Podcasts about Chain

In der 380. Episode von Irgendwas mit Recht spricht Marc mit Dr. Friedrich Gebert und Dr. Christof Schneider von ARQIS. Friedrich ist Managing Partner, Christof leitet als Partner den Bereich Legal Innovation and AI. Beide erzählen von ihrem Weg zwischen Aktienrecht, M&A und Legal Tech und zeigen, wie ARQIS Abläufe wie die Chain-of-Title-Prüfung in der Due Diligence digitalisiert und für agentisches Arbeiten vorbereitet. Es geht um den Wandel vom Stundenhonorar hin zu Festpreisen, um die Aufbereitung interner Prozesse für den KI-Einsatz und um die Ausbildung des Nachwuchses, wenn KI-gestützte Simulationen klassische Lernkurven ergänzen. Warum verändert die W&I-Versicherung den M&A-Markt nachhaltiger als gedacht? Wieso sehen beide im Rechtsmarkt bislang keinen KI-Hype? Wie lässt sich anwaltliche Arbeit jenseits der Stunde bepreisen? Und welche neuen Mandantengruppen erreicht eine Kanzlei künftig durch mehr Preistransparenz? Antworten auf diese und viele weitere Fragen erhaltet Ihr in dieser Folge von IMR. Viel Spaß!

god so help me im gonna be back on my shit

Privacy is having a moment in crypto. As competition heats up, the pitfalls of the technology around the quantum threat, regulatory risk and more make the trajectory hard to predict. A counterfeit bug sat undetected in Zcash's Orchard privacy pool for four years, capable of minting an unlimited supply of untraceable coins, illustrating the risks of one of the hottest crazes in crypto. Joe Andrews, CEO of Aztec Labs, Jarrad Hope, founder of Logos, and Mert Mumtaz, cofounder and CEO of Helius, join Laura Shin to argue the bug is less alarming than what it reveals: cryptographic privacy is difficult to get right, and the industry is racing to get it right anyway, because institutions will not come onchain without it. They cover Zcash's quantum-recoverable Ironwood upgrade and the turnstile proving the counterfeit coins never moved, Ethereum's sprawling privacy roadmap and the risk it arrives too late, Logos' mixnet built to protect validators from block relays now censoring transactions, and why all three see Canton's private stablecoins as little more than a bank with extra steps. The fight over what actually counts as privacy on a blockchain is only getting started. Host ⁠Laura Shin⁠ - Founder, CEO and Host of Unchained Guest ⁠Joe Andrews - CEO of Aztec Labs ⁠Jarrad Hope - Founder of Logos ⁠Mert Mumtaz - Cofounder and CEO of Helius Sponsor ⁠Cape⁠: Your biggest crypto vulnerability isn't your wallet, it's your phone number. Cape is America's privacy-first mobile carrier that rotates your SIM identity daily and blocks SIM swaps before they happen. Get 33% off your first six months at ⁠https://cape.co/unchained⁠   (use code: UNCHAINED). Timestamps:

Stablecoins are reshaping how credit is created, priced and distributed. As balances grow, holders are looking for yield, and a new generation of on-chain asset managers is stepping into territory that once belonged exclusively to banks and private credit giants. In this episode, we discuss:

