Podcasts about Cel

Ranní brífink Petra Honzejka: Dnes to vezmeme v brífinku trochu netradičně. Příští týden bude mít druhé výročí ve funkci předseda Ústavního soudu Josef Baxa a my jsme s ním pořídili pro Hospodářky velký rozhovor. Celý si ho budete moci přečíst zítra na HN.cz a v tištěných Hospodářkách, ale už teď si z něj dáme krátkou ochutnávku. 

Investiční podcast MoneyPenny se tentokrát zaměřil na český penzijní systém. David a Martin odpovídají na otázky, proč by měl skoro každý zrušit staré penzijko a poslat peníze do nového nebo do DIP. Zabývají se ale také tím, zda se vyplatí dobrovolně si platit sociální pojištění. Rentiéři žijící z nájmů nebo dividend totiž žádné platit nemusí.Celý podcast najdete na https://herohero.co/moneypenny nebo https://moneypenny.opinio.cz/

Investiční podcast MoneyPenny se tentokrát zaměřil na český penzijní systém. David a Martin odpovídají na otázky, proč by měl skoro každý zrušit staré penzijko a poslat peníze do nového nebo do DIP. Zabývají se ale také tím, zda se vyplatí dobrovolně si platit sociální pojištění. Rentiéři žijící z nájmů nebo dividend totiž žádné platit nemusí. Celý podcast najdete na https://herohero.co/moneypenny nebo https://moneypenny.opinio.cz/

Na dovoz z EU do USA začne platit clo ve výši 15 procent, vyjednal Brusel s Donaldem Trumpem. Kolik nás to bude stát, jak to vidí Česko a šlo dosáhnout lepšího výsledku? A hnutí ANO dostalo možnost zásadně zmírnit evropský cíl na snížení emisí, ale řeklo ne. Zachovalo se správně? Díky podcastu Bruselský diktát pochopíte, že pro nás Čechy má mnohem větší význam dění v Evropě než v Praze a v Česku vůbec. A že to rozhodně není nuda. Poslouchejte Ondřeje Housku a Michala Půra, skutečné insidery, kteří znají bruselské i české zákulisí. Celý díl najdete na Herohero, Opinio a Forendors: https://herohero.co/bruselskydiktat https://bruselskydiktat.opinio.cz/ https://www.forendors.cz/bruselsky_diktat

Celý díl najdete na našem HeroHero a Patreonu.Každý si vybaví, když Markéta Pekarová Adamová na začátku energetické krize burcovala, že máme ztlumit topení a vzít si svetr navíc. Schytala za to bídu, výrok působil elitářsky, školometsky. Markéta ho dodnes vnímá jako racionální až thatcherovský. Jak funguje stát, který je rozdělen do dvou nesmiřitelných voličských bloků? Je to důvod, proč se rozhodla nepokračovat v politice?O rodině i variantě budoucí kariéry jsme se bavili přes 2 hodiny, dozvíte se, proč MPA nešla do vlády, co si myslí o BTC kauze Pavla Blažka, proč se nepodařila řada vládních reforem, či jaké změny chtěla udělat ve vládě. Spolupracuje se lépe s Alenou Schillerovou nebo Jaroslavem Faltýnkem?Partnerem podcastu je advokátní kancelář ROWAN LEGAL, provozovatel zdravotnických zařízení PENTA HOSPITALS.

Když kamarádi (ne)mají děti — přátelství v rodičovství aka téma, které s Terézií řešíme překvapivě poměrně často. Dejte si celou epizodu, protože poslední rozhovor vám zaručeně zvedne náladu, ať je jakákoliv.

Allâhü Zü'l-Celâl Kur'ân-ı Kerîm'inde şöyle buyuruyor: “(O vakit) Sen Allâh'tan bir esirgeme sayesindedir ki onlara yumuşak davrandın. Eğer (bilfarz) kaba, katı yürekli olsaydın, onlar etrâfından herhâlde dağılıp gitmişlerdi bile. Artık onları bağışla, (Allâh'tan da) günâhlarının bağışlanmasını iste. İş hususunda onlarla müşâvere et. Bir kere de azmettin mi artık Allâh'a güvenip dayan. Çünkü Allâh kendine güvenip dayananları sever.” (Ali İmran s. 159) Allâh (c.c.) kendisine güvenip dayananları sevdiğini bildiriyor. Tevekkülü sebebiyle Allâh (c.c.)'un sevdiği kimselerde de O'na karşı sevgi ve muhabbet olursa saâdete ereceği ve kurtulmuşlardan olacağı muhakkaktır.Allâhü Teâlâ, Kitab-ı Mübîn'inde Rasûlü (s.a.v.)'e şöyle bildiriyor: “De ki: “Allâh'ın bizim için yazdığından başkası asla bize erişmez. O, bizim Mevlâmızdır. Onun için mü'minler yalnız Allâh'a güvenip dayanmalıdır.” (Tevbe s. 51) Müslüman, herhangi bir üzüntü ve sıkıntı ile karşılaşınca Allâhü Teâlâ'ya olan güven ve tevekkülü sayesinde üzülüp tedirgin olmaz ve O'nun takdiri ile başına geldiğini bilir. Buradaki musibet ve sıkıntılar, bizim için ancak hayırdır. Zira bizim dâimi evimiz bu dünyada değil, âhirettedir. Asıl iyiliklerin buradan ziyâde âhirette elde edilmesi önemli ve gereklidir.Resûlullâh (s.a.v.) şöyle buyurmuşlardır: “Allâh (c.c.)'dan kendisine takdir olunana razı olması, kişinin saadetine vesiledir. Allâh (c.c.)'dan hayır dilemeyi bırakması da bedbahtlığındandır. Allâh (c.c.)'un takdir ettiklerine kızgın olması da aynı şekilde kişinin bedbahtlığındandır.”(Misvâk Neşriyat, Eşref Ali Et-Tehânevî, Hayâtü'l Müslimîn, s.122)

V tomto díle uslyšíte o ruských supermaketech, kterým se u nás daří, o úspěšném zátahu na ruské hackery a  útoku těch ukrajinských na Gazprom, jak pokračuje kauza Epstein files, jak se Zuckerberg a jeho kámoši vyhli soudu, že Musk chce vydat chatbota pro děti, jak AI šíří čínskou propagandu a samozřejmě dojde i na další zprávičky z Reichu.Celé epizody na https://www.herohero.co/kanarcivsiti . A nebo si kupte naše trička na https://www.neverenough.shop/kanarci . Podcast pro Vás připravují @alexalvarova a @holyj . Hudba a sound engineering: PsyekTwitter Spaces moderuje @jiribulan .Najdete nás na www.kanarci.online

S-a constituit un grup de lucru pentru reforma companiilor de stat. Altul decât cel de experți privați criticat de PSD. Coordonat de Dragoș Anastasiu, flancat de Marian Neacșu (SpotMedia) - Opriți cenzura și falsificarea datelor de la vârful Educației! Ministrul David trebuie să plece (Edupedu) - Procurorii din cazul Piedone au uitat că trăim în UE. S-ar putea să plătim pentru asta (HotNews) Ce sacrifică românii în fața austerității. Mărturii din zonele cu venituri sub media națională REPORTAJ (Adevărul) Măsurile de austeritate ale Guvernului, mai ales creșterea TVA-ului dar și liberalizarea prețurilor la energie le dau coșmaruri românilor din zonele mai sărace, în special Moldova și Oltenia. Și asta în contextul în care oamenii se confruntă deja cu dificultăți majore, din cauza scumpirilor continue la alimente și carburanți din ultimii ani. Mulți se gândesc deja la ce-ar putea renunța în primul rând pentru a echilibra balanța financiară a familiei. Primele pe listă sunt vacanțele, micile plăceri, hainele, dar și mesele îmbelșugate. Citiți reportajul în ziar. S-a constituit un grup de lucru pentru reforma companiilor de stat. Altul decât cel de experți privați criticat de PSD. Coordonat de Dragoș Anastasiu, flancat de Marian Neacșu (SpotMedia) Guvernul a aprobat joi constituirea unui grup de lucru pentru reforma întreprinderilor publice, coordonat de vicepremierul Dragoș Anastasiu, care va analiza situația companiilor de stat și va propune măsuri de reorganizare. Decizia a venit după ce președintele PSD Sorin Grindeanu a contestat vehement ideea formării unui grup consultativ format din experți din mediul privat, amenințând chiar cu o plângere penală. Din noua structură de lucru vor face parte vicepremierul Marian Neacşu, precum şi reprezentanţi ai Ministerului Finanţelor, Ministerului Economiei, Digitalizării, Antreprenoriatului şi Turismului, Ministerului Transporturilor şi Infrastructurii, Ministerului Energiei, Ministerului Mediului, Apelor şi Pădurilor, Ministerului Sănătăţii, Ministerului Justiţiei şi Secretarul General al Guvernului. Amănunte pe pagina SpotMedia. Unde este transparența, când primăriile, consiliile locale și județene sau prefecturile nu publică numărul de angajați și cheltuielile salariale în fiecare lună? (ZF) Ziarul Financiar face campanie pentru o administraţie bazată pe date, pentru transparenţă şi eficienţă.  Guvernul Bolojan promite restructurări şi plafonări în administraţie, dar nu spune clar câţi angajaţi are aparatul birocratic local. Câţi oameni lucrează în primării, prefecturi, consilii locale şi judeţene? Ce salarii primesc? Ce economii reale s-ar putea face?  Dacă noul guvern vrea reformă, trebuie să înceapă cu publicarea datelor de bază. Fără ele, toate planurile de eficientizare sunt doar vorbe. Primarii și președinții CJ, chemați la raport de Bolojan (DW) O bună parte din primarii și președinții consiliilor județene sunt coloana vertebrală a corupției endemice, scrie jurnalistul George Arun. Unora li s-a spus „baroni“, pentru că și-au agonisit averile ilicite păstorind primăriile sau județele ca pe propriile feude. Unii au ajuns pe mâna justiției, dar alții încă circulă liberi în mașinile de lux de la primărie sau sediul județenei de partid la vilele de sute de mii sau milioane de euro. Nu puțini dintre aleșii locali au case de vacanță construite cu sume exorbitante, propriile heleșteuri, parcuri zoologice, piscine sau camere special amenajate pentru masaj, coafor, manichiură, pedichiură.   Polițiștii judiciari, procurorii, inspectorii Agenției Naționale de Integritate (ANI), care ar trebui să constate dacă între averea dobândită în timpul exercitării funcției și veniturile realizate în aceeași perioadă există diferențe care nu pot fi justificate, par să nu se întrebe uneori cum sunt cheltuite milioane de euro pentru confortul de nabab dintr-un salariu de bugetar, fie el oricât de generos. Jurnalistul DW reamintește că la La prezentarea raportului de activitate a Direcției Naționale Anticorupție pe anul 2015, fostul procuror-șef al DNA Laura Codruța Kövesi preciza că peste 100 de primari și președinți de consilii județene au fost trimiși în judecată într-un singur an. Cel mai eficient șef al DNA se întreba retoric: „Este o legătură între funcţia publică şi bugetul administrat? Cu siguranţă este rezultatul unei modalităţi netransparente de folosire a bugetului public“. Dacă faci o investigație la firul ierbii asupra corupției endemice din rândul primarilor și președinților de consilii județene, constați că infracțiunile marilor rechini din administrația publică locală sunt trase la indigo – abuz în serviciu și luare de mită. În unele cazuri se mai adaugă spălare de bani sau constituirea unui grup infracțional organizat.  Toate aceste infracțiuni sunt furt din banul public.  Opriți cenzura și falsificarea datelor de la vârful Educației! Ministrul David trebuie să plece (Edupedu) Edupedu.ro documentează de o săptămână ceea ce s-a dovedit una dintre cele mai mari mistificări instituționale pe care le-am văzut în domeniul educației: cenzurarea și falsificarea datelor de cercetare de către ministrul Educației și Cercetării, pentru că nu susțineau schimbările politice luate de Guvernul său. Un răspuns de 23 de pagini în care cercetătorii Institutului de Științe ale Educației avertizau asupra riscurilor Legii-Bolojan în educație a fost oprit la cabinetul ministrului, a fost editat masiv, pentru ca în cele din urmă să fie trimise către presă 2 pagini, și acelea modificate. Ministrul David a oprit astfel de la publicare singura analiză data-based care îi contrazicea șefii. Un ministru care reînvie practicile ceaușiste, într-o perioadă marcată oricum de o mare degringoladă valorică, trebuie oprit rapid și dat jos de la vârful Educației, consideră jurnalista Raluca Pantazi. Procurorii din cazul Piedone au uitat că trăim în UE. S-ar putea să plătim pentru asta (HotNews) Dacă ieri eram revoltați că Piedone și-a anunțat prietenul, un politician cu hotel, că urmează să vină în control, astăzi suntem din nou revoltați că fostul șef al Protecției Consumatorului a fost umilit public. Până la urmă are cineva de câștigat pe de urma scurgerii „informațiilor incendiare / bombă” despre viața de familie a lui Piedone? Justiția în niciun caz, contează jurnalistul Gabriel Bejan.     Articolul 2 din Tratatul Uniunii Europene stabilește valorile esențiale pe care se întemeiază UE. „Respectarea demnității umane” este prima pe listă. Probabil nu întâmplător. (...) DNA recunoaște că l-a înregistrat pe Piedone în timp ce vorbea cu soția exclusiv probleme personale, dar a făcut-o pentru a-și sprijini materialul probatoriu. Pe de altă, nu știe cum au ajuns respectivele convorbiri în spațiul public. Consiliul Superior al Magistraturii ar trebui să facă o anchetă. În spațiul public, deja se vorbește mai mult despre „victima” Piedone, decât despre șeful ANPC care aranja controale în urma cărora afacerile prietenilor să iasă bine. Și nici imaginea DNA nu iese prea bine după o asemenea gafă.  Integral pe HotNews.ro.

