 24 year old guy when I attended the seminars that I did, and they weren't even four day. I think they were two-day ones at Quality Enhancement Seminars in, what was it, George Washington, I think. But the point that I remember, as just a young guy who I was, I pretty much admired all these business leaders. And then to see Dr. Deming really nail em to the wall and say it's about you changing. And whether he was saying that directly or whether that he was implying that through the Red Bead experiment or other things, it's about you shaping the system. That really blew me away because I had already read some books and I was pretty excited. And then it also made me think about, let's say there's a really good book, I would say Good to Great by Jim Collins that highlights some things that you can do to succeed and make your business better. And you can just buy that book and hand it to your management team and go, hey, implement what you learned from this book.   0:11:20.8 Andrew Stotz: Whereas with the Deming book, it's like there's just so much more to it. So I guess the answer to this is it is more takes time. There's more thinking going on. And I think that's part of the whole point of what your book does, is to help us map it out. So why don't we go through and think about this and kind of maybe step by step through what is the starting point and how do we go?   0:11:45.4 Cliff Norman: Andrew, I just got to add to what you just said there and go back to Joe Balthazar at Hallmark Building Supplies. He shared with me that, and he's the one that said I want you to do these four year seminars dedicated Deming's idea of Profound knowledge. And he said, Cliff, the day I made it, I knew I'd made it. Is my son Joey spilled his milk. He's about three years old. And he said, I started to do my normal leap across the table and he said I was about mid air. And I thought, oh my, this is what they do. This is part of their system. This is common. And I'm treating this like it's special. And that was so profound for him. And when, when you move beyond the Shewhart chart and you see events in your life around you relative to the theory of variation, common and special cause variation at a deep way like that, that's the kind of transformation you want to see in a leader. And Joe will tell you he's forever grateful for Deming and everything he's learned, and I think that's the reward. But people need to be willing to go on that journey, as Dave was saying.   0:12:53.0 Andrew Stotz: So Dave, why don't you walk us through a little bit of what you guys are teaching in that chapter.   0:13:00.3 Dave Williams: Sure. Well, one of the next steps obviously is if somebody, if a leadership team thinks that they want to go on this journey, there's some considerations they got to think about. As we've already sort of alluded to or touched on, this is a leadership responsibility and a leadership change. And so there's got to be will amongst the leadership team in order to say we want to work together and work hard to do this work. That this is not something that, similar to Cliff's example of say, having black belts, that we can just hand it off, somebody else will do it, and we can just keep going about our business and hope. It's important that leaders spend time recognizing and thinking about the fact that this is going to involve them doing work, doing effort, changing the way that they think, changing the way that they practice. And I like to say it's good hard work. I mean it's going to be something that's deeply rewarding. But it does require them to have that will. And with will then it's going to come time and energy, right? They've got to make the space, they've got to create regular routines and opportunities for them to learn just in terms of content, learn in terms of practice or application and learn in the process of doing the improvement work and doing the change to the way that they work in the organization.   0:14:38.0 Dave Williams: So there's going to be a need to build in that ability. And then a third thing is to ask whether you think this is something that you can do on your own or whether it might be useful to have help. And help may be an internal, a consultant, but likely not to promote consulting it but, but there's a good chance that you're going to need somebody that has both experience in improvement and helping people do results-driven improvement as well as somebody who has experience doing system wide change through a lens like QOS. And, and the advantage of that often is it it gives you as a leadership team to focus in on your job of thinking and looking and learning and allow somebody else to be an external intervener, somebody who comes in and creates some of the support, some of the context, some of the ways that can make it easier for you to step back and look at your organization in a different way. And so many times those are some of the things that should be considered as teams working through it. Cliff, what would you add or improve upon.   0:16:07.3 Cliff Norman: The idea of external help. Deming was pretty black and white about that. I was kind of surprised. I went back and read one of his quotes. He said, "I should mention also the costly fallacy held by many people in management that a consultant must know all about a process in order to work on it. All evidence is exactly the contrary. Competent men in every position, from top management to the humblest worker know all there is to know about their work except how to improve it. Help towards improvement can come only from outside knowledge." And I was reflecting on that today with Jane who's been involved in this for 40 plus years also. I said Jane, when he said that, I think it was accurate because at that time she and I were going to Duran seminars. There's only two books out there with methods. One was Ishikawa's book on Guide to Quality Control. And the other was Feigenbaum's book. And then of course you had Duran's book on The Quality Handbook, which was a nice doorstop. But there wasn't that much knowledge about improvement. And the worst part where Deming was really getting to was there's very few people you'd run into that actually under the Shewhart methods and charts and understand the difference between special and common cause variation.   0:17:27.0 Cliff Norman: And so you had to bring that kind of knowledge in from the outside. And frankly, we've had people go off the rails here. You know, Dr. Deming in the teaching of statistics has identified analytic studies which is focused on looking at data over time and trying to understand that and simple methods and approaches and then what he calls enumerative statistics, which is use of T tests, F tests and all the rest of it, which assumes that under the IDD principle that data is independent and identically distributed. Well, if you have any special causes in the data set, it blows up both of those assumptions and the use of those methods doesn't offer any help in prediction. And as Dr. Deming often said, prediction is the problem. And then go back to Shewhart. And Shewhart said, things in nature are inherently stable, but man-made processes are inherently unstable. So when Dave and I first do a Shewhart chart for a client, we don't expect for it to be stable. We expect for to have special causes. And as Dr. Deming said and also Dr. Juran, that when you get a stable system, that in and of itself is an achievement, that means nobody's messing around with the system anymore.   0:18:43.0 Cliff Norman: And you see this in the simplest things, like in an office, somebody will walk in and they think that their body is the standard for what the internal temperature should be for that room. So then they walk up and they start tampering with the thermostat. And by the end of the day everybody's irritated because we've had so many bodies up there with their standard. Moving the funnel on us here, and just leaving it alone would probably all be better off. But you have to learn that. And I think that's what Dr. Deming was saying, is that that kind of knowledge is going to come from the outside. Now the good news is is that since he wrote that in 1986, we've got a lot of people out there and some of them are in organizations that do understand the Shewhart methods and can understand the difference between common and special cause variation. They do understand the difference between a new and analytic studies and statistics and they can be of help. So the Deming Institute has a room full of these people show up, but they're at their gatherings annually. So we're a lot further along than we were in 1986.   0:19:45.2 Andrew Stotz: Yeah. So let's go through that for just a second. Some considerations you've talked about. You know that it's a leadership change. Right. And you gotta ask yourself, are we ready to work on this? And you know, this is not a hands-off thing. The second thing you talked about is time and energy. Are we ready to make the space for this? We have to have regular meetings. You know, we've gotta really... There's some work involved here. And then the third part you've talked about is outside help. And you mentioned about this story of Joe Balthazar and how he asked you to do the same topic over and over for four years. And imagine if he was telling his team, let's meet and try to implement some of this stuff on our own. Everybody dig into a book and then let's try. It would be very difficult to make that kind of progress compared to bringing an outside person. Which also brings me to the last thing that you said, Cliff, which was the idea that Dr. Deming had mentioned, that you need an outside person to truly change something. Everybody's got the expertise on the inside.   0:20:44.5 Cliff Norman: I appreciate you summarizing that because my job and working with Joe and leadership team, I was meeting with him every month. But what the four years that Jane and I spent were the next levels of his leadership. You know, it wasn't the leadership team. And I'm glad you brought that up because it was the very next level that he wanted exposed to this and the VP of sales that came in, he was new, so he had to be part of this group because he wasn't there originally. And so there was that ongoing... He wanted that next generation that was going to take over for him and the others to really understand this. So I'm glad you summarized that for me to help.   0:21:30.5 Andrew Stotz: Yeah. And I think one of the starting points too, I mean, the body of work, not just this book, but the other books that you guys have been involved in and produced provide a lot of the starting points for this. So there's a lot there. Dave, where do we go after these considerations? And the people say, okay, yeah, leadership says, we want to make this change. We're ready to make some time for it. We're willing to get outside support and help. Where do we go next.   0:21:57.7 Dave Williams: Right. Well, one thing that we typically invite a leadership team to do is to take kind of a self assessment of where they sort of see their baseline in relation to the methods and activities of QOS. So in chapter one of the book, there's actually a table that is 10 different categories. And then each leader takes it independently and they rate their level of agreement with different definitions from 0 to 10. 0 being this really isn't present, and 10 is, I'm very, very far along on this journey that in the book that's out now, there's a summarized table, it's on a page. But actually in the QOS field guide that we're working on publishing this year, there's a much more detailed version that we use in practice that has deeper definitions, but basically it works its way through purpose and leadership and systems thinking and measurement and all the things that are tied into QOS and what... And as I mentioned, we have each individual member of the leadership team take it independently and then we bring those scores together to learn together.   0:23:32.5 Dave Williams: And there's different ways in which you can display it. In the book, we show an example of a leadership team's scatter plot where it shows the rating and then it also shows the standard deviation amongst that exists between the leadership team. It's very, very common for leaders to not be in agreement in terms of their score in each of the different areas. You know what I said, It's a 0 to 10 scale. Typically, in my experience using the tool, people tend to be between a 2 and a 6 and hovering around a 2 or a 4. But it sort of looks like a buckshot or shotgun blast where there's a very... If you were to put dots where everybody scores, where there's variation that exists. And that's good because it's useful for the team to pause and think about why they assess the organization the way that they did. Looking at it through this new lens, where are the places that there's agreement and also where are the places that there's variation? And that helps them to be able to think about the fact that through this process, they're likely to both improve their assessment of the organization, but also increase their agreement about where they are and what they need to do to move forward and what they need to do to improve.   0:25:05.2 Dave Williams: And so that's a useful starting point, gets everybody kind of on the same page, and it's something that we can use at intervals as one of the ways to continually come back and evaluate progress towards the destination of pursuing quality as an organizational strategy.   0:25:23.7 Andrew Stotz: Yeah, I mean, I imagine that self assessment, it helps you too when you work with companies to be able to really understand, okay, here are starting point with this company is really, they just really don't know much about all of this stuff, whereas you'll have some other clients that basically, wow, okay, there's a lot of knowledge here about it, but how's the implementation and all that? So are we ready to change? Are we prepared to devote the time and energy? Are we going to get outside help? And where are we now? What's our starting point that's great to help us understand exactly how you step through it. What comes next?   0:26:03.5 Cliff Norman: Well, in that very first milestone, in that table, is it table three, Dave? Anyway, the very first milestone is to establish formal improvement efforts. And the reason for that is that unless people experience what it takes to develop, test and implement changes in the organizations, they really can't appreciate the structure that comes with quality as an organizational strategy. Because it's very difficult for many organizations to launch three or four improvement efforts and then bring them to fruition. And there's all sorts of stuff that happens. And then you find out very quickly whether you have managers or leaders, and organizations they've brought me in, they say, let's do some leadership training. I said, no, let's just do some improvement and then we'll find out if we have leaders or not. And one group, I won't mention who it was, but they had five people on their leadership team and they had to replace two of them because they found out they couldn't actually manage an improvement effort. And then the CEO was wondering how they actually manage their organization, which they weren't either. And so it's a rather, it's an important test in the front.   0:27:22.2 Cliff Norman: But as Dr. Juran says, it's real important to develop the habit of improvement. And if you don't know what that is, if you've never experienced it, then it's hard to say to people, gee, I need a purpose that aligns my improvement efforts. I need to understand my system so I know where those improvements are going on. I need to build an information system, get information from customers outside, people inside. I need to put together a strategic plan that actually makes improvements on purpose. That's a lot of work. And once you understand how complicated it can get in terms of just doing three or four improvement efforts and then all of a sudden you got a portfolio of 30 to do your strategic plan. Now that needs some structure, that needs some guidance and all the rest of it. But I'll just go back one step further. My own journey. I was sent by Halliburton at Otis Engineering to go see Dr. Deming 1982 in February. And coming back, I had an audience with the president of our organization, Purvis Thrash. And I went on and on about Dr. Deming. He said, Cliff, you know what I'd like to have? I said, what's up, Mr. Thrash?   0:28:27.5 Cliff Norman: He says, if you'll take this 50 million dollar raw material problem and solve this for me, I'll be a happy man and I'll give you all the quality you want. But go take care of that problem for me first and then come back to me and talk about Deming and Juran and anything else you want to talk about. So I put together four or five people and over about three months we solved his 50 million dollar raw material problem. And then he had a meeting of all executives and I was sitting with the managers in the back row and he called me to the front and he says, Cliff, will you sign this card right here? And I says, well Mr. Thrash, what is this? He says, well, I'm giving you authority to sign $50,000 anytime you need it to get all the quality we can stand here at Otis Engineering. One of the vice presidents said, well, I don't have that authority. He said, you didn't save me $50 million. You know, but once that happens, Andrew, once you do that, then you've got people that are willing to help you. And then once that takes place, I can't tell you how important, it allowed me then to bring in Lloyd Provost to help me.   0:29:36.2 Cliff Norman: And they weren't about to pay out money. They didn't like consultants, in fact, they were anti-consultant. But you saved us $50 million. I gave you $50,000. And Lloyd doesn't make that much. So get him in here, do whatever you need to go do. And I just think it's so critical that we have that demonstration project that people understand at the leadership level what we're talking about when we talk about design and redesign of the system.   0:30:00.0 Andrew Stotz: Yeah. I mean, I appreciate in the book you're talking about this concept. I'm not going to call it quick wins, but the idea is we need to get results. You know, this isn't just about talking about stuff so that's one thing that as you just illustrated, that's one point. The second thing you mentioned, is this person a leader or a manager? You know, and I think for the listeners or viewers out there, they're probably... When they heard you say that, they're probably thinking. Okay, wait a minute. Are my team managers or leaders? How do I know? What would you say? What differentiates the two?   0:30:37.2 Cliff Norman: I was fortunate to hang around Dr. Maccabee, as Deming did, and I asked Dr. Maccabee that question. He said, Cliff it's actually pretty easy. He said leaders have followers, and if you have followers, you can be anywhere in the organization, be a leader, but if you don't have followers, you're not a leader. You might be a manager with authority. You're not a leader.   0:31:02.7 Andrew Stotz: Can I ask a little bit more on that? So I'm thinking about my own business, which is a coffee factory, and I have people that are running the business, but I also have people that are running departments like the roasting department. And that area when they're overseeing this and they're doing a very good job and they're keeping things up and all that. How do I understand in a sense you could say, are they followers? Well, not really. They're people working for them and they have a good time and so do I view that person as not necessarily a leader, but more of a manager, or how do I look at it in my own company?   0:31:35.5 Cliff Norman: It could be a manager, which is essential to the organization. And that's another big difference. You see, the leader can't delegate their relationship with the people who are followers. You can't do that any more than a teacher can dedicate her class to a substitute teacher. Anybody that's ever watched that knows that chaos is getting ready to break out here because that teacher has a relationship with those students. She knows them all in a big way. And when the substitute comes in is game time in most classrooms and so forth, the managers have skills and things that they're applying and they can actually delegate those. Like when I was a foreman, I could have somebody come in and take over my department and I say assign all my people tomorrow. And they could do that. Now, in terms of the people that I was leading that saw me as a leader in that department, they didn't have that relationship.   0:32:30.2 Cliff Norman: But management or skills and necessary things to make the organization run like you're talking about, the coffee is not going to get out the door unless I have people with subject matter knowledge and competent managers to make sure that the T's are getting crossed, the I's dotted and the rest of it. But the leadership of the organization that has followers, that's a whole different person. And I think it's important. That could be anywhere in the organization. Like I had at Halliburton, I had a VP of engineering. Everybody went to him, everybody. He had 110 patents. You know, he built that system. He built the whole organization. So the CEO did not have the followers that the VP of engineering had. And it was well earned. It's always earned, too.   0:33:16.7 Andrew Stotz: Yeah. Okay, that's great. Leaders have followers. Leaders cannot delegate their authority. They have a different relationship.   0:33:24.0 Cliff Norman: They can't delegate the relationship.   0:33:25.8 Andrew Stotz: The relationship. Okay.   0:33:27.4 Cliff Norman: Yeah. Very important.   0:33:34.3 Andrew Stotz: So now let's go back to what, where we were. So we were saying some of the considerations. Are we ready to change? Are we prepared to devote the time and energy? Are we ready to get outside help and where are we now? And that self assessment that you talked about helps us to understand what's our starting point. I always tell a joke with my students about this when I talk about. I'd say, imagine you go to London and you're going to go visit your friend and you call your friend up, you say, I've arrived and I'm calling from a phone booth and just tell me how to get there. And the friend says, well, where are you? And you say, I'm not really sure. Well, do you see anything around you? Yeah, well, there's lots of buildings, but I don't really, you know. Well, do you see any names of any streets? No, I don't really see anything. But just tell me how to get there. There's something missing. If we don't know where we are, it's very difficult to get to where we're going. So now we understand where we are. We got that scatter plot that you guys have that you've talked about. Dave, where do we go next?   0:34:26.6 Dave Williams: Well, so Cliff already mentioned one of the fundamentals. And sometimes I think this is something that people struggle with because they want to jump into something new. But one of the best starting points is to focus in on improvement. And there's a number of different reasons for that. So one is that I don't know about you all, but in my experience, if I ask people, like, hey, I want to create some improvement projects and get started on improvement, I always tell people, like, if you remember the old Stephen Covey exercise where he put the rocks and the stones and the sand into a jar and poured water. And like you would do it in different orders. And I'm fascinated that people will stare at the big rocks or the things that are right in front of them, or the things that are on their agenda, or the things that are part of their strategy. And then they'll look to the side and grab some rare event or some extra thing that isn't related to that, but they've always wanted to work on. And where we try to focus people's attention is one, what are you already working on? Can you look through your and ask around, what are the things that are currently in play, projects that exist? And sometimes we won't ask, what improvement projects do you have? Because if you do that, you get a short list.   0:35:51.4 Dave Williams: Those are the things that people defined as an improvement effort, or maybe use some kind of framing to decide it was an improvement project. It may be better to in the beginning of the book, in the first chapter, we talk about different ways that you improve. And there's designing and redesigning a process. There's designing and redesigning a service or a product. There's changing a whole system. And so it can be useful to say, well, what are we doing in these areas? And that may actually create a bigger list of the various things where people are working on something that's about change to the system that may lend itself to be better activated through firing it up as an improvement project. And then, of course, there's a good chance that any organization, especially if they've done some kind of strategic planning, have some strategic objectives or some strategic priorities which they've committed to or already said, these are the things we're going to work on. So kind of crowdsourcing or bringing those together helps us to potentially find the early portfolio of projects without having to look much further, without having to say, what else do you want to work on.   0:37:07.0 Dave Williams: And then if we've got that, if we've got that list, a second thing that we can do is invite people to use the three questions of the model for improvement and reflect on can you answer these three questions? Do you know what you're trying to accomplish? Do you know how a change will result in improvement? Do you know what changes you'll make? What's your theory about how you'll get to improvement? And so having a list of the things that are already present or existing may be one first step. Another second step in the firing up a portfolio of improvement projects is asking the three questions for the model for improvement. And then a third one, if it's an active project is we have a project progress scale that you might use that can help you gauge. So I've got a project where is it on its journey towards achieving its aim or getting results? Those three can help us to sort of get a sense of the work that is at hand and that has already been sort of started in some fashion that is already in progress and maybe to get a sense of the level of definition and the progress that exists.   0:38:22.3 Dave Williams: They may not be the right projects, but that's a good place to start before trying to create new ones. And I'll hand it to you, Andrew.   0:38:30.4 Andrew Stotz: I find that interesting. Both the story that you told Cliff about fix my raw material problem and then, Dave, what you're talking about is as you talk in the book, focus first on improvement. What are we already working on? What's an improvement project we've got? What's a problem we've got? Because a lot of times, let's say in the teachings of Dr. Deming, it's like, no, get your mind right, read this stuff, read this, figure this out, think about this, go to a seminar, talk to other people before you do anything. I feel like that is oftentimes where people get caught is they get caught up in, I need a year to think about this. And can you explain a little bit more about why once we've done our self assessment and we're ready to go, that you focus on improvement rather than the thinking process?   0:39:21.7 Dave Williams: Well, because we want to... Well, one, we know that in order to get results or to get a different result than what we want, we got to change the system that we got. Right. So in order to do that, we've got to do improvement. The other thing is that there's already energy that's being expended here.   0:39:41.4 Andrew Stotz: That's a good point.   0:39:42.7 Dave Williams: The risk that often I find people run into is that they then add other projects that are not strategic into that bucket and take up more energy. I'll tell you an example. I was working with the health system here in the States and we crowdsource just the things that they were calling improvement projects. The health system had 25 active teams that were just the ones that were called out as improvement projects. When we looked at those 25 teams, the vast majority of them were not actually... They had been meeting for months and doing things for quite some time, but they actually weren't doing any changes and, or they've been testing changes for quite some time. So, now just this exercise alone by only asking, what improvement projects do you have? You realize you've got 25 teams that have been resourced or are spending energy or going to meetings or focused on something. They may not be the strategic thing that matters, but that's irrelevant right now. We just know that we already have invested some interest here. The second thing is these folks have been on this journey for quite some time and are not making progress.   0:41:01.7 Dave Williams: So that tells me something about maybe the way that they framed it. Did they charter it well? Did they have the right people in the room or the right team? Did they have the right tools and methods to be able to break down the problem and then figure out what to test and learn? So there may be some difficulty...   0:41:19.4 Andrew Stotz: Or did they even just dissipate their efforts across 25 projects too? Right in their resources, yeah.   0:41:26.1 Dave Williams: Yeah. Or there are overlaps? So there's a number of different factors. There's actually a paper that was published by a health system in the United Kingdom, and it was really interesting. They spent a lot of attention on generating will through training and getting people in the classroom and teaching them about improvement methods. And they fired up all this energy. They had a massive explosion of the number of projects that were started or where somebody went into their software. They had a software platform. Anybody could go and start a project. Well, something like 50% of those projects never actually got to PDSA testing where they changed anything. And then there were a slew of them that were stuck in PDSA testing but never saw any movement in their process measures or their outcome measures. And only a small number actually progressed in achieving their aim. And I asked the Chief Quality Officer about this, and and he admittedly said that it was very exciting that we we're generating will and getting things going, but that alone was only getting them to maybe some early design and some thinking, but they weren't getting them to results.                                                                         0:42:34.8 Dave Williams: And I said, well, what about the ones that were getting results? And he said, well, those are actually ones where we've got an improvement advisor who's got some skills and ability and improvement. There are things that are resourced, there are things that were prioritized. And man, when we did all those things, they moved from planning and organizing and thinking to testing changes and moving in a direction of goodness and getting at least results in their process measures, if not their outcome measures. And so in my mind, I was like, I appreciate you're trying to build this sort of culture, but it felt like a lot of burnt energy at the front end with all these teams getting into training and firing up their software and more energy might have been strategic in copying what was getting to results. And I think that's part of what we're trying to get to, is helping people learn. You've got if you don't have a method to figure out strategic projects, let's look at the ones you got. How are they going? Where are people at? And how effective is the capability that you have within your system right now? And the leaders want to be part of that, and they can learn within that to go, oh, wow, this is our current state.   0:43:47.2 Dave Williams: And so maybe we're going to agree to continue on with these projects. Maybe we're going to sunset some of them, but we're going to learn together about how do we get better at getting better, and how do we learn how to move projects forward and not to have them take two years. Let's try to get them down to four or six months, whether that's through scope or execution. But let's get better at getting better. And then as we're building... Developing the early activities of QOS, we'll eventually get to a point where we'll also be able to identify more strategic projects that are going to move us towards our aim or towards our purpose better. And this will help us as we're trying to build the capability to get there.   0:44:32.7 Cliff Norman: You know, Andrew, early on, when Dave went down this path, he said that we got to make sure that somebody's working on improvement. They're actually making changes. And Jane and I were working with a group, and the CEO said they've been meeting a long time. Could you down there and see what they're doing? Because nothing's happening. And we started looking through their agendas and they had everything well documented, and it was all about getting ready to get ready. And then they'd assign the dessert. Who's going to bring the dessert to the next meeting. And Jane looked at him and says this reminds me of something, Cliff. I said, what's that? Can I share my screen?   0:45:10.9 Andrew Stotz: Yeah. Yep, go ahead.   0:45:13.7 Cliff Norman: I may send this to. You may know about it, but this is Dr. Deming's Diary of a Cat. And everyday...   0:45:20.6 Andrew Stotz: It hasn't come up yet. Hold on one second. Hopefully you've got permission now.   0:45:28.6 Cliff Norman: Let me go back and check here.   0:45:33.9 Andrew Stotz: Okay. It looks like it's coming up. One second.   0:45:38.4 Cliff Norman: It said every day is today. There's no theory days of the week. But today I got up some food in a bowl, it was great. Slept some too. Play with yarn, got some food in a bowl, had a good nap, slept, food, yarn, fun. Play with a shoelace. There's a big change right there. Went from yarn to a shoelace. Some people call that a job shop. And ate, slept, had a good day, slept, ate some food, yarn, so forth. So, and the team meeting looked just like that. But there's really no changes going on relative to improvement. So Dr. Deming would often share this into four days seminar to make sure that we weren't involved in the Diary of the Cat, but we were actually doing something useful in terms of making changes in the organization.   0:46:24.4 Andrew Stotz: That's a great one. And it helps us to understand that we could be busy all day long and not improve anything.   0:46:31.8 Cliff Norman: You know, or actually confuse that with improvement. In fact, we have an operational API that my team, we were embarrassed in our first, wait a second, our first improvement guide we wrote. And Dr. Adamir Pente, who's a professor at the university in Brazil, he sent us a note and he said, I know you guys and he said you're real big on operational definitions, but you've written this book on improvement and nowhere have you, you've defined what you mean by improvement. And then he put together a three part definition that there's a design and redesign system, there's system measures and the change is sustainable and lasting and so we put that definition in the second edition. But I was confronted at a university, I won't mention which one it was, but they had 30 Keystone projects for a advanced degree program for nursing and they were convinced they were doing improvement. And when I had them apply that definition, they came up out of the thirty. They only could find two projects out of the 30 where they were actually designing and redesigning the system, which, that's the first thing Dave said are we designing and redesigning and making real changes? And people think just showing up and going through motions and all the rest of it is improvement. No, it means...   0:48:07.8 Dave Williams: Looks like we've lost...   0:48:11.9 Andrew Stotz: We lost you at the last, the last statement you just made. People are going through all this stuff and thinking that they're improving, but they're...   0:48:22.8 Cliff Norman: Yeah, it's showing up and going through motions and you know, having the meetings and making sure we assign who's bringing dessert. But we're not really designing and changing the system. We're not getting measurable changes of improvement. In other words, we haven't tracked the data over time and we can't say that the changes that we've made are going to in fact be sustainable because we haven't known what we've done to the system to deserve a sustainable change.   0:48:51.4 Andrew Stotz: By the way, what a buzzword these days, sustainability, sustainable and all that. And you just think do people really think about how we're building something that's really lasting and sustainable?   0:49:04.8 Cliff Norman: Well, we have a checklist and actually Jane designed it for the first edition and it literally lays out what changes did you make, which processes did you change, what's going to change in the documentation, whose role statements have been changed in the organization because of this change. And once all that's answered on that checklist, which is in the book, then we can... But we're pretty certain that we've created the structure to make it easy for people to do the right thing and hard to do the wrong thing. But unless that structure's changed, probably not much going to happen.   0:49:40.8 Andrew Stotz: Just for the sake of time, because I think we want to wrap up in just a bit. But there's so many stuff, so much stuff that we've been through. But I know there's even more in this chapter, but how would you start to bring this together for the person who is a leader, himself or herself, and they're listening to this and they're thinking, okay, I'm ready to make a change and I'm prepared to devote the time and energy because I see the outcome and I'm open to help, whether that's through the book and other books, whether that's through a consultant, whatever that is. And I can even do a self assessment to some extent and know where our level is, which is very low. We don't know much about this type of stuff and that type of thing. We talked about the first focus on improvement. How do they pull this all together and start moving on it?   0:50:35.0 Dave Williams: There's three things that follow the self assessment. The first one is this focus on doing improvement work and setting up a portfolio of projects. And we just kind of talked about many of the different methods that go into that. And like I said, sometimes that when you say that out loud, leaders don't initially get excited by it because they think they have it. But actually it's a powerful opportunity for you to learn about what's currently going on in the organization and about where this opportunity is to reduce a lot of the noise and a lot of the friction that's getting in the way from you getting to results. The second thing that often happens in parallel is that the leaders need to build a learning system where they're going to be able to learn together both about these projects and what these projects are telling them about their organization, about their culture, about their people, and about their capacity to get results, but also that they can start to be learning about the science of improvement and profound knowledge and the activities of QOS that are going to be part of what they're going to work on developing over the course of the first year or two.   0:51:50.6 Dave Williams: And so that typically is, that's making that space and energy. It's a blend of book learning and application and practical. Trying and looking at things within the organization. It's a very applied approach, but it's an ongoing piece of their discovery. And I often argue that this is a real opportunity for leadership because they're going to be able to see their organization in a way that they haven't seen it before. And when we talk about profound knowledge, they're going to gain this profound understanding and expertise about what they're charged with and what they own and what they want to change in a way that they haven't been able to have it before. And so it's a hard work, but rewarding work. And then third is that typically where the, where we invite people to start is to focus in on the first activity, which is to develop or establish or develop their purpose. When this work was initially framed, not everybody was as... Not everybody had a mission, vision and value statement or a purpose statement that wasn't as common, but today people do. But the difference here, and you'll see this in the chapter on purpose, is that organizations that are pursuing quality as an organizational strategy are organizations that are systems that are built to constantly be trying to match a need that exists out in the world.   0:53:34.7 Dave Williams: And so often a learning for people is to step back and have to reflect on, well, what is the need in which we are creating these products and services to match? And if we're creating these things to match the need, how do we understand what's important, what are the quality characteristics that matter? And then how do we define what our mission is in that context? And being able to say, here's why we exist and the need that we're trying to serve, and in what way? And how do we set a vision for where we want to get into the future and what are the tenants or the practical values that exist in our organization, that we want to define how we work together in terms of building in that way. And so purpose is a big focus. It's that clarity of the need, the clarity of the quality characteristics that it takes to match that need. Understanding what are the products and services that we have. I know that sounds a little trivial, but you'd be stunned how hard it is, especially in service organizations, for people to actually describe what it is that they do, what are the actual services.   0:54:54.3 Dave Williams: They might have the name of the service or the class or the whatever, but to actually say this is what we deliver, and then really think about how do I use this as our organization's sort of North Star, our aim, so that everything else that follows is going to be about building a system that produces the results that we want and produces the services that match that need. So going forward, that's going to be very, very important in instructing the direction and instructing the way in which we're going to work as a community of professional people together.   0:55:30.8 Andrew Stotz: So after self assessment, we're talking about focusing on improvement. We're talking about building a learning system, and we're talking about revisiting or establishing or developing our purpose?   0:55:43.3 Cliff Norman: Yeah, I'll just add to what you just said there, Andrew. There's three basic things that have to happen when we start working. Number one is create the habit of improvement. Start improvement right away. Second thing, Dave just went through some detail on building a system of improvement. And Dave called that a learning system, which I thought was interesting because that's what Dr. Maccabee called it when he saw the five activities. Said, these are really methods for building a learning organization. And he said, I've never really seen them before, but this is what will come out of this, which is the essence of what you want. You want people continually learning, as Dr. Deming said, so they can continually improve. But the third thing that has to happen is we have to develop internal capability for them to carry this on, because we're not going to be around with them. We've never advertised. We don't advertise for clients, and we only get word of mouth. And we're only in there to do those three things, get them started on the habit of improvement, start building the system improvement so they can take it over.   0:56:43.4 Cliff Norman: And the third thing, start developing internal capability so they can continue it on into the future. So those three things basically take off on day one. And depending on the organization, I think this is critical. Dave, you asked this question the other day, if the context is such they've got things in front of them are so bad and so challenging that they just need to work on improvement. That's where we're going to be focused. But now if they can chew gum and walk at the same time, we're going to start building the system of improvement. And the first people I want on those initial teams, I want people on there who are going to be future improvement advisors. And more importantly, they perceive them as future leaders in the organization. I don't want a cadre of a whole bunch of improvement advisors. I want leaders in the future who actually understand the science of improvement, understand these methods, so when they go to the next department, the next organization, they can carry this on. So those three things start improving, start building a system of improvement. And the third thing, start developing internal capability. Those have got to take off almost simultaneously, depending on the situation, of course.   0:57:49.8 Andrew Stotz: Well, on that note, that's quite a discussion. I'm so happy that we can have this to go in a little bit deeper into the work that you guys have done. Again, the book is Quality As an Organizational Strategy. I got mine on Amazon and it sent it to me. But I wonder if you have any last words that you'd like to share about what we've talked about today in relation to getting started.   0:58:18.3 Cliff Norman: So, Dave, why don't you talk a little bit about. Because I think this is critical. We've just finished Andrew, the book that's going to be for the people who actually have to build this system. So Dave, just say a few things about that if you would, because you.   0:58:32.0 Dave Williams: About the field guide?   0:58:33.8 Cliff Norman: Yeah.   0:58:35.5 Dave Williams: Yeah. Well, so when this body of work was first created, there was the content of which you see in this book. And then there were also a lot of exercises and methods and applications and examples that existed as well. And it was a pretty thick binder. We have created two volumes. One, the book that you have, which is the description of the theory and the method and gives you some of the tools. And we're now in the process of pulling together what we call the QOS Field Guide, which is a guide that is supporting people that are going down this journey. It follows the same structure as the book, with the exception of the, the Getting started chapter that we had at the end is now at the beginning. And it walks through in great detail various ways in which you leaders and practitioners can approach getting started and building the capacity and then working through each of the activities. And it's equal in size, I mean, it's about the same thickness. But what we tried to do is to give people really pragmatic things to do.   1:00:01.1 Dave Williams: So there are exercises where people are simulating an idea or a concept or a particular piece. There are what we call QOS applications, which are where you're actually taking the theory or the method and applying it to your own organization. There are case studies and things that have been built that might allow you to practice. There's wonderful examples of just about everything from all, from people that we have worked with over the years across multiple different fields, from my background in emergency services and healthcare to education to manufacturing to elevator companies, all kinds of great stuff. And so that will be helpful as people are trying to think about pursuing this journey and working through that first phase of developing QOS and moving into using it. And we're in the stages of having it done to be available later this year.   1:01:08.6 Andrew Stotz: Exciting.   1:01:09.2 Cliff Norman: We've tried to make it useful, Andrew, that the people have to stay overnight with the management and actually get something done and build it without being run off. That everything is there for them to make sure that they make it successfully. That's the thing we kept in mind as we kept writing this second volume.   1:01:25.2 Andrew Stotz: Yeah, I mean, I would say my experience with your guys's writing is that it's applicable.   1:01:34.1 Dave Williams: Well, Andrew, one thing I was going to add on you mentioned a lot of different examples. There are a lot of books in which people tell you a theory, but they don't tell you how to do it. Or they tell you about their own experience, but they don't actually convey the theory. The Quality as an Organizational Strategy book is laying out the theory and the methods of this approach built on the foundations of the science of improvement and profound knowledge and the Deming philosophy. The QOS Field Guide adds to that by giving you the methods and the tools and the things. It doesn't mean that that by itself you can't just go through like it's some kind of self guided tour and all of a sudden magic happens. There's a lot of work and learning and things that have to go into going through that process. But between these two volumes, a leadership team has the tools and methods that put them in position to be able to make this journey.   1:02:41.4 Andrew Stotz: Right. Well, let's wrap it up there. On behalf of everyone, I appreciate Dave and Cliff. All that you're doing and you're sharing with us and taking the time to do that. So from everyone at the Deming Institute, I want to thank you again for joining this and bringing your discussion on these topics. And for listeners, remember to go to deming.org to continue your journey. And you can find this book, Quality as an Organizational Strategy at Amazon and other booksellers. Are there even booksellers these days? I don't even know. They're mainly online these days. So this is your host, Andrew Stotz, and I'm going to leave you with one of my favorite quotes from Dr. Deming, which is "people are entitled to joy in work."  