Privacy is having a moment in crypto. As competition heats up, the pitfalls of the technology around the quantum threat, regulatory risk and more make the trajectory hard to predict. A counterfeit bug sat undetected in Zcash's Orchard privacy pool for four years, capable of minting an unlimited supply of untraceable coins, illustrating the risks of one of the hottest crazes in crypto. Joe Andrews, CEO of Aztec Labs, Jarrad Hope, founder of Logos, and Mert Mumtaz, cofounder and CEO of Helius, join Laura Shin to argue the bug is less alarming than what it reveals: cryptographic privacy is difficult to get right, and the industry is racing to get it right anyway, because institutions will not come onchain without it. They cover Zcash's quantum-recoverable Ironwood upgrade and the turnstile proving the counterfeit coins never moved, Ethereum's sprawling privacy roadmap and the risk it arrives too late, Logos' mixnet built to protect validators from block relays now censoring transactions, and why all three see Canton's private stablecoins as little more than a bank with extra steps. The fight over what actually counts as privacy on a blockchain is only getting started. Host ⁠Laura Shin⁠ - Founder, CEO and Host of Unchained Guest ⁠Joe Andrews - CEO of Aztec Labs ⁠Jarrad Hope - Founder of Logos ⁠Mert Mumtaz - Cofounder and CEO of Helius Sponsor ⁠Cape⁠: Your biggest crypto vulnerability isn't your wallet, it's your phone number. Cape is America's privacy-first mobile carrier that rotates your SIM identity daily and blocks SIM swaps before they happen. Get 33% off your first six months at ⁠https://cape.co/unchained⁠   (use code: UNCHAINED). Timestamps:

Today's blockchain and crypto news Bitcoin is up slightly at $64,773 Ethereum is up slightly at $1,920 BNB is up slightly at $588 BitRiver Founder Learn more about your ad choices. Visit megaphone.fm/adchoices

Episode 205: Kathryn Borel Jr Interview   This month's aftershow features a conversation with writer Kathryn Borel Jr., whose ambitious adaptation of On the Road was featured in last week's episode. Kathryn has written for Rush, American Dad!, Anne with an E, and Kung Fu, and is currently working on Damon Lindelof's upcoming limited series The Chain.   Kathryn talks about her remarkably unconventional childhood, her winding path to television writing which included an acclaimed career in Canadian radio and the experiences that led her to write Corked, her memoir about a drunken, father-daughter road trip through France's wine country.   The conversation also dives into the unique challenge of adapting Jack Kerouac's On the Road into a half-hour television series with two female leads. Kathryn explains how she reimagined the novel, what drew her to the project, and where the series was headed if it had made it beyond the pilot.   It's a funny, thoughtful, and fascinating conversation with a writer who isn't afraid to take on impossible adaptations and make them feel entirely her own. Help support this show and unlock bonus content! Become a member at https://maximumfun.org/joindeadpilots

In this episode of Hoots on the Ground with No Bullshido, Adam Hoots welcomes internationally recognized Lean leadership expert, author, speaker, and Japan learning guide Katie Anderson for one of the most human-centered conversations the podcast has featured. Katie, author of Learning to Lead, Leading to Learn, shares lessons learned through her friendship with former Toyota leader Isao Yoshino and years spent living in Japan. Rather than focusing solely on Lean tools, the discussion explores the deeper purpose of Lean: developing people. The conversation dives into why organizations become overly focused on technical excellence while overlooking the social systems that enable people to thrive. Adam shares reflections from his own trip to Japan and how it reshaped his thinking around respect for people, visual management, discipline, and leadership. Topics include: ·         Why people must come before processes and tools. ·         Breaking the "telling habit" to develop others. ·         Leadership as a practice instead of a title. ·         Lean as a sociotechnical system. ·         Japanese concepts including Omotenashi, Shikō, Kaizen, and the Daruma Doll. ·         Turning learning into action instead of simply consuming more information. Whether you're in construction, healthcare, manufacturing, or any leadership role, this episode reminds us that organizations improve only when people intentionally help other people grow. KEY TAKEAWAYS: ·         People Before Process — Sustainable improvement begins by developing people before optimizing tools. ·         Break the Telling Habit — Great leaders ask questions instead of always supplying answers. ·         Leadership Is a Verb — Leadership is demonstrated through daily behaviors, not job titles. ·         Lean Is Sociotechnical — Great results require both strong systems and strong human relationships. ·         Intention Drives Action — Align daily behaviors with purpose and values. ·         Small Improvements Compound — Better happens through continuous, incremental improvement. ·         Learning Requires Action — Knowledge only becomes valuable when applied. ·         Respect Is Demonstrated — Small acts of service and genuine care build trust. EPISODE QUOTES (paraphrased): ·         "The only real secret to Toyota is its attitude toward learning." ·         "Leadership isn't about having all the answers—it's about creating the conditions where others can discover them." ·         "People come before process." ·         "Break the telling habit." ·         "The goal isn't the tool. The goal is helping people learn." ·         "Intention is where heart meets direction." ·         "Kaizen starts with improving yourself." ·         "Don't just collect knowledge. Harvest it by putting it into practice." RESOURCE LINKS MENTIONED IN THIS EPISODE: •         Learning to Lead, Leading to Learn: https://kbjanderson.com/learning-to-lead/ •         Chain of Learning Podcast: https://kbjanderson.com/podcast/ •         Japan Leadership Experience: https://kbjanderson.com/japantrip/ •         Toyota Production System •         Isao Yoshino •         John Shook •         Omotenashi •         Kaizen •         Daruma Doll GUESTS FEATURED IN THIS EPISODE: •         Katie Anderson — https://www.linkedin.com/in/kbjanderson/ - International leadership consultant, author, speaker, executive coach, host of the Chain of Learning podcast, and leader of immersive Japan Leadership Experiences. •         Adam Hoots — https://www.linkedin.com/in/adamhoots/ - Host of Hoots on the Ground with No Bullshido, Lean Builder, educator, and advocate for field leadership. ABOUT HOOTS ON THE GROUND PODCAST: The Lean Builder's absolutely, positively NO Bullshido podcast. Join host Adam Hoots and his guests as they dig deep into the topics that matter most to those in the field. With stories from the trenches, lessons learned, and plenty of laughter, this podcast is for the men and women doing the hands-on work of construction.