”Ne dorim să facem curățenie în ceea ce privește companiile de stat”. Declarația a fost făcută la RFI de către deputatul PNL Robert Sighiartău, care se arată optimist că Guvernul condus de Ilie Bolojan va reuși să ducă la capăt reformele. Robert Sighiartău, despre reforme: ”Cel mai prost administrator, din perspectiva unui om de dreapta, este statul. Statul nu poate să administreze companii de stat, cu atât mai mult cu cât există influența politicului și apoi există și oameni care din păcate au alte apucături, care își dau salarii mari, își dau tot felul de bonusuri și nu mai vorbesc de alte companii care se mufează după aceea la acele companii de stat”. Despre companiile de stat: ”Ne dorim să facem curățenie în ceea ce privește companiile de stat”. Despre coaliție: ”Eu cred că va rezista până în 2027, aici totul depinde de PSD, pentru că ei știu ce date au și ce vor să facă în toamnă”.

Celý díl: https://patreon.com/insiderpodcastINSIDER VOLEBNÍ ŠTÁB: https://connect.boomevents.org/cs/event/InsiderVolebniStabJak má stát přistupovat k podpoře sportovních a kulturních akcí? Navíc v době schodkových rozpočtů a nutnosti investic do obrany. Jaký je rozdíl mezi karlovarským filmovým festivalem a Moto GP? Krizový sněm Motoristů představil program, který by před 20 lety klidně mohl být odsácký. Piráti chtějí celostátní jízdenku na MHD, STAN tradičně euro! Málo na plat, Alena Schillerová a spol na to jdou přes hluboké lidské příběhy.

Mirek Náplava je spisovatel a režisér několika řad cestopisného seriálu o srdcařích na cestách.Vím, že Mirek má moc rád řeky a proto byl cyklus Srdcaři na vodě z celé řady důvodů doopravdy jeho srdeční. Je tu pomalý rozhovor do rychlé doby. Užijte si klid a pohodu, jako kdyby vás řeka unášela…Začíná rozhovor, který tady na herohero máte jako předplatitelé skoro dvojnásobně dlouhý oproti veřejné části na youtube.Šťastnou plavbu na vlnách kolíbavé doby přeje z hausbotu Petr Horký!Celý rozhovor a bez reklam najdete na http://herohero.co/petrhorkyOdkazy:Trailer k seriálu:SRDCAŘ NA VODĚ teaser POMALÉHO SERIÁLU DO RYCHLÉ DOBYSeriál Srdcaři na vodě:https://www.iprima.cz/serialy/srdcari-na-vode00:00 Řeka jako průvodce životem.08:37 Plavba řekou nabízí unikátní pohled do krajiny.19:27 Umění zpomalit – na vodě i v každodennosti.26:47 Boj s uspěchaností a upouštění od výsledků.Support the show

PODÍVEJTE SE NA CELÝ ROZHOVOR NA HEROHERO.CO/STUDION „V povolebním vyjednávání bych byl ráznější. Nenechal bych si dát limit, co budeme prosazovat.“ Šéf Starostů a ministr vnitra Vít Rakušan ve Studiu N říká, že by v případě úspěchu příští vládu rád složil na původním půdorysu s koalicí Spolu a Piráty. Odmítá ale ústupky v otázce manželství pro všechny nebo eutanázie. Potvrdil také, že jednociferný výsledek Starostů ve sněmovních volbách by spojil s rezignací na předsednickou funkci. „Co bude nad deset procent, je pro mě bratelný výsledek. Kdybychom měli nad patnáct, považoval bych to za úspěch. Dvacet procent je meta, která je hodně vysoko,“ říká Rakušan. „Chceme větší poslanecký klub, než má ODS. Myslím, že na to jako Starostové mířit můžeme.“ V rozhovoru došla řeč také na aktuální politickou kampaň. „Nenávistná kampaň je mnohem amorálnější než to, že konkrétní rodině zcela prokazatelně pomůžete. Využití by to bylo, kdyby ta rodina nevěděla, co a proč jsme tam přijeli dělat,“ reaguje na otázku, zda považuje za morální fotit se s lidmi v nouzi, kteří v rámci předvolební kampaně dostali od Starostů peníze. „Je to kampaň a účelem kampaně je vzbudit pozornost. My to od začátku přiznáváme. Udělal bych to znovu,“ obhajuje Rakušan přístup svého hnutí. Ve Studiu N čelil místopředseda vlády také otázkám, proč čtyři roky ve vládě s luxusní většinou nevyužili k větším reformám. „Museli jsme přijímat kompromisy, které jsme ještě ke všemu blbě prezentovali,“ hodnotí Rakušan působení pětikoalice. „Například ve školství jsme čekali víc, jedničku bychom si nedali. Zasloužili bychom si dvě minus až tři.“ V tom, s jakými stranami a koalicemi by v příští vládě za žádnou cenu nespolupracovali, má jasno: „Nešli bychom do vlády s hnutím ANO, SPD, přebarvenými komunisty Stačilo! a neumím si to představit ani s Motoristy,“ vyjmenovává šéf Starostů. Proč stále coby ministr vnitra neumí občanům podrobně vysvětlit, co se stalo v bitcoinové kauze? Proč byl Dozimetr to nejhorší, co v politice zažil? A co udělala vláda špatně, že se jí nepodařilo zastavit konspirační teorie po rozsáhlém blackoutu? Celé díly Studia N najdete na platformě Herohero, na webu Deníku N jsou přístupné předplatitelům a předplatitelkám Klubu N. Bezplatné části zveřejňujeme v podcastových aplikacích Spotify, Apple Podcasts, Podbean či YouTube. Sledovat nás můžete také na Instagramu.

Dokonáno jest. Dohoda Jany Maláčové (SOCDEM) a Lubomíra Zaorálka (SOCDEM) s „hnutím” Stačilo! je schválená. Cílem spolupráce je jediné: Dostat oba na kandidátku a teoreticky tím zvýšit jejich šance na zvolení do Poslanecké sněmovny. Řeči, že má jít o jakési levicové spojení proti Fialovi (ODS) jsou lež. O nic takového vedení SOCDEM nejde. Celá akce je vyloženě mocenským zájmem Maláčové se Zaorálkem. Ti prodali vlastní stranu za možnost individuálního úspěchu. Jak levicové.

Dokonáno jest. Dohoda Jany Maláčové (SOCDEM) a Lubomíra Zaorálka (SOCDEM) s „hnutím” Stačilo! je schválená. Cílem spolupráce je jediné: Dostat oba na kandidátku a teoreticky tím zvýšit jejich šance na zvolení do Poslanecké sněmovny. Řeči, že má jít o jakési levicové spojení proti Fialovi (ODS) jsou lež. O nic takového vedení SOCDEM nejde. Celá akce je vyloženě mocenským zájmem Maláčové se Zaorálkem. Ti prodali vlastní stranu za možnost individuálního úspěchu. Jak levicové.Všechny díly podcastu Názory a argumenty můžete pohodlně poslouchat v mobilní aplikaci mujRozhlas pro Android a iOS nebo na webu mujRozhlas.cz.

Akciové trhy na vrcholu, zlato na rekordu, ceny bytů prudce rostou. Až jednoho zarazí, kde berou lidé tolik peněz, aby hnali ceny aktiv tak prudce nahoru. David a Martin v novém díle investičního podcastu MoneyPenny vysvětlují, proč to tak je a zdali to komplikuje  cestu za finanční nezávislostí. Probírají také skvělý nástroj na řízení financí, který se objevil na internetu a může si ho stáhnout každý.Celý podcast najdete na https://herohero.co/moneypenny nebo https://moneypenny.opinio.cz/ a excel na: https://buymeacoffee.com/daliborblaha/e/432275

Akciové trhy na vrcholu, zlato na rekordu, ceny bytů prudce rostou. Až jednoho zarazí, kde berou lidé tolik peněz, aby hnali ceny aktiv tak prudce nahoru. David a Martin v novém díle investičního podcastu MoneyPenny vysvětlují, proč to tak je a zdali to komplikuje cestu za finanční nezávislostí. Probírají také skvělý nástroj na řízení financí, který se objevil na internetu a může si ho stáhnout každý. Celý podcast najdete na https://herohero.co/moneypenny nebo https://moneypenny.opinio.cz/ a excel na: https://buymeacoffee.com/daliborblaha/e/432275

In this interview, Olivia Edwards, Executive Chair of Cel AI Plc, discusses the company's successful £10 million fundraise and what it means for scaling their decentralised AI infrastructure. She outlines Cel's dual-engine strategy combining AI agent deployment with a strategic Bitcoin treasury, and explains how recent moves — including a Bittensor subnet acquisition and personal share purchase — align with long-term shareholder value creation.

Celý podcast sledujte na http://www.Echoprime.czFriedrich Merz tvrdí, že Německo uprchlickou krizi nezvládlo. Tématu se věnuje Salon v aktuální Týdeníku Echo. „V Česku to celé mělo trochu virtuální podobu. I skalní vítači dnes budou mluvit jinak než v roce 2015,“ říká Jiří Peňás. „Proč potom Česko podobné věci tleská? Netanjahu se netají tím, že usiluje o transfer dvou milionů lidí z Gazy,“ oponuje Daniel Kaiser.OSN označila celosvětový propad porodnosti za globální krizi. „Antinatalisté říkají, že je to dobře, že vymíráme. Přišlo mi dobré se s tímhle argumentem vypořádat,“ upozorňuje na další text v tištěném Echu Adam Růžička.Kam se dostaly česko-slovenské vztahy a co o nich vypovídá „vytýkací dopis“ Petra Fialy Robertu Ficovi? „Skřípění mezi Bratislavou a Prahou je dnes dané geopoliticky, oba státy se nechaly vtáhnout do zástupné války dvou velmocí,“ říká Kaiser. „Fiala podle mě skutečně využívá toho, že doba bratislavských pondělních televizních inscenací je pryč. Stará generace vyrůstala bilingválně, ale to už mizí,“ myslí si Peňás.Jak to bylo s tuzemským blackoutem? Víme, co jej způsobilo nebo určitě nezpůsobilo? Co budou evropské vlády dělat s novými energetickými povolenkami? Pomůže něčemu nařízení DSA? Máme víc svobody, nebo cenzury?Na Echo Poradě diskutují Jiří Peňás, Daniel Kaiser, Adam Růžička a Pavel Štrunc.X: http://twitter.com/echo24czFacebook: http://twitter.com/echo24cz

Teve início nesta quarta-feira (23), em Criciúma, a 24ª edição do Seminário da Comissão Interna de Prevenção de Acidente da Mineração (Cipamin). O evento segue até sexta-feira (25) e acontece na SATC, reunindo trabalhadores das carboníferas do Sul de Santa Catarina. Promovido pela Comissão Regional do Setor Mineral (CRSM), o seminário tem como foco a segurança, a saúde e a prevenção de acidentes no ambiente de trabalho. Durante os três dias, os participantes acompanham palestras e atividades práticas sobre percepção de riscos, primeiros socorros, combate a incêndios, ventilação em minas, além da metodologia internacional SafeStart, já adotada nas minas da região. O objetivo é reforçar o compromisso do setor carbonífero com a capacitação e proteção dos trabalhadores, promovendo boas práticas e a cultura da prevenção. Em entrevista ao programa Cruz de Malta Notícias desta quarta-feira, o diretor executivo do Sindicato da Indústria de Extração de Carvão de Santa Catarina (Siecesc – Carvão+), Cel. Márcio José Cabral, destacou a importância do seminário e o papel da Cipamin no fortalecimento da segurança nas atividades de mineração.

Celý záznam najdete na https://herohero.co/dobrovskysidloPoslechněte si záznam živého vystoupení podcastu Dobrovský & Šídlo z amfiteátru La Skala na Malé Skále z pátku 18. července 2025

Česko v minulosti mělo pár uznávaných a vlivných europoslanců. Jak je na tom teď, rok poté, co se současní europoslanci chopili svých funkcí? Najdeme mezi nimi opravdový bizár, ale i špičkové politiky. Hodnotíme práci všech 21 českých europoslanců. Díky podcastu Bruselský diktát pochopíte, že pro nás Čechy má mnohem větší význam dění v Evropě než v Praze a v Česku vůbec. A že to rozhodně není nuda. Poslouchejte Ondřeje Housku a Michala Půra, skutečné insidery, kteří znají bruselské i české zákulisí. Celý díl najdete na HeroHero, Opinio a Forendors: https://herohero.co/bruselskydiktat https://bruselskydiktat.opinio.cz/ https://www.forendors.cz/bruselsky_diktat

Božská míra byla neblaze překročenaUběhlo to rychle. Před deseti lety se rozjela událost, které se vzápětí začalo říkat velká uprchlická krize. Od jara 2015 přicházely zprávy, že výrazně posílil uprchlický proud jak po tradiční cestě přes Balkán, tak přes Středozemní moře. Pořád šlo ale ještě o desetitisíce, tedy zvladatelná čísla. Během léta poskočila na statisíce a na přelomu srpna a září již stálo na hranicích především do evropského schengenského prostoru skoro milion uprchlíků, takže do konce roku jich jen do Německa přišlo jeden a půl milionu. Tehdy, bylo to 31. srpna, zazněl slavný výrok Angely Merkelové „Wir schaffen das!“ (Zvládneme to!), který dosud rezonuje a vyvolává zcela protichůdné reakce. Pro jedny je příkladem téměř heroického optimismu, aktivního humanistického přístupu, podle něhož by měl demokratický politik jednat. Pro druhé naopak projevem nezodpovědnosti, naivity, pýchy a přecenění sil, kdy je jasné, že náklady na toto „zvládnutí“ bude nést někdo jiný než ten, kdo ho tak lehkomyslně vysloví. Otázka je samozřejmě, jestli mohla tehdy paní Merkelová dělat něco jiného, jestli tedy byla (a dále jsou) jiná řešení, zda se prostě některé věci v dějinách stanou bez ohledu na to, jestli to někdo chce, nebo nechce zvládnout.Fakt je, že léto 2015 toho strašně moc změnilo. Myslím, že se tomu říká game changer. Ta změna se projevila na úrovni řekněme politické a civilizační (padly hranice, zachvěl se princip občanství, výrazně se začalo proměňovat etnické složení staré Evropy…). Ale i na rovině osobní. Mnoho lidí zjistilo, že jejich názory jsou odlišné od názorů jejich přátel, někteří zjistili, že jsou extremisté, i když si vlastně nemyslí nic zvláštního, jiní zase začali propadat pocitu, že jejich bližní jsou strašní, ať v tom, či onom směru. Někteří se začali bát, jiní se naopak začali těšit na „jinou Evropu“. Zvláštní přitom byla role médií, která možná tehdy zažívala svou poslední velkou chvíli. Brzy ji zcela převzaly sociální sítě, kde se nyní odehrává většina bouřlivých „diskusí“.Já jsem ovšem pozval kolegy z tehdy ještě „mocných“ klasických médií, kteří nepsali výkřiky na sociální sítě, nýbrž byli a jsou zvyklí události komentovat s jistou kompetencí, odstupem, v souvislostech, tedy jaksi postaru. A najednou byli hozeni před novou věc. Celý podcast sledujte na http://www.Echoprime.czX: http://twitter.com/echo24czFacebook: http://twitter.com/echo24cz