This man is Fast!  He ran his first Marathon in 2:26.  His accomplishments don't stop there.  Casey Ellis was an extremely successful collegiate runner who has since  won the Run for the Diamonds (an over 100 year old race in Berwick, Pennsylvania) along with his most recent accomplishment of breaking a 44 year old course record.  Casey has run a 1:05 1/2 Marathon and now has set a goal to run the Marathon in the US Olympic Trials."The first 19 miles went great and then I didn't fuel enough and it went down hill real quick!"- Casey Ellis Great job Casey! Thanks for being on the show and keep up the great Running!Thanks for Listening and Supporting the show (click the support the show link) Enjoy the Run!Support the showThanks for listening to Running with Maverick and Wolfman. If you are enjoying the podcast please like and share on facebook, X, follow on instagram and support the show. Thank you to those who have supported already.If you have questions please e-mail or submit them on facebook or instagram. Thanks!This podcast if for informational purposes only and should not be considered professional healthcare advice. We are not responsible for any losses, damages, or liabilities that may arise from the use of this podcast. This podcast is not intended to replace medical advice. The views expressed in this podcast may not be those of the hosts or the management. THIS PODCAST IS NOT AFFILIATED IN ANY WAY WITH THE TOP GUN MOTION PICTURES OR PARAMOUNT PICTURES INC.