W tym odcinku podcastu Bieganie.pl Women naszym gościem jest Weronika Lizakowska, pochodząca z Kościerzyny biegaczka średniodystansowa, która w trakcie Igrzysk Olimpijskich w Paryżu poprawiła rekord Polski na 1500 m, należący do Lidii Chojeckiej. Odwiedziliśmy ją w zakopiańskim COSie, w którym przebywała razem ze swoją grupą treningową i przygotowywała się do kolejnych startów w sezonie. Co, gdyby nie bieganie? Weronika od dawna ma już mocno sprecyzowane plany co do swojej przyszłości - chce zostać nauczycielką matematyki. W rozmowie z Asią Jóźwik i Kasią Zawistowską opowie o tym, jak zrodziła się u niej miłość do tego przedmiotu oraz co matematyka ma wspólnego ze sportem zawodowym. Usłyszysz również o tym, jak wyglądały jej początki w bieganiu, jakie otrzymuje wsparcie od  swojej rodziny i jak rodzi sobie z presją po tym, jak wskoczyła na wyższy, sportowy poziom. Dowiesz się jak wygląda bieg na 1500 m od środka, z czym Weronika musi się mierzyć oraz jak przygotowuje się mentalnie do startu. Cel na 2025? Finał Mistrzostw Świata! My trzymamy mocno kciuki za Weronikę, a Was zapraszamy do subskrybowania kanału po więcej inspirujących rozmów!

What was it like to learn from Dr. Deming himself -- a decade before his name became legend in U.S. business circles? In this deeply personal episode, William Scherkenbach shares with host Andrew Stotz what it was like to sit in Deming's classroom in 1972, join him for late-night chats at the Cosmos Club, and help ignite transformational change at Ford and GM. Learn how Deming's teachings shaped a lifetime of purpose, and why Scherkenbach, now in his 80th year, is stepping back into the arena with lessons still burning bright. TRANSCRIPT 0:00:02.3 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today, I'm here with featured guest William Scherkenbach, and he is known as one of the men who has spent a huge amount of time with Dr. Deming, as he mentioned to me previously, starting from 1972, over a thousand meetings and many other activities that he's been involved in. So, Bill, welcome to the show. Why don't you give us a little background about you?   0:00:39.5 William Scherkenbach: Oh, okay. Good to be here, Andrew. Well, I'm going to start with, since it's about Deming, in '72, I was newly married in April, but had been accepted to NYU Graduate School of Business, and I don't know, I never found out who wrote the course syllabus, but whoever did wrote something that it sounded like a darn interesting course, sampling, manufacturing. I was a protocol officer at the United Nations at the time and was going to night school at the New York University Graduate School of Business. So, I said, this sounds like a good course, interesting course. Had no idea who Dr. Deming was, and I walked into the first class, and there was an old, I'm 26, so he was 72 in 1972, and he was one of the first, one of the only old person who didn't say, I used to be, and I don't want to stereotype all of my peers now that I'm 79, but hopefully I don't fall into the, well, I used to be and what happened. But he did tell, I mean, statistics can be a very technical subject, and the way he taught it, I had courses in some theory of sampling, which was one of his books.   0:02:52.2 William Scherkenbach: He had three, I said three courses. The other course that I took was based on his lectures in Japan in 1950, and in fact, two of them. The third course was an extension of that. So, he was, he would teach the statistics, but he was able to tell the history of the people behind all of the thoughts and the formulas and approaches, and I found that extremely, extremely interesting. And he handed out tons of papers and material, and it was just a very, very good experience. I know he had, and he had, in my opinion, a great sense of humor, but then statisticians, what's our status? Yeah, we're like accountants, in any event. .   0:04:12.2 Andrew Stotz: Why was he teaching? I mean, at 72, most men, you know, maybe women also, but most of us are like, it's the twilight of our years, and we now know he had 30 more years to go, but why was he teaching? And also, what's interesting is when I think about Deming, I think about his overall system of what he's teaching, whereas it's interesting to think about how he taught one relatively narrow subject.   0:04:43.7 William Scherkenbach: I'll get to that as to why I think he was teaching. But yeah, back then there were no 14 Points, no glimmer of Profound Knowledge. It was, not theoretical statistics, but applied statistics with a theory behind it. And he still was really expanding on Shewhart 's work with the difference between enumerative and analytic. He used his own. Now, why he was teaching, years later, probably 1987, so yeah, a bunch of years later, when I was at Ford and I had attended at the time, I attended a senior executive week-long get-together in order to get constancy of purpose or more continuity in the senior executive group. One of the people we brought in was Dr. Peter Kastenbaum. And I found as I attended his lecture in that week-long meeting, he was a student of CI Lewis. And CI Lewis, Deming learned about from Walter Shewhart and his work in the epistemology theory of knowledge. And in any event, Deming, when he was asked, and at the time it was still in the '30s, I think, when he was at the School of Agriculture, or the agriculture department, and bringing in Shewhart, he had tried to get CI Lewis to come talk. And CI said, I would love to, but I have a commitment to my students. And so I can't adjust my schedule.   0:07:33.9 William Scherkenbach: And the students, the people who wanted to learn were sacred. And I think that had a huge impact on Dr. Deming. I mean, he spoke about it a lot. And the way, you know, in a lot of the videos that Clare Crawford-Mason did, lovingly called the old curmudgeon. But for students, he had the greatest empathy and charity for, he just didn't suffer fools gladly. If you showed him that you weren't willing to learn, he took great joy in letting them know where they, where they stood.   0:08:43.1 Andrew Stotz: And one of the things when I went into my first Deming seminar in 1990, so now we're fast forwarding 30 years from when you first met him. It was almost like there was a safe harbor for workers, for young people, for people with open minds. I mean, I didn't, I watched as he didn't suffer fools, but I'm just curious, when you go back to 1972 in those classes, I'm assuming that he was pretty gentle with the students, encouraging them and all that was...   0:09:19.0 William Scherkenbach: Oh, absolutely. In my experience, I mean, if you were by, you know, in a student in graduate school, even though the graduate school of business in New York, down on 90 Church Street, Wall Street area, there were very few people going directly from your bachelor's to the master's program. And so these were people that had probably 10 years experience in business doing stuff. And yet by going to the class, absolutely were willing to learn, listen to different points of view, which is absolutely crucial. As you progress with theory of knowledge to be able to get different perspectives on whatever it is you're trying to look at.   0:10:23.2 Andrew Stotz: I would like to continue on this period of time just because it's a snapshot we don't get that often or that easily. You mentioned CI Lewis, a man who lived from about 1880 to about the year I was born, around 1964-65, and he was known for his understanding and discussion about logic and things like that. But why was CI Lewis someone that was interesting to Dr. Deming? What was the connection from your perspective?   0:10:59.6 William Scherkenbach: Well, my understanding is Shewhart referred to him, and Lewis was a professor at Harvard, and he was in the Peirce, I believe it's called. It looks like Peirce, but it's Peirce School of, or Chair of Philosophy, and Charles Sanders Peirce was a huge, huge influence in epistemology. And so that whole chain of thought or train of thought interested Deming, but it really was, he was introduced to it by Walter Shewhart.    0:11:48.3 Andrew Stotz: There's a famous quote, I believe, by Deming about CI Lewis and his book Mind and the World Order.   0:11:56.0 William Scherkenbach: Mind and the World Order, yeah.   0:11:59.9 Andrew Stotz: Deming said he had to read it six times before he fully understood and could apply its insights. And sometimes I think maybe Dr. Deming was truly inspired by that because when I think about his work, I'm still reading it and rereading it. And just listening to the video that you did many years ago with Tim talking about reduced variation, reduced variation, what he was talking about. Sometimes when we see the big picture, there's many different components of Deming's teachings. But if you had to bring it down to kind of its core, you know, he mentioned on that video that I just watched this morning, he mentioned reduced variation, and that will get you lower costs, happier customers, more jobs. How would you say, after you've looked at it from so many different angles over so many different years, how would you say you would sum up Dr. Deming's message to the world?   0:13:01.5 William Scherkenbach: Well, that's a difficult thing to sum up. Back then, when we did the video, which was in the early '80s, maybe '84, again, he had his 14 Points by then, but he hadn't, it hadn't really, the Profound Knowledge part of that wasn't there. Now, he had used what Shewhart said, and he had read, tried to read CI Lewis, and when he spoke about the connection between theory and questions, that's what he got from Shewhart and, well, and from Lewis, and a bunch of other pragmatist philosophers. So, he, you know, he was influenced by it, and, well, that's all I can say.   0:14:27.5 Andrew Stotz: So, let's go back in time. So, you're sitting in this classroom, you're intrigued, inspired. How did the relationship go at, towards the end of the class, and then as you finished that class, how did you guys keep in touch, and how did the relationship develop?   0:14:51.0 William Scherkenbach: Well, that is an interesting story. I usually am, well, I am introverted. So I had, after I moved from New York, I got a job at Booz Allen and Hamilton in Washington, DC. So in '74, when I got the degree from NYU, we moved to Silver Spring. And obviously, he's lived on Butterworth Place since there was a Butterworth Place. So we were able to, one of the things, and this is, well, I will say it, one of his advice to me, although he gave everyone an A, I later kidded him, he didn't remember that he gave me a B. No, he gave me an A. In any event, but one of his piece of advice was, you really don't need to join ASQC. You know more about quality than any of those inspectors. And so he had learned from the '50s in the past 20 years from the 50s that inspection wasn't going to do it. Well, I didn't take his advice, and I joined ASQC, and I was reading...   0:16:36.1 Andrew Stotz:Which for those who don't know is the American Society for...   0:16:41.6 William Scherkenbach: Quality Control, back then, now it's just the American Society for Quality. I had recommended when we did a big recommendations and forecasts for the year 2000 that quality, it should be the Society for Quality worldwide, but it's ASQ now. Let's see.   0:17:07.7 Andrew Stotz: So he recommended you don't join and you didn't follow his recommendation.    0:17:12.1 William Scherkenbach: I don't join, and I read an article, and it was by a professor in Virginia Tech, and he was showing a c-chart and the data were in control, and his recommendations were to penalize the people that were high and reward the people that were low, which is even back then, Dr. Deming was absolutely on track with that. If your process is in control, it doesn't make any sense to rank order or think that any of them are sufficiently different to reward or penalize. And I had never done this, but it was, I wrote a letter to quality progress. I sent a copy to Dr. Deming, and he said, "By golly, you're right on, that's great." And so I think it probably was '75, yeah, 1975. So I had been a year or so out, and he started inviting me over to his place at Butterworth, and we would go to the Cosmos Club. And that was a logistical challenge because at the time he had, well, his garage was a separate, not attached, it was in the backyard and emptied onto an alley. And he had a huge Lincoln Continental, the ones with the doors that opened from the center.   0:19:29.0 William Scherkenbach: And he would get in and drive and then park it in back of the club and someone would watch over it. But those were some good memories. So that was my introduction to keep contact with him. As I said, I had never done that. I don't think I've written a letter to an editor ever again.   0:20:04.8 Andrew Stotz: And you're mentioning about Butterworth, which is in DC.   0:20:12.6 William Scherkenbach: Butterworth Place, yeah.   0:20:14.7 Andrew Stotz: And Butterworth Place where he had his consulting business, which he ran, I believe, out of his basement.   0:20:18.3 William Scherkenbach: Out of the basement, yep, yep, yep.   0:20:21.2 Andrew Stotz: And just out of curiosity, what was it like when you first went to his home? Here, you had met him as your teacher, you respected him, you'd been away for a little bit, he invited you over. What was that like on your first walk into his home?   0:20:38.5 William Scherkenbach: Well, went down the side, the entrance to the basement was on the side of the house, and Seal had her desk set up right by the door. And then, I don't know if you can see, this is neat compared to his desk. It was filled with books and papers, but he knew where everything was. But it was a very cordial atmosphere.   0:21:25.2 Andrew Stotz: So when you mentioned Cecelia Kilian, is that her name, who was his assistant at the time?   0:21:36.3 William Scherkenbach: Yes, yes.   0:21:38.0 Andrew Stotz: Okay, so you...   0:21:38.8 William Scherkenbach: Yeah. For Jeepers. I don't know how long, but it had to be 50 years or so. So I don't, I mean, back in the '70s, I don't know of any other. He might have had, well, okay. He, yeah.   0:22:01.1 Andrew Stotz: I think it's about 40 or 50 years. So that's an incredible relationship he had with her. And I believe she wrote something. I think I have one of her, a book that she wrote that described his life. I can't remember that one right now but...   0:22:14.2 William Scherkenbach: Yeah. A lot of, yeah, it contained a lot of...   0:22:16.6 Andrew Stotz: The World of Dr. W. Edwards Deming, I think was the name of it, yeah.   0:22:20.6 William Scherkenbach: Okay. It contained a lot of his diaries on a number of his visits to Japan and elsewhere.   0:22:32.1 Andrew Stotz: So for some of us, when we go into our professor's offices, we see it stacked full of papers, but they've been sitting there for years. And we know that the professor just doesn't really do much with it. It's just all sitting there. Why did he have so much stuff on it? Was it incoming stuff that was coming to him? Was it something he was writing? Something he was reading? What was it that was coming in and out of his desk?   0:22:55.7 William Scherkenbach: A combination of stuff. I don't know. I mean, he was constantly writing, dictating to seal, but writing and reading. He got a, I mean, as the decades proceeded out of into the '80s, after '82, the NBC white or the '80, the NBC white paper calls were coming in from all over, all over the world. So yeah, a lot of people sending him stuff.   0:23:35.8 Andrew Stotz: I remember seeing him pulling out little scraps of paper at the seminar where he was taking notes and things like that at '90. So I could imagine he was just prolific at jotting things down. And when you read what he wrote, he really is assembling a lot of the notes and things that he's heard from different people. You can really capture that.   0:23:59.0 William Scherkenbach: Yeah. He didn't have an identic memory, but he took notes and quite, you know, and what he would do at the end of the day before retiring, he'd review the notes and commit them to memory as best he could. So he, yeah, very definitely. I mean, we would, you know, and well, okay. We're still in the early days before Ford and GM, but.   0:24:37.6 Andrew Stotz: Yeah. And I want to, if I shoot forward to '90, '92, when I studied with him, I was impressed with his energy at his age and he was just on a mission. And when I hear about your discussion about the class and at that time, it's like he was forming his, you know, System of Profound Knowledge, his 14 Points. When do you think it really became a mission for him to help, let's say American industry?   0:25:09.0 William Scherkenbach: Oh, well, I think it was a mission when Ford began its relationship with him. The ability of a large corporation, as well, and Ford at the same time Pontiac, the Pontiac division, not the whole GM, but Pontiac, was learning as well. But the attachment to Ford was that you had Don Peterson at the time was president of Ford, and he was intellectually curious, and he and Deming were on the same frequency. Now, I don't want to jump ahead, but if anyone has, well, you've read my second book there, you'll know that I have mentioned that the way to change is physical, logical, and emotional. And when you look at the gurus back then, there was Deming, who was the logical guru. You had Phil Crosby, who was the emotional guru. You go to the flag and the wine and cheese party, and Deming would say, "No," and Joe Juran, who was interested in focusing on the physical organization, you report to me kind of a thing. And so each of these behemoths were passing each other in the night with the greatest respect. But, but, and so they had their constituents. The challenge is to be able to broaden the appeal.    0:27:33.8 Andrew Stotz: So we've gone through '72, and then now '75, you've written your piece, and he's brought you into the fold. You're starting to spend some time with him. I believe it was about 1981 or so when he started working with Ford. And at that time, the quality director, I think, was Larry Moore at the time. And of course, you mentioned Donald Peterson. Maybe you can help us now understand from your own perspective of what you were doing between that time and how you saw that happening.   0:28:13.4 William Scherkenbach: Well, I had, my career was, after Booz Allen, mostly in the quality reliability area. I went from Booz Allen and Hamilton to, I moved to Columbia, Maryland, because I can fondly remember my grandfather in Ironwood, Michigan, worked at the Oliver Mine. There's a lot of iron ore mines up in the UP. ANd he would, and his work, once he got out of the mines later on, was he would cut across the backyard, and his office was right there. And so he would walk home for lunch and take a nap and walk back. And I thought that really was a good style of life. So Columbia, Maryland, was designed by Rouse to be a live-in, work-in community. And so we were gonna, we moved to Columbia, and there was a consulting firm called Hitman Associates, and their specialty was energy and environmental consulting. So did a bunch of that, worked my way up to a vice president. And so, but in '81, Deming said, you know, Ford really is interested. He was convinced, and again, it's déjà vu, he spoke about, when he spoke fondly about his lectures in Japan in 1950 and onward, that he was, he was very concerned that top management needed to be there, because he had seen all the excitement at Stanford during the war, and it died out afterwards, because management wasn't involved.   0:30:42.8 Andrew Stotz: What do you mean by that? What do you mean by the excitement at Stanford? You mean people working together for the efforts of the war, or was there a particular thing that was happening at Stanford?   0:30:51.7 William Scherkenbach: Well, they were, he attributed it to the lack of management support. I mean, they learned SPC. We were able to improve quality of war material or whatever, whoever attended the Stanford courses. But he saw the same thing in Japan and was lucky to, and I'm not sure if it was Ishikawa. I'm just not sure, but he was able to get someone to make the call after a few of the seminars for the engineers to make the call to the top management to attend the next batch. And he was able, he was able to do that. And that he thought was very helpful. I, I, gave them a leg up on whatever steps were next. I'm reminded of a quote from, I think it was Lao Tzu. And he said that someone asked him, "Well, you talk to the king, why or the emperor, why are things so screwed up?" And he said, "Well, I get to talk to him an hour a week and the rest of the time his ears are filled with a bunch of crap." Or whatever the Chinese equivalent of that is. And he said, "Of course the king isn't going to be able to act correctly." Yeah, there are a lot of things that impacted any company that he helped.   0:33:07.6 Andrew Stotz: It's interesting because I believe that, I think it was Kenichi Koyanagi.   0:33:15.8 William Scherkenbach: Koyanagi, yes, it was.   0:33:17.8 Andrew Stotz: And it was in 1950 and he had a series of lectures that he did a series of times. But it's interesting that, you know, that seemed like it should have catapulted him, but then to go to where you met him in 1972 and all that, he still hadn't really made his impact in America. And that's, to me, that's a little bit interesting.   0:33:44.4 William Scherkenbach: Yeah, and quite, my take, I mean, you could tell even in '72 and '3 in classes, he was very frustrated that he wasn't being listened to. I mean, he had, his business was expert testimony in statistical design of surveys. He did road truck, truck transport studies to be able to help the interstate commerce commission. And made periodic trips back to Japan, well known in Japan, but frustrated that no one really knew about him or wasn't listening to him in the US. And that was, I mean, for years, that was my, my aim. And that is to help him be known for turning America around, not just Japan. But it's usually difficult. I mean, we did a great job at Ford and GM and a bunch of companies, but it's all dissipated.   0:35:25.9 Andrew Stotz: It's interesting because it's not like he just went as a guest and gave a couple of guest lectures. He did about 35 lectures in 1950. About 28 or almost 30 of them were to engineers and technical staff. And then about seven of them were to top level executives. And, you know, one of the quotes he said at the time from those lectures was, "the problem is at the top, quality is made in the boardroom." So just going back, that's 1950, then you meet him in 1970, then in '72, then you start to build this relationship. You've talked about Booz Allen Hamilton. Tell us more about how it progressed into working more with him, in particular Ford and that thing that started in, let's say, 1981 with Ford.   0:36:22.0 William Scherkenbach: Well, again, he was very enthusiastic about Ford because Peterson was very receptive to this, his approach. And again, it's, I think the British philosopher Johnson said, "there's nothing like the prospect of being hung in the morning to heighten a man's senses." So he, Ford had lost a couple billion bucks. They hadn't cashed in like Chrysler. GM lost a bunch too, but that, and Japan had lost a war. So does it take a significant emotional, logical, or physical event? For some folks it does. So he was very encouraged about what he was seeing at Ford. And he had recommended that Ford hire someone to be there full time to coordinate, manage, if you will. And I was one of the people he recommended and I was the one that Ford hired. So I came in as Director of Statistical Methods and Process Improvement. And they set it up outside, as Deming said, they set it up outside the quality. Larry Moore was the Director of Quality and I was Director of Statistical Methods. And that's the way it was set up.   0:38:08.0 Andrew Stotz: Were you surprised when you received that call? How did you feel when you got that call to say, "Why don't you go over there and do this job at Ford?"   0:38:18.6 William Scherkenbach: Oh, extremely, extremely happy. Yeah. Yeah.   0:38:23.1 Andrew Stotz: And so did you, did you move to Michigan or what did you do?   0:38:27.7 Andrew Stotz: I'm sorry?   0:38:29.4 Andrew Stotz: Did you move or what happened next as you took that job?   0:38:32.0 William Scherkenbach: Oh yeah, we were living in Columbia. We moved the family to the Detroit area and ended up getting a house in Northville, which is a Northwest suburb of Detroit.   0:38:49.9 Andrew Stotz: And how long were you at Ford?   0:38:53.8 William Scherkenbach: About five and a half years. And I left Ford because Deming thought that GM needed my help. Things were going well. I mean, had a great, great bunch of associates, Pete Chessa, Ed Baker, Narendra Sheth, and a bunch of, a bunch of other folks. Ed Baker took the directorship when I left. That was my, well, I recommended a number of them, but yeah, he followed on. Deming thought that there was a good organization set up. And me being a glutton for punishment went to, well, not really. A bunch of great, great people in GM, but it's, they were, each of the general managers managed a billion dollar business and a lot of, difficult to get the silos to communicate. And it really, there was not much cooperation, a lot of backstabbing.   