Welcome to Season 6 Episode 1 of the podcast. This season we will explore the overarching theme of hope as something we intentionally co-create through great strategy and action. I am incredibly honoured to be joined but not one but two "giants" in healthcare clinical leadership, Dr Don Berwick President Emeritus and Senior Fellow at at the Institute for Health Improvement and also special guest co-host Professor Catherine Crock Chair and Founder of the Hush Foundation. ( More complete bios in episode)       In this powerful conversation we again use Marshall Ganz's perfect story arc of self, us and now to explore Dr Berwick's own story and journey of healthcare improvement, we discuss how important it is not do this work alone and organise and bring others will us. We learn that there is method in mobilisation as beautifully demonstrated by the success of the 100, 000 lives campaign. Leadership remains the pervasive theme throughout and the call to action extends to all of us in healthcare but particularly to the highest levels of leadership to courage and kindness, to dare greatly, get rid of stupid stuff, deeply listen and engage clinicians and patients and be prepared to change mind and direction with new and involving information. Whilst a short podcast conversation cannot do full justice to the wealth of combined knowledge and wisdom of these two senior clinical leaders, I know you, like I, will gain so much from this one and I encourage you to explore more of the resources we discuss linked below. "If I have seen further it is by standing on the shoulder of giants"Sir Isaac Newton Links, References and Recommended Reads :https://www.ihi.orghttps://cms.megaphone.fm/channel/ihiturnonthelightsLink to IHI Dr Don Berwick and Dr Jessica Berwick ]https://youtu.be/kxZl8Kc0-S0?si=iWOdRAmt_rFuCGWN The Moral determinants of health Berwick DM. The Moral Determinants of Health. JAMA. 2020;324(3):225–226. doi:10.1001/jama.2020.11129 Dr Don Berwick and Prof Amy Edmondson IHI Patient Safety Conference 2024https://youtu.be/akLEl9XOA28?si=kMYRwtFo77B7HkU0The Hush Foundation https://www.hush.org.au People, Power Change Marshall Ganz https://www.hks.harvard.edu/publications/people-power-change-organizing-democratic-renewal Sir Michael Marmot The Health Gap https://www.bloomsbury.com/au/health-gap-9781408857977/ The Mind Full Medic Podcast is proudly sponsored by the MBA NSW-ACT Find out more about their service or donate today at www.mbansw.org.auDisclaimer: The content in this podcast is not intended to constitute or be a substitute for professional medical advice, diagnosis or treatment. Always seek the advice of your doctor or other qualified health care professional. Moreover views expressed here are our own and do not necessarily reflect those of our employers or other official organisations.