0:40:25.0 Andrew Stotz: And how did Dr. Deming take this project on? And what was the relationship between him and, you know, let's say Donald Peterson, who was the running the company and all the people that he had involved, like yourself, and you mentioned about Ed Baker and other people, I guess, Sandy Munro and others that were there. And just curious, and Larry Moore, how did he approach that? That's a huge organization and he's coming in right at the top. What was his approach to handling that?   0:41:02.1 S2  Well, my approach was based on his recommendation that the Director of Statistical Methods should report directly to the president or the chairman, the president typically. And so based on that, I figured that what I would, how we would organize the office, my associates would each be assigned to a key vice president to be their alter ego. So we did it in a, on a divisional level. And that worked, I think, very well. The difficulty was trying to match personalities and expertise to the particular vice president. Ed Baker had very good relations with the Latin American organization, and, and he and Harry Hannett, Harold Hannett helped a lot in developing administrative applications as well. And so we sort of came up with a matrix of organization and discipline. We needed someone for finance and engineering and manufacturing, supply chain, and was able to matrix the office associates in to be able to be on site with those people to get stuff, to get stuff done.   0:43:09.5 Andrew Stotz: And what was your message at that time, and what was Dr. Deming's message? Because as we know, his message has come together very strongly after that. But at that point, it's not like he had the 14 Points that he could give them Out of the Crisis or you could give them your books that you had done. So what was like the guiding philosophy or the main things that you guys were trying to get across?   0:43:35.9 William Scherkenbach: Well, I mean, he had given in, I think, Quality, Productivity, Competitive Position back in the late '70s, and he was doing it through George Washington University, even though Myron Tribus at MIT published it. But it was a series of lectures, and he didn't really, even in the later 70s, didn't have the, the, the 14 Points. And so those came a couple years later, his thinking through, and Profound Knowledge didn't come until much later over a number of discussions of folks. But the, I mean, the key, I mean, my opinion of why it all dropped out is we dropped the ball in not working with the board. And at Ford, we didn't, weren't able to influence the Ford family. And so Peterson retires and Red Poling, a finance guy, steps in and, and everything slowly disintegrates. At least not disintegrates, well, yes. I mean, what was important under Peterson was different. But that happens in any company. A new CEO comes on board or is elected, and they've got their priorities based, as Deming would say, on their evaluation system. What's their, how are they compensated?   0:45:46.8 William Scherkenbach: And so we just didn't spend the time there nor at GM with how do you elect or select your next CEO? And so smaller companies have a better, I would think, well, I don't know. I would imagine smaller companies have a better time of that, especially closely held and family held companies. You could, if you can reach the family, you should be able to get some continuity there.   0:46:23.5 Andrew Stotz: So Donald Peterson stepped down early 1995. And when did you guys make or when did you make your transition from Ford to GM?   0:46:38.5 William Scherkenbach: '88.   0:46:39.6 Andrew Stotz: Okay, so you continued at Ford.   0:46:42.1 William Scherkenbach: The end of '88, yeah, and I left GM in '93, the year Dr. Deming died later. But I had left in, in, well, in order to help him better.   0:47:07.8 Andrew Stotz: And let's now talk about the transition over to General Motors that you made. And where did that come from? Was it Dr. Deming that was recommending it or someone from General Motors? Or what...   0:47:21.4 William Scherkenbach: Yeah, Deming spoke with them and spoke with me. And I was a willing worker to be able to go where he thought I could be most helpful.   0:47:41.9 Andrew Stotz: And was he exasperated or frustrated that for the changes that happened in '95 when Peterson stepped down, he started to see the writing on the wall? Or was he still hopeful?   0:47:55.4 William Scherkenbach: No, Deming died in '93, so he didn't see any of that.   0:47:58.9 Andrew Stotz: No, no, what I mean is when Peterson stepped down, it was about '85. And then you remain at Ford until '88.   0:48:08.0 William Scherkenbach: No, Peterson didn't step down in '85. I mean, he was still there when I left.   0:48:14.0 Andrew Stotz: So he was still chairman at the time.   0:48:17.3 William Scherkenbach: Yeah.   0:48:17.6 Andrew Stotz: Maybe I'm meaning he stepped down from president. So my mistake on that.   0:48:20.3 William Scherkenbach: Oh, but he was there.   0:48:24.3 Andrew Stotz: So when did it start...   0:48:25.9 William Scherkenbach: True. I mean, true, he was still there when Deming had died.   0:48:31.3 Andrew Stotz: Yeah, okay. So did the whole team leave Ford and go to GM or was it just you that went?   0:48:39.1 William Scherkenbach: Oh, just me. Just me.   0:48:42.8 Andrew Stotz: Okay. And then.   0:48:44.0 William Scherkenbach: Yeah, because we had set up something that Deming was very pleased with. And so they were, everyone was working together and helping one another.   0:48:59.5 Andrew Stotz: Okay. So then you went to General Motors. What did you do different? What was different in your role? What did you learn from Ford that you now brought to GM? What went right? What went wrong? What was your experience with GM at that time?   0:49:16.5 William Scherkenbach: Well, I've got a, let's see. Remember Bill Hoagland was the person, Hoagland managed Pontiac when Deming helped Pontiac and Ron Moen was involved in the Pontiac. But Bill Hoagland was in one of the reorganizations at GM was head of, he was group, group vice president for Buick, Oldsmobile, Cadillac. And so I went over and directly reported to him and each of the, I mean, Wendy Coles was in, Gypsy Rainey, although Gypsy was temporary, worked for powertrain and Pontiac and still, but powertrain was where a lot of the expertise was and emphasis was, and then Buick and Cadillac and so, and Oldsmobile. So we, and in addition to that, General Motors had a corporate-wide effort in cooperation with the UAW called the Quality Network. And I was appointed a member of that, of that and, and helped them a lot and as well as the corporate quality office, but focused on Buick, Oldsmobile, Cadillac.   0:51:18.6 Andrew Stotz: And then tell us about what was your next step in your own personal journey? And then let's now get into how you got more involved with Deming and his teachings and the like.   0:51:32.8 William Scherkenbach: Well, I mean, he would be at GM two and three days a month, and then every quarter he'd be here for, just like Ford, for a four-day seminar. And while at Ford and at GM, I took uh vacation to help him as he gave seminars and met people throughout the world. Even when he was probably 84, 85, I can remember, well, one of the, he always, not always, but he would schedule seminars in England over the Fourth of July because the English don't celebrate that, although he said perhaps they should, but right after the Ascot races. And so he would do four-day seminars. And on one case, we had one series of weeks, the week before Fourth of July, we did a four-day seminar in the US and then went to London to do another four-day seminar. And he went to South Africa for the next four-day seminar with Heero Hacquebord. I didn't go, but I went down to Brazil and I was dragging with that, with that schedule. So he was able to relish and enjoy the helping others. I mean, enjoy triggers a memory. We were at helping powertrain and Gypsy was there, Dr. Gypsy Rainey.    0:53:59.2 William Scherkenbach: And she, we were talking and goofing around and he started being cross at us. And Gypsy said, "Well, aren't we supposed to be having fun?" And Deming said, "I'm having fun." "You guys straighten out." Enjoy, enjoy, enjoy, yeah.   0:54:40.6 Andrew Stotz: And for the typical person to imagine a man at the age of 80, 85, traveling around the world. And it's not like you're traveling on vacation in London, you're walking into a room full of people, your energy is up, you're going and it's not like he's giving a keynote speech for an hour, give us a picture of his energy.   0:55:09.5 William Scherkenbach: And over in London, it was brutal because the hotel, I forget what hotel we're in. When he started there, I think it was Dr. Bernard that he wanted to help. And Bernard wasn't available. So he recommended Henry Neave. And so Henry was a good student, a quick learner. So he helped on a few of them. And I can still remember, I mean, the air, it was 4th of July in London and the humidity was there. There's no air conditioning in the hotel. I could remember Henry, please forgive me, but Henry is sitting in his doorway, sitting on a trash can, doing some notes in his skivvies. And it was hot and humid and awful. But so it reminded Deming a lot of the lectures in Japan in 1950, where he was sweating by 8 AM in the morning. So, yeah.   0:56:30.6 Andrew Stotz: What was it that kept him going? Why was he doing this?   0:56:39.5 William Scherkenbach: I think he, again, I don't know. I never asked him that. He was very, to me, he was on a mission. He wanted to be able to help people live better, okay, and take joy in what they do. And so he was, and I think that was the driving thing. And as long as he had the stamina, he was, he was in, in, in heaven.   0:57:21.1 Andrew Stotz: So let's keep progressing now, and let's move forward towards the latter part of Dr. Deming's life, where we're talking about 1990, 1988, 1990, 1992. What changed in your relationship and your involvement with what he was doing, and what changes did you see in the way he was talking about? You had observed him back in 1972, so here he is in 1990, a very, very different man in some ways, but very similar. How did you observe that?   0:57:56.6 William Scherkenbach: Well, toward the end, it was, I mean, it was, it was not, not pleasant to see him up there with oxygen up his nose, and it just, there had to have been a better way. But Nancy Mann was running those seminars, and they did their best to make life comfortable, but there had to have been a better way to, but I don't know what it was. He obviously wanted to continue to do it, and he had help doing it, but I don't know how effective the last year of seminars were.   0:59:01.1 Andrew Stotz: Well, I mean, I would say in some ways they were very effective, because I attended in 1990 and 1992, and I even took a picture, and I had a picture, and in the background of the picture of him is a nurse, and for me, I just was blown away and knocked out. And I think that one of the things for the listeners and the viewers is to ask yourself, we're all busy doing our work, and we're doing a lot of activities, and we're accomplishing things, but for what purpose, for what mission? And I think that that's what I gained from him is that because he had a mission to help, as you said, make the world a better place, make people have a better life in their job, and help people wake up, that mission really drove him.   0:59:57.8 William Scherkenbach: Yeah, and it, it really did. But for me personally, it was just not pleasant to see him suffering.    1:00:09.6 Andrew Stotz: And was he in pain? Was he just exhausted? What was it like behind the scenes when he'd come off stage and take a break?   1:00:18.7 William Scherkenbach: Yeah, yeah.   1:00:20.8 Andrew Stotz: And would he take naps or?   1:00:23.2 William Scherkenbach: In the early days, we'd go to, well, at Ford and GM, we would go out to dinner just about every night and talk and enjoy the conversation. We'd, my wife Mary Ellen, went many, many times. He enjoyed Northville, some of the restaurants there, and enjoyed the Deming martinis after the meetings at the Cosmos Club. So very, very much he enjoyed that, that time off the podium. So, but he couldn't do that in the, in the later years.   1:01:28.7 Andrew Stotz: And let's now try to understand the progression as you progress away from General Motors and did other things. How did your career progress in those years until when you retired or to where you are now? Maybe give us a picture of that.   1:01:51.4 William Scherkenbach: I tried to help. I've developed my view on how to operationalize change, worked for, was vice president of a company in Taiwan, spent a couple of, and before that had helped Dell, and would spend probably ending up a couple of years in PRC and Taiwan, and growing and learning to learn, in my opinion, there's too much generalization of, well, Asians or Chinese or whatever. There are many, many subgroups, and so change has to be bespoke. What will work for one person won't work for another. For instance, trying to talk to a number of Chinese executives saying, drive out fear, and they will, oh, there's no fear here. It's respect. And so, yeah. But that was their sincere belief that what they were doing wasn't instilling fear. But it broadened my perspective on what to do. And then probably 10 years ago, my wife started to come down with Alzheimer's, and while we lived in Austin, Texas, and that I've spent, she died three years ago, but that was pretty much all-consuming. That's where I focused. And now it's been three years. I'm looking, and I'm a year younger than Deming when he started, although he was 79 when he was interviewed for the 1980 White Paper.   1:04:36.3 William Scherkenbach: So I'm in my 80th year. So, and I'm feeling good, and I also would like to help people.   1:04:46.6 Andrew Stotz: And I've noticed on your LinkedIn, you've started bringing out interesting papers and transcripts and so many different things that you've been coming out. What is your goal? What is your mission?   1:05:02.3 William Scherkenbach: Well, I also would like to take the next step and contribute to help the improvement, not just the US, but any organization that shows they're serious for wanting to, wanting to improve. On the hope, and again, it's hope, as Deming said, that to be able to light a few bonfires that would turn into prairie fires that might consume more and more companies. And so you've got to light the match somewhere. And I just don't know. Again, I've been out of it for a number of years, but I just don't know. I know there is no big company besides, well, but even Toyota. I can remember Deming and I were in California and had dinner. Toyoda-san and his wife invited Deming and me to a dinner. And just, I was blown away with what he understood responsibilities were. I don't know, although I do have a Toyota Prius plug-in, which is perfect because I'm getting 99 miles a gallon because during my, doing shopping and whatever here in Pensacola, I never use gas. It goes 50 miles without needing to plug in.   1:07:00.6 William Scherkenbach: And so I do my stuff. But when I drive to Texas or Michigan, Michigan mostly to see the family, it's there. But all over, it's a wonderful vehicle. So maybe they're the only company in the world that, but I don't know. I haven't sat down with their executive.   1:07:26.4 Andrew Stotz: And behind me, I have two of your books, and I just want to talk briefly about them and give some advice for people. The first one is The Deming Route to Quality and Productivity: Roadmaps and Roadblocks, and the second one is Deming's Road to Continual Improvement. Maybe you could just give some context of someone who's not read these books and they're new to the philosophy and all that. How do these books, how can they help them?   1:07:58.8 William Scherkenbach: Well, the first book, Deming asked me to write in, I think it was '84. And I don't remember the first edition, but it might be '85, we got it out. But he asked me to write it, and because he thought I would, I could reach a different audience, and he liked it so much, they handed it out in a number of his seminars for a number of years. So.   1:08:40.7 Andrew Stotz: And there's my original version of it. I'm holding up my...    1:08:47.0 William Scherkenbach: Yeah, that's a later version.   1:08:49.7 Andrew Stotz: And it says the first printing was '86, I think it said, and then I got a 1991 version, which maybe I got it at one of the, I'm sure I got it at one of the seminars, and I've had it, and I've got marks on it and all that. And Deming on the back of it said, "this book will supplement and enhance my own works in teaching. Mr. Scherkenbach's masterful understanding of a system, of a process, of a stable system, and of an unstable system are obvious and effective in his work as well as in his teaching." And I know that on Deming's Road to Continual Improvement, you do a good amount of discussion at the beginning about the difference between a process and a system to try to help people understand those types of things. How should a reader, where should they start?   1:09:42.8 William Scherkenbach: Well, not with chapter six, as in CI Lewis, but well, I don't know what... I don't remember what chapter six is. As I said, the first book, and a lot of people after that did it, is essentially not regurgitating, but saying in a little bit different words about Deming's 14 Points. What I did on the first book is arrange them in the order that I think, and groupings that I think the 14 Points could be understood better. The second book was, the first half was reviewing the Deming philosophy, and the second half is how you would go about and get it done. And that's where the physiological, emotional, and all of my studies on operationalizing anything.   1:10:55.4 Andrew Stotz: And in chapter three on page 98, you talk about physical barriers, and you talk about physical, logical, emotional. You mentioned a little bit of that when you talked about the different gurus out there in quality, but this was a good quote. It says, Dr. Deming writes about the golfer who cannot improve his game because he's already in the state of statistical control. He points out that you have only one chance to train a person. Someone whose skill level is in statistical control will find great difficulty improving his skills.   1:11:32.1 William Scherkenbach: Yeah. Well, yeah, I mean, well, you're old enough to know the Fosbury Flop. I mean, for all high jumpers did the straddle in jumping and made some great records, but many of them had difficulty converting their straddle to the Fosbury Flop to go over backwards head first. And that's what got you better performance. So anything, whether it's golf or any skill, if you've got to change somehow, you've got to be able to change the system, which is whether you're in production or whether it's a skill. If you're in control, that's your opportunity to impact the system to get better.   1:12:40.3 Andrew Stotz: Yeah, and this was Dick Fosbury in 1968, Mexico City Olympics, where he basically went in and blew everybody away by going in and flipping over backwards when everybody else was straddling or scissors or something like that. And this is a great story.   1:12:57.0 William Scherkenbach: You can't do that.   [laughter]   1:12:58.8 Andrew Stotz: Yeah, and it's a great story of something on the outside. An outsider came in and changed the system rather than an existing person within it. And that made me think about when you talked about Ford and having an outsider helping in the different departments. You know, what extent does that reflect the way that we learn? You know, can we learn internally, or do we need outside advice and influence to make the big changes?   1:13:29.7 William Scherkenbach: Yeah. I mean, we had a swim coach, Higgins, at the Naval Academy, and he was known for, again, following in Olympic swimming. And I'm probably going to get the strokes wrong, but there was no such thing as a butterfly stroke. And he used it in swimming the breaststroke, and supposedly the only criteria was recovery had to be underwater with two hands. But I'm screwing up the story, I'm sure, but Higgins rewrote, rewrote the book by doing something a little bit different or drastically different.   1:14:25.4 Andrew Stotz: I'd like to wrap up this fascinating discovery, or journey of discovery of you and your relationship also with Dr. Deming. Let's wrap it up by talking about kind of your final memories of the last days of Dr. Deming and how you kind of put that all in context for your own life. And having this man come in your life and bring you into your life, I'm curious, towards the end of his life, how did you process his passing as well as his contribution to your life?   1:15:08.1 William Scherkenbach: That's, that's difficult and personal. I, he was a great mentor, a great friend, a great teacher, a great person, and with, on a mission with a name and impacted me. I was very, very lucky to be able to, when I look back on it, to recognize, to sign up for his courses, and then the next thing was writing that letter to the editor and fostering that relationship. Very, very, very difficult. But, I mean, he outlived a bunch of folks that he was greatly influenced by, and the mission continues.   1:16:34.1 Andrew Stotz: And if Dr. Deming was looking down from heaven and he saw that you're kind of reentering the fray after, you know, your struggles as you've described with your wife and the loss of your wife, what would he say to you now? What would he say as your teacher over all those years?   1:16:56.3 William Scherkenbach: Do your best.   1:16:59.0 Andrew Stotz: Yeah, wonderful.   1:17:01.4 William Scherkenbach: He knows, but he knows I know what to do. So, you need to know what to do and then to do the best. But I was, I mean, he was very, he received, and I forget the year, but he was at Ford and he got a call from Cel that his wife was not doing well. And so we, I immediately canceled everything and got him to the airport and he got to spend that last night with his wife. And he was very, very appreciative. So I'm sure he was helping, helping me deal with my wife.   1:17:56.4 Andrew Stotz: Yeah. Well, Bill, on behalf of everyone at the Deming Institute and myself personally, I want to thank you for this discussion and opening up you know, your journey with Dr. Deming. I feel like I understand Dr. Deming more, but I also understand you more. And I really appreciate that. And for the listeners out there, remember to go to Deming.org to continue your journey. And also let me give you, the listeners and viewers, the resources. First, we have Bill's book, which you can get online, The Deming Route to Quality and Productivity. We have Deming's Road to Continual Improvement, which Bill wrote. But I think even more importantly is go to his LinkedIn. He's on LinkedIn as William Scherkenbach and his tagline is helping individuals and organizations learn, have fun, and make a difference. So if you want to learn, have fun, and make a difference, send him a message. And I think you'll find that it's incredibly engaging. Are there any final words that you want to share with the listeners and the viewers?   1:19:08.9 William Scherkenbach: I appreciate your questions. In thinking about this interview, we barely scratched the surface. There are a ton of other stories, but we can save that for another time.   1:19:26.1 Andrew Stotz: Something tells me we're going to have some fun and continue to have fun in these discussions. So I really appreciate it and it's great to get to know you. Ladies and gentlemen.   1:19:36.7 William Scherkenbach: Thank you, Andrew.   1:19:37.7 Andrew Stotz: You're welcome. This is your host, Andrew Stotz, and I'm going to leave you with one of my favorite quotes from Dr. Deming, and that is that "people are entitled to joy in work."    