Jim looks at Acts 6 and talks about the disciples delegating their practical roles and involving the wider church.

Subscribe to UnitedHealthcare's Community & State newsletter.Health Affairs' Senior Deputy Editor Rob Lott interviews Don Berwick of the Institute for Healthcare Improvement about his paper as part of the Vital Directions for Health and Health Care: Priorities for 2025 package that proposes strategies for how health care in the US could be transformed.Order the February 2025 issue of Health Affairs.Currently, more than 70 percent of our content is freely available - and we'd like to keep it that way. With your support, we can continue to keep our digital publication Forefront and podcasts free for everyone. Subscribe to UnitedHealthcare's Community & State newsletter.

Berwick, Nova Scotia, 1988 22 year old Lyndon Fuller appeared to have everything going for him. Employed, active in his community, and an all around good guy. But in late 1988 it became clear that Lyndon was struggling beneath the surface. After noticing signs of increasing depression, Lyndon's family encouraged him to seek help, resulting in a stay at the Western Kings Memorial Hospital… but things would only get worse. Just two days after being admitted, barefoot and wearing only hospital pajamas Lyndon Fuller was last seen jumping out of the window in his third-story room. In this episode, we explore one of Nova Scotia's most enduring cold cases—-The Disappearance of Lyndon Fuller Provide feedback and comments on the episode: nighttimepodcast.com/contact Links: make a case suggestion: https://www.nighttimepodcast.com/contact Subscribe to the show: https://www.nighttimepodcast.com/subscribe Musical Theme: Noir Toyko by Monty Datta Contact: Website: https://www.nighttimepodcast.com Facebook: https://www.facebook.com/NightTimePod Instagram: https://www.instagram.com/nighttimepod Support the show: https://www.patreon.com/nighttimepodcast Learn more about your ad choices. Visit megaphone.fm/adchoices

Matthew comforts Keri as they piece together the criminal reconstruction of a week that felt like curtains for The Archers.A big thank you and welcome to our nine new patrons : Julie, Cushla, Benedict, Lizzie, Lisa, Linda, Charlotte, Jenny and Lorraine.Further thanks to all of you who listen and support us.Entering stage left:Button It : Mick gives Joy the silent treatment.Berwick on Speed : Ambridge's latest mystifying blow in.Dame Over : Tony loves tractors more than his children.Produced by Matthew WeirBecome a beautiful patron of The Cider Shed and receive early ad-free episodes and our exclusive Patreon-only midweek specials. It really REALLY helps us out.https://www.patreon.com/thecidershedTo help us out with a lovely worded 5 star review hit the link below. Then scroll down to ‘Ratings and Reviews' and a little further below that is ‘Write a Review' (this is so much nicer than just tapping the stars

Send us a textAuthor, actor, and rocker, among other endeavors Peter Berwick joins hosts David C. Gross and Tom Semioli to discuss his book TOO WILD TO TAME: THE STORY OF THE BOYZZ independently published and available now.In the late 1970s, Chicago and its surrounding environs was fertile ground for such emerging acts as Cheap Trick, Styx, and REO Speedwagon – to cite a select few. One collective which failed to grab the brass ring was the only band that mattered: The Boyzz! Berwick documents one of the wildest rides in the history of rock and roll. Buckle up!