„My jsme, chtě nechtě, přeci jenom Slované, i když geneticky jsme velmi bohatý národ napříč historií. Celá řada manipulativních článků směřuje k tomu předělat historii. Jakože jsme vůbec nebojovali proti Němcům. Ne, my jsme Češi. A museli jsme si to vybojovat," říká bývalý diplomat Ondřej Kašina v rozhovoru pro pořad Kupředu do minulosti. 3. díl, 20.07.2025, www.RadioUniversum.cz

JUSTEȚE VERSUS HAR „Dacă cineva a păcătuit, avem la Tatăl un Mijlocitor, pe Isus Hristos, Cel neprihănit.” (1 Ioan 2:1)

Tentokrát si povíme, kdo možná pomáhá drogovým mafiím, projdeme si zprávu BiS za rok 2024 a doporučíme jeden zajímavý britský podcast o válečných hrách.Ve světě technologií začíná třetí světová válka internetových prohlížečů, Muskův Grok se prohlásil za MechaHitlera, ale samozřejmě dojde i na zprávičky z Reichu a na závěr zodpovíme první z Vašich dotazů, které nám přišly.Celé epizody na https://www.herohero.co/kanarcivsiti . A nebo si kupte naše trička na https://www.neverenough.shop/kanarci . Podcast pro Vás připravují @alexalvarova a @holyj . Hudba a sound engineering: PsyekTwitter Spaces moderuje @jiribulan .Najdete nás na www.kanarci.online

Celý díl najdete na našem Patreonu nebo HeroHero.V Česku je paradoxně pravděpodobnější blackout v létě než v zimě. Problémy tvoří OZE, respektive nedostatečná kapacita přenosové soustavy na přetoky elektřiny z Německa a Polska. Markéta a Michal nám popsali jaké se rozehrávají hry o zodpovědnosti za blackout mezi ČEPS, ČEZ a vládou. Stručně jsme zvládli probrat eutanázii, rozpočet Evropské unie na další sedmiletku a tradičně jsme si zabědovali nad neakceschopností, ideové vyprázdněnosti a virtue signalingu politiků.VŠECHNY NAŠE LETNÍ/PODZIMNÍ AKCE MŮŽETE ZAKOUPIT ZDE:https://connect.boomevents.org/organizer/41b026b3-ccea-453a-b0dd-ab8fc3b61bc0

Tomografia komputerowa kojarzy się powszechnie z medycyną. Wiemy, że można za jej pomocą zobrazować na przykład jamę brzuszną albo klatkę piersiową i znaleźć nietypowe, chorobliwe struktury. Ale czy wiecie, że tomografem bada się też przeróżne przedmioty? Cel jest taki sam. – Pozwala nam to narzędzie badać budowę wewnętrzną różnych obiektów bez ich niszczenia – tłumaczy mój dzisiejszy gość, dr hab. inż. Jacek Tarasiuk, profesor Akademii Górniczo-Hutniczej w Krakowie, Wydział Fizyki i Informatyki Stosowanej. Laboratorium pod jego kierownictwem służy innym naukowcom supermocą promieniowania X: zaglądaniem do środka badanego obiektu.Przypomnijmy na początek, jak działa tomografia. Opiera się na promieniowaniu rentgenowskim, czyli naświetlaniu krótkimi falami rentgenowskimi. Niektóre materiały i struktury przepuszczają takie fale, a inne, wychwytują je i pochłaniają. –  Z grubsza można powiedzieć, że im materiał jest bardziej gęsty, tym silniej wychwytuje promieniowanie rentgenowskie – wyjaśnia prof. Tarasiuk. Stąd wyraźniejszy obraz kości na zdjęciach rentgenowskich.Tomografia to połączenie bardzo wielu zdjęć rentgenowskich, wykonanych z różnych stron, i matematyki. Komputer dokonuje obliczeń na podstawie zdjęć i przedstawia trójwymiarowy model badanego obiektu. Tomograf laikowi wiele nie powie, ale doskonale obrazuje gęstość i strukturę wewnętrzną materiałów, więc fachowe oko wie, czego szukać. Opisane w odcinku badania nanotomografem pomagają naukowcom z przeróżnych dziedzin: archeologom, biologom, paleontologom, kryminologom, inżynierom materiałowym, farmaceutom. Wymieniać można naprawdę długo. – My się nie znamy merytorycznie na tym, co oni chcą zbadać, ale wnosimy możliwość zobrazowania czegoś i przeprowadzenia analiz – opowiada fizyk. Do tomografu można włożyć na przykład znalezioną kość mamuta z ciemniejszą plamką i odkryć, że to szczątki grotu z epoki lodowcowej, nie uszkadzając przy tym samej kości. Można zbadać znalezisko archeologiczne i dowiedzieć się, jak wygląda od środka i czy na przykład tym środkiem nie jest mumia gołębia. A można też zbadać ząb lub malutką kostkę z ucha, żeby móc stworzyć dokładny model i na nim prowadzić badania. Zastosowania ogranicza tylko fantazja… i rozmiary – do tomografu prof. Tarasiuka nie zmieści się obiekt większy niż kilogram cukru.W odcinku usłyszycie mnóstwo fascynujących historii z laboratorium mojego gościa. Dowiecie się, co ciekawego można odkryć we własnym zębie, jak zmienia się struktura kawy na różnych etapach palenia, po co kryminologom analiza koszulek ofiar i dlaczego farmaceuci chcą badać tomografem tabletki. Jeśli z fizyką nie do końca wam po drodze, nie lękajcie się – profesor opowiada niezwykle klarownie i ze swadą, wszystko zrozumiecie! Nagranie powstało podczas XV podróży Radia Naukowego, tym razem do Krakowa. Podróże są możliwe dzięki wspierającej nas społeczności Patronek i Patronów. Tutaj możecie do nich dołączyć: https://patronite.pl/radionaukowe

Începând de azi și până duminică, va avea loc pe Dunăre în dreptul Canalului Siderurgic Călărași un maraton de înot de anduranță de 72 de ore care se numește „ 72 Dus-Întors”. Principalul participant este Mihai Badea, coordonatorul secției de natație de la CSM București. Acesta îl va avea alături pe celebrul Martin Strel, deținător a 5 recorduri mondiale Guiness și pe alți 72 de înotători români. Totul pentru o cauză umanitară. Un material de Tudor Furdui: După ce a înotat 116 kilometri în Dunăre și a trecut Lake Powell, din Statele Unite ale Americii, Mihai Badea, coordonatorul secției de natație de la CSM București, vrea să își depășească toate limitele! Va înota în Canalul Siderurgic din Călărași timp de, atenție 3 zile și 3 nopți, din 17 până în 20 iulie,  pentru o cauză umanitară, așa cum au fost toate acțiunile pe care le-a desfășurat în ultimii 5 ani. Cursa lui Badea este pentru a susține Fundația Copii în Dificultate și strângerea de fonduri pentru tinerii care merită o șansă la bucurie, liniște și sprijin! Mihai va da speranță prin înot copiilor cu dizabilități, copii care nu șansa de a trăi o viață incluzivă cu facilități adecvate. În marea lor majoritate aceștia se trag din familii deosebit de împovărate și locuiesc în casele în care au crescut și necunoscând bucuriile simple ale unei excursii de vacanță. Cu pași mici, dar determinați, fundația a început să construiască un loc de vis la munte unde copiii bolnavi critic pot experimenta relaxarea și fericirea vacanței. Mihai Badea spune despre ce e vorba “Se numește Căsuța dintre Brazi, dar de fapt el este un centru de recuperare și tratament pentru copiii cu dizabilități. Nu numai pentru copiii fundației, copiii în dificultate, fundație pentru care eu sunt și un fel de ambasador sportiv al fundației, ci pentru toți copiii cu dizabilități” - Mihai Badea, coordonator secție natație CSM București Badea s-a născut în 1972 și înoată 72 de ore Mihai Badea și-a ales numărul orelor pe care le va înota după anul în care el s-a născut, 1972. În 72 de ore în apă te descompui și te reconstruiești de sute de ori în același corp. Badea a spus că în timp ce înoată atâtea și atâtea ore gândurile îi curg în ritmul mișcărilor, iar fricile și dorințele se așază ca piesele unui puzzle. Tot ce era confuz începe să capete sens. E ca și cum apa devine o oglindă pentru suflet. Nu există telefon care să sune, nici notificări, nici voci care să-ți întrerupă fluxul. Ești într-un spațiu intim, golit de distrageri, iar stările trăite sunt multiple  “Cel mai mult îmi doresc să intru în acea stare de transă pe care am simțit-o în majoritatea curselor mele. Undeva după kilometru 30  intru într-o stare de meditație. Și asta se datorează faptului că apa izolează foarte bine fonic și ai o respirație constantă. Și atunci ai impresia că cursa trece foarte repede”- Mihai Badea, coordonator secție natație CSM București. În cea mai grea și solicitantă cursă din viața sa, Mihai Badea nu va fi singur! Îi va avea alături de el în apă pe alți 3 mari înotători : Cameliu Costache, Alexandru Nicoară și  Bogdan Zurbagiu. Fiecare dintre ei va înota câte 24 de ore. Împreună cu cei menționați vor participa și 72 de tineri înotători români care vor parcurge același kilometru dus-întors într-o provocare fără precedent dedicată unei cauze nobile. La eveniment va participa și slovenul în vârstă de 71 de ani Martin Strel, legendarul “Big River Man” deținător a 5 recorduri mondiale Guiness. Strel va înota cot la cot cu Mihai Badea, care în cazul în care va termina cursa va deveni poate cel mai puternic înotător de anduranță din Europa.

Dubla campioană europeană de junioare la 100 m spate, Daria Silișteanu se gândește deja la Mondialele care vor avea loc la Otopeni peste o lună. Performanța Dariei este cu atât mai mult de apreciat cu cât ea vine după o perioadă în care înotătoarea de la Dinamo a suferit recent o operație de peritonită. Povestea marii speranțe a natației românești este spusă de Tudor Furdui. Daria Silișteanu, s-a născut acum 16 ani la Fălticeni și este una dintre marile speranțe ale natației românești. Primul său rezultat notabil l-a obținut la vârsta de 13 ani când a devenit campioană națională la juniori în proba de 200 metri spate, doborând un record care fusese stabilit tocmai în 1985. Evoluția sa a fost rapidă. Un an mai târziu, deși avea doar 14 ani, Daria și-a trecut în cont și primul record național la senioare la 50 metri spate, un record deținut de campioana olimpică Diana Mocanu încă din 2003. Pe plan internațional, Daria a luat primul său titlu continental la Campionatele europene de junioare în 2024 la Vilnius și a recidivat anul acesta la Șamorin, în același bazin în care David Popovici a cucerit 2 medalii de aur la 100m și 200m liber la U23. La competiția din Slovacia, românca a luat aur la 100 de metri spate și bronz la 50 m spate, întorcând-se foarte mândră acasă. Daria s-a operat acum 8 luni de peritonită Performanța Dariei este absolut excepțională ținând cont că imediat după medalia obținută anul trecut la Vilnius, înotătoarea a trecut printr-o mare cumpănă toamna trecută. A început să sufere de o boală de natură infecțioasă a membranei care acoperă peretele abdominal și a fost obligată să se opereze. „Cel mai greu moment pe care l-am depășit a fost după operație. Am avut o operație de peritonită. Mi-a fost foarte greu să mă refac și am crezut că nu o să mai pot ajunge în vârf”, spune ea.  „Mi-a fost frică că nu voi mai putea fi eu cea dinainte, adică să fiu la fel de bună. A fost un sentiment foarte ciudat. Acum sunt foarte bine. Am fost la psiholog, am vorbit cu domnul psiholog și sunt bine. Te ajută foarte mult să vorbești cu cineva”. Daria și-a recăpătat rapid încrederea în forțele sale, a obținut cele două medalii la Șamorin iar acum se gândește la Mondialele care vor avea loc la Otopeni, în luna august. Știe deja ce își dorește de la competiția de peste o lună. „Visez la o calificare în finală la Mondialele de juniori. Pentru că au loc în România și pentru că e primul meu Campionat Mondial și vreau să văd cum mă descurc. Dar pentru că e în România, pentru mine e bucuria mai mare”, mărturisește Daria. Ea va avea alături în tribunele de la Otopeni rudele și prietenii dar este superstițioasă și nu îi va căuta cu privirea pe fanii săi înaintea concursului. „Eu i-am anunțat că o să concurez la Mondial și au zis că cei care pot ajunge o să vină și o să mă susțină din tribună. Nu mă uit niciodată la ei, pentru că îmi dau emoții mai mari. Știu că sunt acolo și că se uită la mine, dar îmi dau emoții mai mari dacă mă mai uit și eu la ei”. Va avea 19 ani la Jocurile de la Los Angeles Marea dorință a Dariei este să ajungă campioană olimpică. Ea va avea 19 ani la los Angeles, exact vârsta pe care a avut-o David Popovici anul trecut cand a devenit campion olimpic la Jocurile de la Paris. De altfel exemplu lui David o ajută și pe Daria: „Visul meu, ca al oricărui sportiv, cred, e să ajung campion olimpic. Ajută destul de mult exemplul lui David. Pentru că îți dai seama că dacă cineva a putut, nu e imposibil și poți și tu” Daria este legitimată la Dinamo și a plecat de acasă de mică de la Fălticeni la București pentru a deveni celebră. Inotătoarea are o soră mai mică decât ea cu cinci ani. Și aceasta s-a mutat în Capitală pentru a face înot de performanță. Daria a spus că nu s-a certat niciodată cu surioara ei. „Nu am avut problema asta să ne batem pe păpuși niciodată. Eu am fost genul de fată care se juca cu mașinuțe. Nu am avut eu problema cu păpușile. Dar ea a fost tot timpul înțelegătoare cu mine și ne-am înțeles bine”. Pe cât de serioasă este la antrenamente și la concursuri, pe atât de cu capul în nori era în trecut în afara bazinului. Tocmai de aceea, antrenorii i-au pus și o poreclă la care răspunde și acum. „De când eram mică, antrenorii îmi ziceau Vâjuca, că eram foarte zăpăcită și îmi uitam lucrurile pe la bazin, le găseam a doua zi și îmi ziceau Vâjuca și așa am rămas. Îmi mai spun așa și acum, când mă mai văd cu capul în nori” – Daria Silișteanu, campioană europeană de junioare.  

Cum și-a început mandatul președintele Nicușor Dan / Alergător pe lângă minge (G4Media) - După doi ani și o criză majoră, Nicușor Dan are de luat o decizie grea. Diversiunea Cioloș la SRI (SpotMedia) Cum și-a început mandatul președintele Nicușor Dan / Alergător pe lângă minge (G4Media) Dezastruos ar fi cuvântul potrivit. În primele două luni după câștigarea alegerilor, președintele Nicușor Dan a arătat că nu dispune de suficientă forță pentru a-și impune voința politică, a comis cel puțin o eroare majoră și a demonstrat o capacitate limitată de înțelegere a mecanismelor statului, precum și zero instincte politice, scrie jurnalistul Dan Tăpălagă. Un șef de stat dispune de multă legitimitate și de o putere reală, dacă știe cum să le folosească. Când nu o face, tot sistemul îi miroase imediat neputința. Așa se face că, în justiție, nu i-a ieșit mai nimic: Inspecția Judiciară, Înalta Curte, judecătorul propus de PSD la CCR (Mihai Busuioc) — toți provin din tabăra anti-reformistă. Și toți au defilat nestingheriți pe sub nasul indiferent al președintelui Dan. Adăugați la acest tablou și catastrofa de negociere politică de la formarea guvernului, unde PSD a obținut cam tot ce și-a dorit — inclusiv Ministerul Justiției. Altfel spus, tot PSD va propune viitorii procurori-șefi ai DNA și Parchetului General, pe care Nicușor Dan ar dori să-i schimbe. Foarte bine, doar că tocmai le-a cedat PSD-ului puterea de a face noile numiri. Cel mai spectaculos autogol a fost atacarea la CCR a legii care înăsprește pedepsele pentru propaganda extremistă. Nicușor Dan a folosit, practic, aceleași argumente cu Călin Georgescu, George Simion, AUR și Diana Șoșoacă. Președintele mai are o ultimă șansă de reabilitare, odată cu numirea șefilor de servicii secrete, anunțată pentru toamnă. Integral pe pagina G4Media. După doi ani și o criză majoră, Nicușor Dan are de luat o decizie grea. Diversiunea Cioloș la SRI (SpotMedia) Numele lui Dacian Cioloș a fost vehiculat intens în ultimele săptămâni în spațiul public ca reprezentând alegerea lui Nicușor Dan pentru șefia SRI, dar nu a existat nicio discuție între cei doi pe această temă, conform unor surse Spotmedia.ro, speculațiile fiind extrem de asemănătoare cu cele dezvoltate în jurul numirii unui judecător CCR de către noul președinte. Oamenii politici din România au o legătură complicată și netransparentă cu serviciile de informații, iar compromisurile și lipsa de control civil asupra acestora au devenit critice pentru nivelul de încredere din societate în instituțiile statului. Liderii politici cred că raportul de forțe din coaliție depinde de cine va conduce SRI și SIE. Consultarea președintelui cu partidele nu va fi legată de nume, pentru că atributul nominalizării îi revine șefului statului, ci mai degrabă va fi legată de tatonarea șefilor de partide pentru obținerea unor reacții cu privire la votul din Parlament vizavi de o propunere sau alta. Profesorul universitar Andrei Țăranu, explică în exclusivitate pentru Spotmedia.ro  puterea unui președinte și legătura cu serviciile secrete. O lege a serviciilor secrete ar trebui făcută de societatea civilă și experți independenți, spune expertul  Toate încercările de modificarea a legislației de funcționare a serviciilor de informații s-au soldat cu eșecuri răsunătoare, în principal din cauza faptului că proiectele au fost realizate de oameni din interior sau de asociați ai acestora, fiind contestate puternic de opinia publică. Misiune Imposibilă: Dan și Bolojan și cele 24 de luni în care trebuie să salveze România de ea însăși (PressOne) Misiunea uriașă care le stă în față atât lui Nicușor Dan, cât și lui Ilie Bolojan: să convingă nu doar sute de politicieni obișnuiți cu hoția ca stil de viață prosper, ci și milioane de români obișnuiți să se descurce cum pot, deseori prin mici furtișaguri, doar ca să supraviețuiască. Dar cum poți face asta într-o țară în care toată lumea fură? Cum poți vorbi despre dreptate socială când magistrații - tocmai cei care se presupune că ar trebui să facă dreptate - și-au făcut stat în stat și se ceartă cu premierul pe media de vârstă la care binevoiesc să iasă la pensie - că o fi 52 de ani, iar nu 48, cum spune Bolojan? Cum poți repara relația cu acest popor care a votat la două mâini cu PSD și populiștii timp de 35 de ani, dar care a avut pretenția ca răspunderea pentru populism să și-o asume altcineva? În fine, cum poți lupta în răspăr cu un popor mânios și care respinge exact singurele surse de bunăstare care pot ține România în viață în următorii ani - fondurile și valorile europene? Jurnalistul PressOne Adrian Mihălțianu remarcă faptul că s-a acordat o atenție sporită nedreptăților pe care le fac bugetarii (cu mic, cu mare, la grămadă) și privații (mai ales companiile alea mari și străine, care nu-și păstrează, domnule, profiturile în țară), și o atenție foarte scăzută pușculiței de bani a partidelor și a rețelelor lor mafiote din teritoriu: celebrul PNDL / Anghel Saligny, programul din care se hrănesc miile de primari din teritoriu și mai ales baronii locali care au definit aceste partide în ultimii 30 de ani.  Înțeleg că domnul Bolojan nu poate isteriza din prima clientela politică PNL și PSD și că trebuie să-și pregătească atent următorii pași dacă vrea să rămână la guvernare suficient timp cât să urnească lucrurile, însă absența acestui program extrem de dăunător stabilității economice a României din prim-planul discuțiilor publice nu e un semn bun, mai notează editorialistul. În opinia sa, România poate scădea foarte rapid o bună parte din deficitul său bugetar dacă reorientează integral fondurile rămase necontractate din Anghel Saligny către finanțări proprii în proiecte europene.

Stínová ministryně financí vydala knihu s názvem Na tahu jsou srdce. Je to pěkný vhled do toho, jak Alena Schillerová vidí minulost a jak si představuje budoucnost. Z hlediska pohledu na uplynulá desetiletí je to sentiment za světem Klementa Gottwalda a Gustáva Husáka – na svět, kdy ekonomika byla v pořádku, protože všechny firmy řídil mocný stát a nebyli tu bohatí, kteří by si stavěli vily u Curyšského jezera nebo si pořizovali jachty, jak píše paní Alena.Celá kniha je nedvojsmyslný nářek nad tím, jak se nic nepovedlo a jak byla po revoluci země rozkradena. Paní Alena plete pojmy jako životní úroveň, průměrná mzda nebo kupní síla, aby demonstrovala, jak naše země v posledních letech upadla. Zdrojově se mýlí téměř ve všem, ale to není podstatné. Nikdy nemluví o hospodářském růstu a způsobu, jak toho bude chtít dosáhnout. Vždycky však píše o věcech jako daňová kobra, kontrolní hlášení nebo EET – tam vidí zdroj národního bohatství.Za tím se samozřejmě skrývají zájmy holdingu Agrofert, jak jsme byli svědky v osmi letech, kdy ANO bylo na centrální úrovni u moci. Její kniha je manifestem agrohusákismu a finančního gestapismu.

Celý rozhovor najdete na našem Patreonu nebo HeroHeroPředvolební preference a náladu voličů jsme probrali s nejpovolanější dvojící na průzkumy v Česku, Michalem Kormaňákem z IPSOS a Martinem Buchtíkem ze STEM. Proč nedošlo k propadu preferencí SPOLU po vypuknutí BTC kauzy, můžou uspět strany jednoho muže a jedné ženy (Filip Turek/Kateřina Konečná)? A jaké šance dávají koalici na obhajobu vládních postů? Vyhlídky jsou při nejlepší 15 %, vše závisí na úspěchu či neúspěchu Pirátů, Stačilo a Motoristů. Jak správně seskládat koaliční kandidáty, aby nikdo nebyl znevýhodněn kroužkováním? Udělá někdo stejnou chybu jako Piráti 4 roky zpět?Partnerem podcastu je advokátní kancelář ROWAN LEGAL, provozovatel zdravotnických zařízení PENTA HOSPITALS a American Academy.

V tomto díle uslyšíte výpověď bývalé americké velvyslankyně v Ukrajině o Trumpově zradě, o ruských pokusech o atentát na prezidenta Zelenského a kdo vydělává na ukrajinské válce. Že Elon zakládá novou stranu, jak se lidé brání proti divokým deportacím ICE, jak se na TikToku šíří nenávistná videa, že Švýcarsko staví vlastní AI, jak AI řídila firemní kiosek a na závěr jedna studie o simulaci našeho myšlení.Celé epizody na https://www.herohero.co/kanarcivsiti . A nebo si kupte naše trička na https://www.neverenough.shop/kanarci . Podcast pro Vás připravují @alexalvarova a @holyj . Hudba a sound engineering: PsyekTwitter Spaces moderuje @jiribulan .Najdete nás na www.kanarci.online

„Dávám zpětnou vazbu, ať už je to k interiéru, k servisu nebo k jídlu. A ty podniky s tím neumějí většinou pracovat. Sedm z deseti s tím neumí pracovat, urazí se. “ říká herec, moderátor a food bloger Lukáš Hejlík v dalším díle Mediálního cirkusu. Podle něj u nás chybí kritická gastro novinařina. Lukáš Hejlík je muž mnoha profesí a zájmů. Vedle herectví se nejvíc proslavil jako autor scénického čtení Listování a zejména projektu Gastromapa. V rámci něj už více než jedenáct let projíždí Českou republiku a upozorňuje na podniky, ve kterých mu chutnalo nebo ho nějak zaujaly. O svých zážitcích napsal několik knih a vášeň pro gastronomii promítá i do svého podcastu. Zájem Čechů o dobré jídlo a pití podle něj stále roste. Přispěly k tomu i tipy, které sdílí ve své Gastromapě a na sociálních sítích? „Věřím, že třeba můžu za počet kaváren, které v Česku jsou. A že se z Česka stala doslova světová velmoc,“ říká Hejlík s úsměvem a hned dodává: „Ale určitě k tomu přispěly i různé televizní pořady a kuchařské show. A také to často přisuzuji tomu, že my v tomto ohledu nemáme takový historický nános, jako mají země jako třeba Rakousko nebo Itálie, kde máte tu tradici nepřerušenou. Vidíte to na celém středoevropském bloku, ta revoluce se děje i v Polsku nebo na Slovensku.“Tím spíše ho překvapuje, že z tradičních médií v posledních letech téměř vymizela rubrika gastronomických recenzí. „Je strašná škoda, že gastronomie byla pokrytá médii v době, kdy nebyla takovým tématem, jako je dnes. Po covidu se to zase strašně rozjelo. Vidíte, jak to stále turbulentně stoupá. Teď nemyslím, že se otevírají nové podniky, ale jakým je to tématem. Dřív to byla otázka pro pár snobů, ale najednou gastronomie takzvaně odhodila bílé rukavičky a hrozně se otevřela a měla pokérované ruce.“Práci gastro novinářů dnes přebírají hlavně influenceři, kteří se podle Hejlíka soustředí spíše na pozitivní obsah: „Influenceři vám neřeknou, že to bylo špatné. Je tady obrovský prostor pro influencery, novináře, který budou kritičtí. I třeba pro podcast, který by šel a pomlouval, že to bylo špatné, že to bylo třeba rozvařené. Prostě negativní věci, ale opodstatněné,“ říká. Psala mi maminka provozovatele v slzáchSám autor Gastromapy uznává, že ve svém hodnocení restaurací a kaváren většinou zmiňuje také hlavně to pozitivní. Zda se do kritiky pustí, prý v současnosti hodně zvažuje. „Víte, kdy jsem o tom nepřemýšlel? Když to četlo dvacet lidí, to mi to bylo úplně jedno, to jsem to kosil, byl jsem tvrdý. Ale místo na to tady v mediálním prostoru rozhodně je. Ať přijde někdo, kdo bude tvrdý a kdo si to obhájí!“ I on ale musí být někdy kritický. Což podle něj podniky nenesou dobře. „Dávám zpětnou vazbu k interiéru, k servisu nebo k jídlu a ty podniky s tím neumějí většinou pracovat. Kdybych to měl říct procentuálně, tak sedm z deseti s tím neumí pracovat, urazí se. Celá ta scéna je pořád velmi mladá, je to velmi křehké. Hospodských u nás si vážím, obdivuji je. Ale oni to často staví jako: ‚Co mi tady bude kdo vykládat? Já vím moc dobře, jak to dělat,‘“ myslí si food bloger.„Měl jsem takovou kauzu, kdy jsem byl na jednom malém městě v burgrárně, kde jeden burger byl úplně super a druhý nafutrovaný kupovanými věcmi. Říkám: ‚Tak proč jich má na meníčku dvacet, proč jich nedělá šest?‘ Také to tam smrdělo, prostě burgárna. Tak jsem podotknul, že tam bylo tísnivě, jinak ale super. A hrozná smršť. Napsala mi maminka toho provozovatele v slzách, že budou muset zavřít,“ popisuje Hejlík. Jeho připomínky ale ve výsledku restauraci pomohly: „Za tři týdny zkrátili menu, vymalovali a nějak se s tím popasovali. A lidi psali: ‚Tyjo, konečně to někdo řekl nahlas!‘“Nezamknout to moc brzoVedle gastronomie a herectví je Lukáš Hejlík také nadšený fanoušek podcastů. Točí svůj vlastní audiopořad, vedle toho stíhá poslouchat velkou část podcastů, které česká scéna napříč žánry nabízí, a v posledních letech zároveň moderuje vyhlášení ankety Podcast roku. Původně okrajový formát si v Česku získává stále větší oblibu - a podcastů každý rok také přibývá. „Loni to bylo 700 nových, letos 800. Samozřejmě jich taky spousta končí. To si pojďme říct,“ podotýká Hejlík. Roste u nás stále i počet posluchačů podcastů? Měli by takový obsah vytvářet také veřejnoprávní média? A proč je podle Lukáše Hejlíka podcast jako rozečtená knížka? --Mediální cirkus. Podcast Marie Bastlové o dění na mediální scéně. Zajímá ji pohled do redakcí, za kulisy novinářské práce – s předními novináři i mediálními hráči.Sledujte na Seznam Zprávách, poslouchejte na Podcasty.cz a ve všech podcastových aplikacích.Archiv všech dílů najdete tady. Své postřehy, připomínky nebo tipy nám pište prostřednictvím sociálních sítí pod hashtagem #medialnicirkus nebo na e-mail: audio@sz.cz.