The Creator of all things made us on purpose and for a purpose. If you believe everything in the bible is true, you must believe that all things (including us) were made by Him and for Him. Much of what we are created to do, we are created to do together in community. In this sermon, Ethan Berwick goes into great detail about how God created us for community, discipleship and multiplication. Included in Ethan's message is a call to action to do life with other believers. For alone, you may be able to go fast; but together, you will be able to go far.

On the banks of the Susquehanna River in Columbia County, in the northeast corner of the state of Pennsylvania, just outside the town of Berwick; population 10,355; lies a nuclear power plant. As you drive down route 11, you can see the steam pouring out of its mammoth towers over the tops of the trees. This is the single source of power in the area for a 20-mile radius. That means the 2500 megawatts of power it generates must cover an area of 1300 square miles and convert for every possible need within that geography. Columbia County has a little over 64,000 people. Of all the energy we harvest and generate, we lose more than 2/3rds of it due to transmission, conversion, distribution, and what experts call “rejected”. This may not seem like a big deal in the Pennsylvania countryside but try a metropolis like Manhattan or the entire energy needs of a country like the United States and you're talking about a hemorrhaging of money and efficiency. One of the pillars of modern society, the power grid, teeters on the brink of obsolescence. In this realm, vast amounts of energy are generated, only to be squandered through inefficiencies, unidirectional flow, passive transformers, and countless conversion points. It is a system that is in danger of outliving its usefulness, struggling to meet the demands of an increasingly electrified world. Recent news stories have highlighted the challenges faced by our aging power infrastructure, as it groans under the weight of the terawatt hours required to power our cities, our transportation, our ever-growing array of personal electronics and smart homes. Don't forget a little thing called AI. But amidst this landscape of inefficiency and waste, a glimmer of hope emerges. Distributed energy resources, solid-state transformers, and innovative storage solutions, powered by the likes of silicon carbide, offer a path forward. By harnessing these technologies, we can preserve the power we generate, ensuring that as many watts as possible are used to their fullest potential. It's a world that's not too far away, but we have a choice: to cling to the vestiges of a bygone era or to embrace the promise of a more efficient, sustainable future. With each passing day, the imperative grows clearer – we must adapt, we must innovate, and we must evolve, for the sake of our planet and the generations to come. As we enter the third wave of silicon carbide, some BIG ideas are propelling what could be a very prosperous future.   How can Microchip Technology help fix the inefficiencies of modern power grids?   Links from the episode:     Guests:  Dr. Kevin Speer

Jeff speaks with David Bent from Berwick, who says a courier delivered his packages (or pretended to deliver them) to the wrong house, and Ashley Farnsworth of Torbrook, who started a facebook group about this because so many people are having similar experiences with packages going missing.

Some Berwick Springs' residents have launched an online petition asking the state government not to name a lake in their area after the founder of the Sikh faith. The residents claim they were not consulted before a new name was announced. The Sikh community has also filed an online petition calling for the Guru's name to remain. - ਵਿਕਟੋਰੀਆ ਸਰਕਾਰ ਵੱਲੋਂ ਮੈਲਬਰਨ ਦੇ ਸਾਊਥ-ਈਸਟ 'ਚ ਪੈਂਦੇ ਬੈਰਿਕ ਸਪ੍ਰਿੰਗਜ਼ ਸਥਿੱਤ ਇੱਕ ਝੀਲ ਦਾ ਨਾਂ ਸਿੱਖ ਧਰਮ ਦੇ ਸੰਸਥਾਪਕ ਗੁਰੂ ਨਾਨਕ ਦੇਵ ਜੀ ਦੇ ਨਾਂ ਉੱਤੇ ਰੱਖੇ ਜਾਣ ਤੇ ਉਸ ਇਲਾਕੇ ਦੇ ਵਸਨੀਕਾਂ ਨੇ ਇਸਦੇ ਵਿਰੋਧ ਤਹਿਤ ਇੱਕ ਆਨਲਾਈਨ ਪਟੀਸ਼ਨ ਵਿੱਚ ਦਾਅਵਾ ਕੀਤਾ ਹੈ ਕਿ ਇਹ ਨਾਮ ਭਾਈਚਾਰਕ ਸਲਾਹ-ਮਸ਼ਵਰੇ ਤੋਂ ਬਿਨਾਂ ਰੱਖਿਆ ਗਿਆ ਹੈ। ਦੂਜੇ ਪਾਸੇ, ਆਸਟ੍ਰੇਲੀਅਨ ਬਹੁ-ਸੱਭਿਆਚਾਰਕ ਭਾਈਚਾਰਿਆਂ ਦਾ ਦਾਅਵਾ ਹੈ ਕਿ ਨਵੇਂ ਨਾਂ ਨੂੰ ਲੈ ਕੇ ਗਲਤਫਹਿਮੀ ਵੱਧ ਰਹੀ ਹਨ ਅਤੇ ਇਸ ਮੁੱਦੇ ਦਾ ਸਿਆਸੀਕਰਨ ਕੀਤਾ ਜਾ ਰਿਹਾ ਹੈ। ਪੂਰਾ ਮਾਮਲਾ ਜਾਨਣ ਲਈ ਐਸ ਬੀ ਐਸ ਪੰਜਾਬੀ ਦੀ ਇਹ ਪੜਚੋਲ ਸੁਣੋ.....

Brad Battin joined Tom Elliott. See omnystudio.com/listener for privacy information.

Full Text of ReadingsFriday of the Thirty-first Week in Ordinary Time Lectionary: 489The Saint of the day is Blessed John Duns ScotusBlessed John Duns Scotus' Story A humble man, John Duns Scotus has been one of the most influential Franciscans through the centuries. Born at Duns in the county of Berwick, Scotland, John was descended from a wealthy farming family. In later years, he was identified as John Duns Scotus to indicate the land of his birth; Scotia is the Latin name for Scotland. John received the habit of the Friars Minor at Dumfries, where his uncle Elias Duns was superior. After novitiate, John studied at Oxford and Paris and was ordained in 1291. More studies in Paris followed until 1297, when he returned to lecture at Oxford and Cambridge. Four years later, he returned to Paris to teach and complete the requirements for the doctorate. In an age when many people adopted whole systems of thought without qualification, John pointed out the richness of the Augustinian-Franciscan tradition, appreciated the wisdom of Aquinas, Aristotle, and the Muslim philosophers—and still managed to be an independent thinker. That quality was proven in 1303, when King Philip the Fair tried to enlist the University of Paris on his side in a dispute with Pope Boniface VIII. John Duns Scotus dissented, and was given three days to leave France. hbspt.cta.load(465210, '271f0e97-0cc5-40ab-98e0-75c78489c4b8', {"useNewLoader":"true","region":"na1"}); In Scotus's time, some philosophers held that people are basically determined by forces outside themselves. Free will is an illusion, they argued. An ever-practical man, Scotus said that if he started beating someone who denied free will, the person would immediately tell him to stop. But if Scotus didn't really have a free will, how could he stop? John had a knack for finding illustrations his students could remember! After a short stay in Oxford, Scotus returned to Paris, where he received the doctorate in 1305. He continued teaching there and in 1307 so ably defended the Immaculate Conception of Mary that the university officially adopted his position. That same year the minister general assigned him to the Franciscan school in Cologne where John died in 1308. He is buried in the Franciscan church near the famous Cologne cathedral. Drawing on the work of John Duns Scotus, Pope Pius IX solemnly defined the Immaculate Conception of Mary in 1854. John Duns Scotus, the “Subtle Doctor,” was beatified in 1993. Reflection Father Charles Balic, O.F.M., the foremost 20th-century authority on Scotus, has written: “The whole of Scotus's theology is dominated by the notion of love. The characteristic note of this love is its absolute freedom. As love becomes more perfect and intense, freedom becomes more noble and integral both in God and in man” (New Catholic Encyclopedia, Vol. 4, p. 1105). Learn more about John Duns Scotus! Saint of the Day, Copyright Franciscan Media

Any donation is greatly appreciated! 47e6GvjL4in5Zy5vVHMb9PQtGXQAcFvWSCQn2fuwDYZoZRk3oFjefr51WBNDGG9EjF1YDavg7pwGDFSAVWC5K42CBcLLv5U OR DONATE HERE: https://www.monerotalk.live/donate TODAY'S SHOW: Douglas Tuman chats with crypto-anarchist and founder of the Dollar Vigilante Jeff Berwick. In this discussion Berwick explores the "matrix" of societal control, his belief in the importance of self-transformation, and the power of privacy-focused currencies like Monero as tools for autonomy. They also delve into alternative technology, including Berwick's use of Tesla-inspired healing devices, and discuss strategies for maintaining Monero's independence amidst rising governmental control. Get ready for a thought-provoking conversation about freedom, personal empowerment, and the potential for decentralized finance. TIMESTAMPS: (00:01:48) - The Current State of Society (00:05:04) - Political Views and Voting (00:06:44) - Personal Transformation (00:07:32) - Monero's Role in Freedom (00:09:26) - Theories on Power and Control (00:11:52) - Meditation and Reality (00:13:23) - Monero vs. Bitcoin (00:16:25) - Privacy in Cryptocurrency (00:20:02) - Technology and the Matrix (00:23:03) - Tesla Machine and Health (00:26:29) - MoneroTopia Conference (00:28:10) - Peer-to-Peer Donation Platforms (00:30:17) - Monero Community and Culture (00:32:17) - Future of Bitcoin and Monero (00:34:44) - Conference Strategy (00:37:49) - Alternative Health Practices (00:39:39) - DMT and Reality (00:45:03) - Monero Marketplace (00:50:42) - Advice to the Monero Community (00:57:57) - Upcoming Monero Privacy Improvements (00:59:54) - Copa Monero Tournament (01:04:17) - Event Inspiration and Closing Remarks (01:06:34) - Future Predictions (01:08:20) - Vision for a Free Society LINKS: https://x.com/BerwickJeff/ Purchase Cafe & tip the farmers w/ XMR! https://gratuitas.org/ Purchase a plug & play Monero node at https://moneronodo.com SPONSORS: Cakewallet.com, the first open-source Monero wallet for iOS. You can even exchange between XMR, BTC, LTC & more in the app! Monero.com by Cake Wallet - ONLY Monero wallet (https://monero.com/) StealthEX, an instant exchange. Go to (https://stealthex.io) to instantly exchange between Monero and 450 plus assets, w/o having to create an account or register & with no limits. WEBSITE: https://www.monerotopia.com CONTACT: monerotalk@protonmail.com ODYSEE: https://odysee.com/@MoneroTalk:8 TWITTER: https://twitter.com/monerotalk FACEBOOK: https://www.facebook.com/MoneroTalk HOST: https://twitter.com/douglastuman INSTAGRAM: https://www.instagram.com/monerotalk TELEGRAM: https://t.me/monerotopia MATRIX: https://matrix.to/#/%23monerotopia%3Amonero.social MASTODON: @Monerotalk@mastodon.social MONERO.TOWN: https://monero.town/u/monerotalk

En algún punto del siglo XVIII se enredan los destinos de las casas Berwick, Alba y Colón. Luego se desanudan, pero al fondo de los archivos de Liria quedarán documentos que cambiarán la historia del Descubrimiento.