Duszczyk: Kontrole na granicy przynoszą efekty. Cel został osiągnięty

„Celý ten příběh a i Zuzana Kirchnerová je takové setkání, které jsem si vždycky přála v herecké profesi zažít. Setkání s někým, kdo je takto neústupný a zároveň otevřený nebo upřímný. Je to speciální věc,“ říká představitelka jedné z hlavních rolí v road movie Karavan Aňa Geislerová. Na čem aktuálně pracuje se svou sestrou? A jak vzpomíná na setkání s Cate Blanchettovou v Cannes? Poslechněte si rozhovor z karlovarského festivalu.Všechny díly podcastu Host Radiožurnálu můžete pohodlně poslouchat v mobilní aplikaci mujRozhlas pro Android a iOS nebo na webu mujRozhlas.cz.

„Celý ten příběh a i Zuzana Kirchnerová je takové setkání, které jsem si vždycky přála v herecké profesi zažít. Setkání s někým, kdo je takto neústupný a zároveň otevřený nebo upřímný. Je to speciální věc,“ říká představitelka jedné z hlavních rolí v road movie Karavan Aňa Geislerová. Na čem aktuálně pracuje se svou sestrou? A jak vzpomíná na setkání s Cate Blanchettovou v Cannes? Poslechněte si rozhovor z karlovarského festivalu.

Umíte dýchat? Jasně, všichni nějak dýcháme, ale tento chlapík studuje náš dech 30 let, učil přes 300 000 lidí v 73 zemích. Absolvoval lekce dechu u jogínů, tibetských mnichů, stejně tak studoval holotropní dýchání u jeho vynálezce Stanislava Grofa. Učil slavné herce i politiky, vojáky NAVY Seals…když se člověk ponoří do studia našeho dechu, objeví fascinující říši, samostatný svět. Setkání s Danem Brulé pro mne bylo překvapivou a nádhernou zkušeností. Ten chlapík mne moc bavil.Setkali jsme se přes internet díky tomu, že mne pozvali na kongres Embodiment, který pořádal Somatický institut. Celých 90 minut našeho povídání můžete vidět a slyšet na mém kanálu herohero na adrese http://www.herohero.co/petrhorky anebo v popisce najdete odkaz na stránky kongresu, kde si můžete koupit i další záznamy přednášek.Odkazy:Kniha Jen dýchej - https://www.databazeknih.cz/knihy/jen-dychej-zazrak-vedomeho-dychani-569168Instagram Dana Brulé - https://www.instagram.com/danbruleofficial?igsh=bDNxZTk2d2FxdzV0Web - https://breathmastery.com/?srsltid=AfmBOoqNa_YQQLlKA9L_ZelM_j2a4sJ6QGuk5S86aBiTVaaAr6f21py3LinkedIn - https://www.linkedin.com/in/dan-brulé-335a3a2b/Web Aktivace potenciálu - https://aktivace-potencialu.czTento rozhovor byl natočen v rámci kongresu Embodiment 26.4.2025. Akci pořádaly Lenka Melicharová a Tereza Winklerová z http://www.aktivacepotencialu.cz. Kompletní videozáznamy z celého kongresu najdete zde: https://www.somaticky-institut.cz/cs/p/duben/#vstupenkySupport the show

CELÝ ROZHOVOR V DÉLCE 68 MIN. JEN NA ⁠HTTPS://HEROHERO.CO/CESTMIR⁠⁠⁠⁠ A ⁠HTTPS://FORENDORS.CZ/CESTMIR Nosí ponožky s hořícím Kremlem. A když se kvůli nim ozvou ruští poslanci, je to pro něj spíš překvapení. Slova o tom, že nesmíme Rusy provokovat, protože se rozzlobí a budou ještě zlejší, považuje za absurdní. „Dával jsem to i jako dárky kolegům z Evropy. Je to symbol odolnosti, ukrajinského humoru. Ukazuje, že se nemáme bát myslet za horizont,“ říká vládní zmocněnec pro rekonstrukci Ukrajiny Tomáš Kopečný. O ruské agresi mluví tvrdě a varuje, že musíme pamatovat na to, že se Rusko Evropy nebojí a považuje ji za zaostalý a dekadentní kontinent. „To, čemu rozumí, je vojenská síla. A tu v Evropě zatím nevidí,“ kritizuje. Přesto Kopečný věří, že naděje existuje – ne ve velkých summitech a prázdných slibech, ale v konkrétních projektech a lidech. „Bitvy vyhrávají armády, ale války vyhrávají společnosti,“ říká a přidává konkrétní čísla: Ukrajinci už dnes vyrábějí víc dělostřeleckých granátů než celé NATO dohromady. Zatímco Rusko i Ukrajina chrlí miliony dronů ročně, Evropa podle něj zásadně zaostává – nejen kapacitami, ale i mentálně. „Evropa nemá výrobce balistických střel středního doletu, které by byly schopné zaměřovat cíle v Rusku. Stejně jako jsou zaměřovány cíle v Evropě, a díky tomu také mohou pravidelně, ať už politici nebo političtí komentátoři v ruských televizích, vyhrožovat tu Praze, tu Berlínu nebo Londýnu, že na ně pošlou rakety,“ komentuje vládní zmocněnec. Tomáš Kopečný ale zároveň varuje před fixací na velká slova a nefunkční symboliku. Mluví o obnově Ukrajiny jako o boji o přežití – ekonomickém, vojenském i psychologickém. A právě poslední rovinu považuje za klíčovou. „Celý příběh rekonstrukce Ukrajiny bude o duševním zdraví. Dneska je to země, která je hluboce traumatizovaná. A pokud ti lidé nebudou v pohodě, nebudou pracovat. Nehledě na bezpečnostní aspekty,“ vypočítává. Tématu se přitom věnuje i osobně – s českými týmy jezdí na Ukrajinu, pomáhá uprchlíkům v Česku, zajišťuje financování a přemýšlí, jak udělat z péče o psychiku běžnou součást pracovních benefitů. A i v tom je osobní. „Já na terapii nechodím. Pro mě jsou terapií rozhovory. Interviews is my therapy. To bych si měl dát na tričko,“ směje se Kopečný, ale zároveň přiznává, že i na něj má to, co viděl nejen v ukrajinských nemocnicích, dopad. „Ty věci ve vás zůstávají,“ dodává. Jak reálně vypadají investiční projekty na Ukrajině a proč by měly být levnější než ruská raketa? Jak by se mohla změnit česká podpora Ukrajině po volbách? Proč je dobře, že za sebou Evropa má budíček díky brutálním prohlášením Donalda Trumpa? A jak se obnovuje země, kde se lidé připravují na válku, která může trvat dalších dvacet let? Nejen o tom mluví vládní zmocněnec pro obnovu Ukrajiny Tomáš Kopečný.

Český průmysl stojí na rozcestí. Celá česká ekonomika prochází velkou transformací, mezi tuzemskými firmami se ale začínají rozevírat nůžky – na jedné straně ty, které nabízejí unikátní výrobky s vysokou marží, na straně druhé články dodavatelských řetězců s marží minimální. Za jakých podmínek český průmysl přežije a co chybí některým českým šéfům? A jak nebýt jen skvělými dodavateli pro jiné? O tom diskutovali Vítězslav Lukáš, jednatel společnosti ABB, spolu s Janem Rafajem, prezidentem Svazu průmyslu a dopravy.

Ioan 13.1-5 1. Înainte de praznicul Paştilor, Isus, ca Cel care ştia că I-a sosit ceasul să plece din lumea aceasta la Tatăl, şi, fiindcă iubea pe ai Săi, care erau în lume, i-a iubit până la capăt.2. În timpul Cinei, după ce diavolul pusese în inima lui Iuda Iscarioteanul, fiul lui Simon, gândul să-L […]

Sme po víkende, keď sa solúnski bratia svätí Cyril a Metod stali pozadím pre defilé politickej arény. Ak prezident Pellegrini volal po zastavení hádok a rozdelenia spoločnosti, premiér o svojich politických rivaloch hovoril ako o „duchovných a hodnotových bezdomovcoch“. Ak prezident hovoril o „neprivlastňovaní“ štátnych sviatkov, Devín sa zaobišiel bez exprezidentov Kisku a Čaputovej, či bez tvárí opozície. A z úst českého kardinála Duku si Slovensko v Nitre vypočulo ospravedlnenie za Čechov, ktorí ho v súčasnosti poučujú o demokracii a slobode – v čase, keď si tí Česi – najnovšie europoslanec Zdechovský – na Slovensku vypočuli iné výrazy. Napríklad obvinenia z „nájomných politických vrahov“.A Mekka folkloristov – Východná – vypískala ministerku kultúry Martinu Šimkovičovú.Aký víkend to má krajina za sebou? Pozrieme sa naň s politológom Radoslavom Štefančíkom.„Robert Fico už nejaký čas komunikuje, akoby mal pred sebou nejakých démonov. Možno ich má vo svojej hlave a bojuje proti nim. Celý jeho prejav bol založený na tom, akoby Slovensko bolo niekým ohrozované. Vracia ma to do čias Vladimíra Mečiara,“ tvrdí politológ.Podcast pripravil Jaroslav Barborák.

Sme po víkende, keď sa solúnski bratia svätí Cyril a Metod stali pozadím pre defilé politickej arény. Ak prezident Pellegrini volal po zastavení hádok a rozdelenia spoločnosti, premiér o svojich politických rivaloch hovoril ako o „duchovných a hodnotových bezdomovcoch“. Ak prezident hovoril o „neprivlastňovaní“ štátnych sviatkov, Devín sa zaobišiel bez exprezidentov Kisku a Čaputovej, či bez tvárí opozície. A z úst českého kardinála Duku si Slovensko v Nitre vypočulo ospravedlnenie za Čechov, ktorí ho v súčasnosti poučujú o demokracii a slobode – v čase, keď si tí Česi – najnovšie europoslanec Zdechovský – na Slovensku vypočuli iné výrazy. Napríklad obvinenia z „nájomných politických vrahov“.A Mekka folkloristov – Východná – vypískala ministerku kultúry Martinu Šimkovičovú.Aký víkend to má krajina za sebou? Pozrieme sa naň s politológom Radoslavom Štefančíkom.„Robert Fico už nejaký čas komunikuje, akoby mal pred sebou nejakých démonov. Možno ich má vo svojej hlave a bojuje proti nim. Celý jeho prejav bol založený na tom, akoby Slovensko bolo niekým ohrozované. Vracia ma to do čias Vladimíra Mečiara,“ tvrdí politológ.Podcast pripravil Jaroslav Barborák.

Celý díl najdete na našem Patreonu.Letního klidu jsme se rozhodli využít pro nadčasový díl o prezidentství, tak jak ho definovali Václavové Havel & Klaus. Pozvání přijali mluvčí a poradce Václava Havla, Michael Žantovský a prezidentský kancléř Václava Klause, Jiří Weigl. Moderátorskou židli Michala Půra velmi výjimečně obsadil Vladimír Mlynář.Skrze historii jsme se dostali i k velmi aktuálním až ústavním otázkám, zda prezident může odmítnout jmenovat ministry, co má dělat, když má odlišný názor než 90 % společnosti. Probrali jsme i jak technicky funguje chod kanceláře.Dejte nám do komentářů vědět, jak vás díl bavil. Ihned po nahrávání nás napadlo pokračování, které by šlo více v osobní rovině a reflektovalo by zlomové okamžiky vztahu VH a VK. Než se do toho pustíme, zajímá nás, zda o to stojíte.Partnerem podcastu je advokátní kancelář ROWAN LEGAL a provozovatel zdravotnických zařízení PENTA HOSPITALS, American Academy a ARETE Transition Fund pro kvalifikované investory.

Celý záznam najdete na https://herohero.co/dobrovskysidloV červenci 1991 jsme zrušili Varšavskou smlouvu. U stolu a v budově, kde se to stalo, o téhle neuvěřitelné době mluvíme s ženou, která tomu tehdy byla velmi blízko: Diplomatkou Danou HuňátovouPoslechněte si další epizodu podcastu Dobrovský & Šídlo natočenou živě v Černínském paláci v Praze 1. července 2025.