In the 26th Patreon bonus podcast you join me for a very special Halloween Patreon episode as I am on location in the Scottish Borders. You will come with me as I walk these ancient streets and ramparts, and tell you the dark history and ghost stories of the most northern town in England. And of course this October is Vampire Month on the How Haunted? podcast, and there are vampires to found here as you'll hear not one, but two stories of those neck-obsessed creatures of the night. So join me this Spooky Season, and together let us ask, just how haunted is Berwick-upon-Tweed? Get access to the full episode, which is pver an hour long, right now at https://www.patreon.com/howhauntedpod.   Find out more about the pod at https://www.how-haunted.com and you can email Rob at Rob@how-haunted.com   Music in this episode includes: "Darren Curtis - Demented Nightmare" https://youtu.be/g_O4kS9FP3k   " HORROR PIANO MUSIC " composed and produced by "Vivek Abhishek" Music link : https://youtu.be/xbjuAGgk5lU SUBSCRIBE us on YOUTUBE: https://youtu.be/DQQmmCl8crQ Follow on Facebook: https://bit.ly/33RWRtP Follow on Instagram: https://bit.ly/2ImU2JV

Meet the 67-year-old tree expert who's been climbing for almost 50 years. He started at 17 and had to be rescued out of the tree on his first climb! Hear about his journey from post-Vietnam tree work, pruning during dormancy, and battling Dutch Elm Disease—plus his faith and commitment to preserving trees whenever possible.   livingtreecare.com

We get ready for Week 9 of the High School football season: Gregg Wetzel talks Lewisburg and Montoursville; Steve Briggs on Selinsgrove and Berwick and the Chief on Shikellamy and Danville. Come for the previews; stay for some George Curry stories.

Six years ago, Fixing Healthcare launched as a “podcast with a plan to fix American healthcare.” After more than 150 episodes—spanning three election cycles—the show has explored countless ideas for ... The post FHC #151: Six years later, Don Berwick's vision for healthcare remains unfulfilled appeared first on Fixing Healthcare.

9 - 17 - 24 CADEN OPENING AUBREYS IN S BERWICK by Maine's Coast 93.1

Statistics show that 99% of all cities in America are safer than Beaumont. This information can be disheartening and a bit discouraging, but nevertheless, we are called to love and lead our city. Our eternal home is heaven, and until we are called back, God has us on Earth for a reason. In this sermon, Ethan Berwick gives us three steps to help us love our cities. No matter where you live ... no matter how dangerous or safe it is ... no matter how you feel about the current state of your area.. you have to choose to love your city, because God calls us to lead our cities.

US Senator Sherrod Brown (D-Ohio) has always been a champion for public education and educators. His daughter, Liz Brown, has had a front row seat to see her dad's leadership and commitment to Ohio's schools, workers, and families throughout her life. And, coming from a family of educators, Liz has carried on the family mission of making lives better in her own career. As Liz Brown explains on this episode of Public Education Matters, Senator Brown will continue to fight for the dignity of workers and a brighter future for all of us when he is re-elected this fall. MAKE A PLAN TO VOTE | Election Day is November 5, 2024. Now is the time to make your plan to vote, whether early in-person at your county board of elections location beginning October 7th, absentee by mail, or in-person on Election Day at your local polling location. Check your voter registration and find your local polling place at VoteOhio.govLEARN MORE ABOUT WHERE SEN. BROWN STANDS | Go to www.sherrodbrown.com to check out Sen. Brown's website and get more information about his campaign. Click here to read why OEA members are enthusiastically recommending Senator Sherrod Brown for re-election to continue his pro-public education, pro-labor work in the US Senate. Click here to watch Senator Brown's full interview on NBC4's The Spectrum that was referenced in this episode of the podcast. Among his many priorities during his time in Washington, Sen. Brown has:Fought to make sure Ohio educators can retire with dignity by passing the Social Security Fairness Act which would ensure teachers, first responders, and other public sector workers and their families receive the full Social Security benefits they've earned.Secured millions to expand high-speed internet access for students and families across Ohio.Introduced the Educators Expense Deduction Modernization Act to quadruple the amount educators can deduct from their taxes for out-of-pocket classroom expenses.Led the fight to help educators become homeowners so education can remain a sustainable career path that can attract the best talent to serve our state's students.Introduced the Full-Service Community School Expansion Act to help students succeed by helping schools and districts implement wraparound supports – including medical, mental, and nutrition health services, mentoring and youth development programs, technical assistance and continuing education courses.Spearheaded the passage of the SMART Act to reduce excessive testing that robs students and teachers of valuable instruction time.Secured nearly $300,000 to support training programs that prepare Ohio educators to teach life skills.Worked to level the playing field between workers and corporations to protect the right to organize and expand overtime pay for workers.Taken on Ohio's private for-profit schools that take funds away from public schools and fought for charter school accountability.SUBSCRIBE | Click here to subscribe to Public Education Matters on Apple Podcasts or click here to listen on Spotify so you don't miss a thing. You can also find Public Education Matters on many other platforms, including YouTube. Click here for links for other platforms so you can listen anywhere. And don't forget you can listen to all of the previous episodes anytime on your favorite podcast platform, or by clicking here.Featured Public Education Matters guest: Elizabeth Brown, Sen. Sherrod Brown's daughter, YWCA Columbus CEOElizabeth Brown became President and CEO of YWCA Columbus in 2023, with more than 15 years of experience in non-profits, government, and public policymaking, including as President Pro Tempore of Columbus City Council and as Executive Director of the Ohio Women's Public Policy Network, a statewide collective impact project to improve women's economic security through public policy.During her years on city council, Brown spearheaded laws to protect reproductive healthcare, provide paid family leave, defend residents against threats of deportation, support low-income families through COVID disruptions, erase medical debt, and increase access to early childhood education opportunities. She also commissioned an overhaul of tax incentive policies which resulted in the city's first affordable housing and living-wage requirements. She has additional prior experience in economic development, AmeriCorps service, and state government.At YWCA Columbus, Brown steers the 138-year-old non-profit's front-line work in housing, childcare, emergency shelter, and social justice training, all while serving the organization's mission of eliminating racism, empowering women, and promoting peace, justice, freedom, and dignity for all.Originally born in the Berwick neighborhood of Columbus, Brown was raised in Granville, Ohio. She is a proud public school graduate and a magna cum laude graduate of Columbia University. She and her husband Patrick Katzenmeyer live near Columbus' University District, along with their three children Carolyn, Russell, and Maribell.Connect with OEA:Email educationmatters@ohea.org with your feedback or ideas for future Public Education Matters topicsLike OEA on FacebookFollow OEA on

Dr. Don Berwick brings decades of healthcare leadership to a conversation with Matt and Wendy about the effect of social, moral, and structural determinants of health on the physician experience. He offers a welcome reminder of the essential good at the heart of our profession and implores us to work together for the change we wish to see.

Lindisfarne, or Holy Island, lies some 11.5 miles to the south east of Berwick-upon-Tweed, just off the coast of Northumberland. Only accessible at low tide, the island still possesses a mystical air, no doubt from its time as a Christian pilgrimage site. Probably most famous as the production centre of the Lindisfarne Gospels, or the island that gave the folk-rock band Lindisfarne their name, the island was also the centre of the Cult of St Cuthbert in the Middle Ages. But what folklore or legends has the island accrued over the years? Let's find out in this week's episode of Fabulous Folklore! Find the images and references on the blog post: https://www.icysedgwick.com/lindisfarne-legends/ Get your free guide to home protection the folklore way here: https://www.icysedgwick.com/fab-folklore/ Become a member of the Fabulous Folklore Family for bonus episodes and articles at https://patreon.com/bePatron?u=2380595 Fabulous Folklore Bookshop: https://uk.bookshop.org/shop/fabulous_folklore Enjoyed this episode and want to show your appreciation? Buy Icy a coffee to say 'thanks' at: https://ko-fi.com/icysedgwick Pre-recorded illustrated talks: https://ko-fi.com/icysedgwick/shop Request an episode: https://forms.gle/gqG7xQNLfbMg1mDv7 Get extra snippets of folklore on Instagram at https://instagram.com/icysedgwick 'Like' Fabulous Folklore on Facebook: https://www.facebook.com/fabulousfolklore/ Find Icy on BlueSky: https://bsky.app/profile/icysedgwick.bsky.social Tweet Icy at https://x.com/IcySedgwick

JB is at Adelaide Oval in readiness for the Qualifying Final between Port Adelaide and Geelong. A very edgy Billy Brownless kicks things off with the All Sports Report. Port Adelaide legend Chad Cornes phones in to talk about tonight's game, and reflect on his 2004 Premiership. We give away two tickets the Penrite Oil Sandown 500, and Topics Brownless has a final(s) dig at the Bombers. Corey in Berwick has a crack at $1k with Guernsey cash, then JB talks about a little incident he had on his flight to Adelaide. Channel 7's Chief Footy Reporter Mitch Cleary phones in as huge news drops about Geelong's Tom Stewart, Hawks and Cats Premiership superstar Isaac Smith drops by, and Billy has a joke about chess.See omnystudio.com/listener for privacy information.

On the phone-in today: Appliance repair technician, Aaron Publicover answers questions about appliance repair. And off the top of the show, Bernie Thorne who grows grapes in Berwick, NS, talks about his vineyard being eaten by Japanese beetles. We also hear about Titus Bakery in Saint John which is closing after 76 years in business.

The Spiritual Discipline Of Community w/ Ethan Berwick by Redemption Church

Today we're looking back to one of our favorite conversations from season 1 with Dr. Don Berwick, President Emeritus and Senior Fellow of the Institute for Healthcare Improvement. Dr. Berwick is a long-time advocate for improving healthcare for both patients and providers. During this conversation, we talk about the moral imperative of change in healthcare; how we can approach the challenges more effectively; and why working together will be critical. We want to hear from you. Send a voice memo or note to podcast@moralinjury.healthcare. CME: https://earnc.me/0aUaBU Support the podcast: https://www.fixmoralinjury.org/get-started Twitter - @fixmoralinjury Instagram - @moralinjury Facebook - @MoralInjuryofHC LinkedIn - Moral Injury of Healthcare

This episode is a special introduction to Working It, an award-winning podcast from the Financial Times. Host Isabel Berwick explores why different people work better at different times of the day. Bestselling author Daniel Pink joins Berwick to discuss how we can harness these differences to do our best work.

Humans Are Nuts: The Video Game with Jeff Berwick Jeff Berwick appears on the Outer Limits of Inner Truth Podcast to discuss his deep perspectives, minute-meditations, and why we are all likely in the greatest video game of all time. Anarcho-Capitalist. Libertarian. Freedom fighter against mankind's two biggest enemies, the State and the Central Banks. Jeff Berwick founded  (TDV) in 2010 with Ed Bugos. Jeff is a prominent speaker at many of the world's freedom, investment and cryptocurrency conferences including , his own annual event in Acapulco, Mexico currently going on its 10th year. Jeff's background in the financial markets dates back to his founding of Canada's largest financial website, , in 1994. In the late ‘90s the company expanded worldwide into 8 different countries and had 250 employees and a market capitalization of $240 million USD at the peak of the “tech bubble”. To this day more than a million investors use Stockhouse.com for investment information every month. After selling the company in 2002 he tried to sail around the world and sank his boat in El Salvador. He then carried on via backpack to over 100 countries in a quest to understand the world through his own eyes and not the lens of the fakestream media. Since founding TDV in 2010 he was the first financial analyst in the world to recommend Bitcoin at $3 in 2011. He also recommended Ethereum at $2 in 2016. Bitcoin went on to record a gain of 2,300,000% and Ethereum gained 239,900% from his recommendation price making him the most prolific financial analyst in the history of the world. He has since been banned nearly everywhere for exposing the globalist and central bank systems but still publishes regular videos on  with his dog Lucy. He published a worldwide best selling book, ‘' in 2020 and was one of the first to expose the entire Covid plandemic psychological operation which he outlined in his book. Berwick is no longer allowed on mainstream television, Youtube, Facebook and most other mainstream platforms as he constantly exposes government narratives and helps people to not only survive but profit from the financial collapse and the apocalypse. Berwick also helped found the anarcho-capitalist country  and is currently the Ambassador and Diplomat for Liberland in Mexico. The Dollar Vigilante TV –  Jeff Berwick Interview 2024, Anarcho-Capitalist, Libertarian, Dollar Vigilanted, Globalist, Central bank systems, Controlled Demolition of the American Empire, Government narratives, Financial collapse, Apocalypse, Liberland, Ambassador, Diplomat, Sovereignty, Free market, Gold standard, Fiat currency, Decentralization, Cryptocurrency, Precious metals, Economic freedom, Alternative currencies Jeff Berwick, Outer Limits of Inner Truth, real life video game, deep introspection, evolution, meditation, spiritual perspectives, personal development

Tuesday August 6, 2024 episode of Play by Play. 1.   Berwick high school football 2.  Olympics and High School Baseball coaching news 3.  Chad Menard- head baseball coach at Vandebilt high school 4.  Michigan football, college football and Charles Barkley 5.  Casey and Coach give their Over/Under picks for the NFC South and Casey gives some betting picks to end the show.

On this episode of the Two Bucks Podcast, Brian talks with Trevor Berwick on this special 100th episode about keeping the drive going for outdoor business! Trevor is what some might refer to as a serial entrepreneur – He has started two podcast, a taxidermy business, and does video content as well! Trevor shares how he started in the outdoors, and eventually became the founder and host of The Outdoor Drive podcast – a perfect name for this week's episode as well! Trevor shares his story of building out a great team for the podcast and YouTube channel, and the guys talk a lot about taxidermy strategies and different methods for using beetles to do hundreds of euro mounts a year! Click the links below to see more from Trevor and The Outdoor Drive! https://www.instagram.com/east_coast_trev/ https://www.theoutdoordrive.com/blogs/meet-the-team https://www.instagram.com/theoutdoordrivepodcast/     Connect with Brian: https://linktr.ee/twobuckspodcast   Have Questions or Comments? Send an email to Brian@twobuckspodcast.com!   Sponsors & Discounts! GOHUNT Insider - $50 Gear Shop Credit with code WESTERN https://tr.ee/2rRpTKh4TF Save $150 on Steelhead Outdoors Gun Safes with code TWOBUCKS https://bit.ly/Steelheadoutdoors Save10% on Maverick Hunting Blinds & Accessories with code WESTERNROOKIE https://bit.ly/MaverickHuntingBlinds Save 10% on Ollin Digiscoping Adapters with code TWOBUCKS https://bit.ly/OllinCodeTWOBUCKS Save 20% on your first order at Bull Elk Beard Oil with code TWOBUCKS https://bit.ly/BullElkBeardOilCodeTWOBUCKS Do you have an Outdoor Brand or Business? https://twobuckspodcast.com/be-a-guest

This week we look at five essential principles when it comes to loving your local church: humble service, sincere repentance, truthful preaching, generous giving, and devoted prayer. Wether you're good at some and have room for growth in others these principles will help you demonstrate a deep, practical love for the church and a faithful Christian life.

This week, Ethan guides us through the fundamental pillars of Christian faith, offering insights for both new believers and seasoned followers alike. From the outset, forgiveness of sins marks the starting point, followed by the obedient act of baptism in water. Moreover, embracing the Holy Spirit's empowerment, active involvement in a church community, and steadfast commitment to spiritual growth underscore essential aspects we must prioritize on our journey of faith.

Hey there! It's Paul Harvey, coming at you with another bite-sized episode of the Life, Passion, and Business shortcast. Today, I'm tuning in from a beautiful garden near Berwick, and I want to dive into a topic that causes so much pain – the idea of pushing water uphill or fighting unwinnable battles. Ever found yourself raging against the world, trying to change things that just won't budge? Trust me, I've been there and met countless others in the same boat. Sometimes, we get so caught up in resistance that we miss the opportunities for change right in front of us. It's all about attitude and acceptance. I'll share some insights on how acceptance can open doors to new possibilities, drawing from Stephen Covey's concept of the circle of influence and concern. By shifting our perspective and embracing what's within our control, we can see real change. Join me in this reflective chat, and let's explore how we can move from frustration to a place of grace and growth. And hey, if you find this helpful, share it with a friend – because sharing is caring and helps others find great content, too. The links to focus coaching are below.          Life Passion & Business Podcast is about finding answers to life's big questions through weekly interviews with guest speakers. The Shortcast is my ongoing commitment to staying inquisitive and passionate about life with whatever is alive for me each week. Follow the links below to discover what else is on offer.     The Five Questions eBook: https://lifepassionandbusiness.com/the-five-questions Focus Coaching: https://lifepassionandbusiness.com/focus-coaching/ Support The Podcast:https://www.buymeacoffee.com/lifeandpassion Midlife Survey: https://lifepassionandbusiness.com/midlife-challenge/      

Mark Stephen and Rachel Stewart follow the river Tweed from Kelso to Berwick Upon Tweed.In Kelso, they visit Floor Castle and Gardens in the company of Matt Thomson and Simon McManus. Jonathan Garrett shows Mark round the town's racecourseIn Coldstream, John Elliot of the local historical society tells the story of one of the earliest bridges built across the Tweed into England, Mark delves into the history of the Coldstream Guards and Rachel hears about a marriage house with a past to rival Gretna GreenThe Battle of Flodden took place in 1513 close to the Tweed. In Branxton, Rachel discovers the so called smallest visitor centre in the world which commemorates the battle whilst Mark visits the battlefield with Clive Hallam Baker to find out why the Scots suffered such a lossThe Union Chain Bridge is a suspension bridge which has linked Scotland and England for over 200 years making it the oldest vehicle suspension bridge in the world. Martha Andrews of the Friends of the Union Chain Bridge tells of its recent restorationWillie Robson and his family have been producing honey from the Chain Bridge Honey Farm for over 75 years. Rachel meets Willie and his daughter Frances to find out why they are both so enthusiastic about beesLinda Bankier is the Bewick Upon Tweed Archivist. She takes Mark and Rachel on a tour of the historic burgh including the walls surrounding the town and the town hall where a jail for debtors and criminals was situatedMark and Rachel go aboard the Border Belle with David Thomson at the helm for a boat trip to view Berwick Upon Tweed from a different perspective. They go under the three iconic bridges of the town - the Berwick Bridge, the Royal Tweed Bridge and the Royal Border Bridge

The release of the Universities Accord earlier this year marks a pivotal moment in higher education policy. Its recommendations address crucial aspects of the evolving higher ed landscape, including equity, funding, HECS/HELP, and living costs. These changes could profoundly influence the decisions of first-year students transitioning from school to higher ed, emphasising the pivotal role schools play in shaping their future trajectories. In this episode, Associate Professor Gwilym Croucher, an expert in Higher Education Policy, joins Principal Annette Rome of St. Margaret's Berwick in a dynamic dialogue. Together, they explore the potential impacts of the Accord, strategies for preparing school students for making decisions around their future, and how we ensure good outcomes for everyone.

“In the United States we don't ration medicine, we ration people.”We are honored this week to welcome an esteemed author, pediatrician, educator and co-founder of the Institute for Healthcare Improvement, Dr. Don Berwick.Dr. Berwick has dedicated his career to reigniting our healthcare system, to ensure it can meet the needs of disadvantaged people, and limit the excess profits being hoarded as wealth by the powers that be.Formerly serving as the former Administrator of the Centers for Medicare and Medicaid Services under Barack Obama, he knows the details of our system inside out - challenging misinformation and calling out partisan refusals to collaborate for the good of everyone, not just the stakeholders.In our discussion, he shares his story, his experiences in government, common misconceptions about his philosophies, his worry at the corporatization of our system, and some seeds of hope amidst a climate of greed.“Anybody that says we can't meet the needs of the American public isn't reading the information. What they mean is, we can't meet the needs of the American public and satisfy all the greed that we've unleashed in the current system.”Follow me on Instagram and Facebook @ericfethkemd and checkout my website at www.EricFethkeMD.com. My brand new book, The Privilege of Caring, is out now on Amazon! https://www.amazon.com/dp/B0CP6H6QN4

Scotland and England are at war again, with the important border town of Berwick-upon-Tweed under siege. In this episode of Bow & Blade, Michael and Kelly discuss how the English were able to inflict a quick and devastating defeat on the Scots. You can support this podcast on Patreon - go to https://www.patreon.com/medievalists

Anarcho-Capitalist. Libertarian. Freedom fighter against mankind's two biggest enemies, the State and the Central Banks. Jeff Berwick founded  (TDV) in 2010 with Ed Bugos. Jeff is a prominent speaker at many of the world's freedom, investment and cryptocurrency conferences including , his own annual event in Acapulco, Mexico currently going on its 10th year. Jeff's background in the financial markets dates back to his founding of Canada's largest financial website, , in 1994. In the late ‘90s the company expanded worldwide into 8 different countries and had 250 employees and a market capitalization of $240 million USD at the peak of the “tech bubble”. To this day more than a million investors use Stockhouse.com for investment information every month. After selling the company in 2002 he tried to sail around the world and sank his boat in El Salvador. He then carried on via backpack to over 100 countries in a quest to understand the world through his own eyes and not the lens of the fakestream media. Since founding TDV in 2010 he was the first financial analyst in the world to recommend Bitcoin at $3 in 2011. He also recommended Ethereum at $2 in 2016. Bitcoin went on to record a gain of 2,300,000% and Ethereum gained 239,900% from his recommendation price making him the most prolific financial analyst in the history of the world. He has since been banned nearly everywhere for exposing the globalist and central bank systems but still publishes regular videos on  with his dog Lucy. He published a worldwide best selling book, ‘' in 2020 and was one of the first to expose the entire Covid plandemic psychological operation which he outlined in his book. Berwick is no longer allowed on mainstream television, Youtube, Facebook and most other mainstream platforms as he constantly exposes government narratives and helps people to not only survive but profit from the financial collapse and the apocalypse. Berwick also helped found the anarcho-capitalist country  and is currently the Ambassador and Diplomat for Liberland in Mexico. The Dollar Vigilante TV –  Jeff Berwick Interview 2024, Anarcho-Capitalist, Libertarian, Dollar Vigilanted, Globalist, Central bank systems, Controlled Demolition of the American Empire, Government narratives, Financial collapse, Apocalypse, Liberland, Ambassador, Diplomat, Sovereignty, Free market, Gold standard, Fiat currency, Decentralization, Cryptocurrency, Precious metals, Economic freedom, Alternative currencies

In this AD Insider | Thursday 30 episode, presented by HomeTown Ticketing, we sat down with Bo Orlando, a former professional football player for 10 years who has taken over the Athletic Department at Berwick Area Senior High School in Berwick, Pennsylvania.Topics covered in this episode include: Using discipline to build pride, how to maximize middle school sport impact, and what to ask an all-knowing athletic director.Support the show

This episode combines personal storytelling with practical advice, focusing on Jamie and Mel Bogart of J&M Custom Contracting, a family-operated business based in Berwick, Pennsylvania, specializing in home remodels including kitchens, bathrooms, and basements. What started during the 2020 pandemic as a one-man operation, has grown into a successful family affair. The Bogarts share their journey of transitioning from different professions into the contracting industry, emphasizing the importance of professional growth, family involvement, and maintaining integrity. We talk about navigating client relations, project challenges, budgeting, the importance of verifying contractor credentials, insurance, and utilizing referrals to ensure hiring trustworthy professionals.If you or someone you know wants to be featured in our next podcast, message us on Facebook!

Join Dr. Don Berwick, former CMS Administrator and esteemed health policy lecturer at Harvard Medical School, as he engages in a dynamic conversation with moderator Jakob Emerson of Becker's Healthcare. Together, they delve into the intricacies of Medicare Advantage in 2024, exploring the ongoing challenges within the industry. Gain valuable insights and expert analysis from this insightful discussion on the current state and future trajectory of Medicare Advantage plans, offering a comprehensive understanding of its implications for patients and providers alike. Tune in to this enlightening podcast for a nuanced perspective on vital healthcare policy issues.

  Berwick Augustin - The Education Formula: Maximizing the Village. This is episode 647 of Teaching Learning Leading K12. Berwick Augustin is the founder of Evoke180, a leading publishing company that also specializes in Haitian-Creole translations. He is an educational consultant and keynote speaker who embodies two decades of experience as a writer, teacher, and assistant principal. Berwick is the author, most recently, of The Education Formula, Days, Months, and Seasons in Haitian-Creole, The Haitian-Creole Alphabet-and 1803 The Haitian Flag. Our focus today is on Berwick's book The Education Formula: Maximizing the Village. Thanks for listening and sharing. Before you go... You could help support this podcast by Buying Me A Coffee. Not really buying me something to drink but clicking on the link on my home page at https://stevenmiletto.com for Buy Me a Coffee or by going to this link Buy Me a Coffee. This would allow you to donate to help the show address the costs associated with producing the podcast from upgrading gear to the fees associated with producing the show. That would be cool. Thanks for thinking about it.  Hey, I've got another favor...could you share the podcast with one of your friends, colleagues, and family members? Hmmm? What do you think? Thank you! Okay, one more thing. Really just this one more thing. Could you follow the links below and listen to me being interviewed by Chris Nesi on his podcast Behind the Mic about my podcast Teaching Learning Leading K12? Click this link Behind the Mic: Teaching Learning Leading K12 to go listen. You are AWESOME! Thanks so much! Connect & Learn More: writer@berwickaugustin.com https://www.berwickaugustin.com https://www.instagram.com/berwickaugustin https://www.facebook.com/Authorberwickaugustin https://www.youtube.com/channel/UCThZaIFUaEnN0zZuWhagEuA https://www.linkedin.com/in/berwick-augustin-80615911/ Length - 54:31

We had an absolute blast with Trevor from “The Outdoor Drive Podcast” . We break down shed hunting, moose in Maine, whitetail encounters, and my favorite spring Turkey woods. Sit back and relax boys let's get it !!!

In this episode of the Free Thought Project podcast, hosts Jason and Matt welcome Jeff Berwick, the mind behind The Dollar Vigilante and a pioneering force in the anarcho-capitalist sphere. Berwick shares his extraordinary journey from founding Stockhouse.com to embracing a life of adventure and activism. Listeners will be captivated by his tales of high seas misadventure, including the sinking of his boat off Acapulco's coast, and his daring exploration of Epstein Island. The conversation takes a turn towards compassion and resilience as Berwick recounts his efforts in aiding Acapulco's recovery from a catastrophic hurricane. We delve into the creation and evolution of the Anarchapulco event, exploring its impact and the intriguing HBO docuseries it inspired. In true Free Thought Project fashion, the episode concludes on a hopeful note. Berwick shares his vision of personal transformation as a catalyst for societal change, embodying the ethos of being the change we wish to see in the world. This episode is not just a podcast; it's a journey through the highs and lows of a life dedicated to freedom and anarchy. Jeff Berwick on Twitter: https://twitter.com/BerwickJeff The Dollar Vigilante: https://dollarvigilante.com/ The Dollar Vigilante on Twitter: https://twitter.com/dollarvigilante Anarchast YouTube: https://www.youtube.com/@TheAnarchast Anarchapulco: https://anarchapulco.com/ Anarchapulco on Twitter: https://twitter.com/anarchapulco The Anarchists: https://www.hbo.com/the-anarchists  VigilanteTV: https://Vigilante.tv

Co-author of The Controlled Demolition of the American Empire, Jeff Berwick, is back to discuss how the book predicted our current political and social environments, as well as predicting an impending economic collapse and debasement of the United States Dollar. As Anarchapulco approaches, the city of Acapulco comes back to life after a very unusual CAT-5 Hurricane Otis destroyed a majority of the city with 200 mph+ winds. Thanks to the generous donations made to the Hurricane Otis Recovery fund launched by Berwick hours after the event, many locals were helped by the Anarchapulco planning team in their time of extreme need. Jeff Berwick Website: www.dollarvigilante.com Acapulco Aid: www.hurricaneotisrecovery.com Anarchapulco: www.Anarchapulco.com Promo Code: MACRO Sponsors: Emergency Preparedness Food: www.preparewithmacroaggressions.com Chemical Free Body: https://www.chemicalfreebody.com Promo Code: MACRO C60 Purple Power: https://c60purplepower.com/ Promo Code: MACRO Wise Wolf Gold & Silver: www.Macroaggressions.gold True Hemp Science: https://truehempscience.com/ Haelan: https://haelan951.com/pages/macro Solar Power Lifestyle: https://solarpowerlifestyle.com/ Promo Code: MACRO LegalShield: www.DontGetPushedAround.com EMP Shield: www.EMPShield.com Promo Code: MACRO Christian Yordanov's Detoxification Program: https://members.christianyordanov.com/detox-workshop?coupon=MACRO Coin Bit App: https://coinbitsapp.com/?ref=0SPP0gjuI68PjGU89wUv Macroaggressions Merch Store: https://www.teepublic.com/stores/macroaggressions?ref_id=22530 LinkTree: linktr.ee/macroaggressions Books: HYPOCRAZY: https://amzn.to/3VsPDp8 Controlled Demolition on Amazon: https://amzn.to/3ufZdzx The Octopus Of Global Control: Amazon: https://amzn.to/3VDWQ5c Barnes & Noble: https://bit.ly/39vdKeQ Online Connection: Link Tree: https://linktr.ee/Macroaggressions Instagram: https://www.instagram.com/macroaggressions_podcast/ Discord Link:  https://discord.gg/4mGzmcFexg Website: www.theoctopusofglobalcontrol.com Facebook: www.facebook.com/theoctopusofglobalcontrol Twitter: www.twitter.com/macroaggressio3 Twitter Handle: @macroaggressio3 Rumble: https://rumble.com/c/c-4728012 The Union Of The Unwanted LinkTree: https://linktr.ee/uotuw RSS FEED: https://uotuw.podbean.com/ Merch Store: https://www.teepublic.com/stores/union-of-the-unwanted?ref_id=22643&utm_campaign=22643&utm_medium=affiliate&utm_source

In this episode Patrick Broe and Benji Naesen react to the freshly released Giro 2024 route. Timestamps: 00:00:00 Intro 00:01:15 Route overview 00:10:58 Stage-by-stage analyses 1:08:58 Overall thoughts and rating 1:18:39 Outro, Berwick and Benji's videos Our merch has dropped! Custom designs painstakingly crafted by Louemans on t-shirts, mugs and hats with all your favourite catchphrases from the podcast. Check it out at ⁠⁠https://shop.lanternerouge.com⁠⁠ If you enjoy and want to directly support LRCP, you can send us a donation here https://ko-fi.com/lanternerougecyclingpodcast