In the 251st BlockTalks we speak with João Alves, co-founder of Bleap, to discuss how blockchains are rewiring fintech on-chain.Links: Website: https://www.bleap.finance/X: https://x.com/BleapAppLinkedIn: https://www.linkedin.com/company/bleapappTelegram: https://t.me/+x9IHkcVqcxcyNjVkSubstackhttps://substack.com/@blockdrops?r=1gv7gw&utm_campaign=profile&utm_medium=linkedinAll of BlockTalks:https://open.spotify.com/playlist/2kC88UznBpwM03SKCGQeSgSocials and comms.. Email info@blockdropspodcast.xyz.. Website ⁠https://blockdropspodcast.xyz/⁠.. Substack ⁠https://blockdrops.substack.com⁠ .. Twitter ⁠Twitter.com/blockdropspod⁠.. Instagram ⁠Instagram.com/blockdropspodcast⁠.. YouTube ⁠youtube.com/@BlockDropsPodcast⁠.. Twitter ⁠twitter.com/0xmauricio⁠.. LinkedIn Newsletter ⁠https://www.linkedin.com/build-relation/newsletter-follow?entityUrn=7056680685142454272⁠

Welcome to the 37th episode of The Brain Podcast - the official podcast of the journals Brain and Brain Communications.  This episode features a discussion with first author Dr Tobias Moser of the Brain article entitled: Propionic acid in multiple sclerosis: a phase 2b, double-blind, randomized placebo-controlled trial We discuss the Multiple sclerosis And DisAbility Improvement (MADAI) trial - a randomized, double-blind, placebo-controlled, single-centre, phase 2b study designed to evaluate the efficacy and safety of propionic acid as an add-on therapy in adults with clinically stable multiple sclerosis. Results show a significant impact on serum neurofilament light chain (sNfL) outcomes as well as physical and cognitive performance measures. Both relapsing-remitting and primary progressive MS was considered in this trial and the authors discuss how proprionic acid may affect neuroinflammation and neurodegeneration. Check out the full article on the Brain website as part of the July 2026 issue (editors choice): https://doi.org/10.1093/brain/awag099 This episode was co-hosted, edited and produced by Xin You Tai and Alasdair Coles, co-produced by Xin You Tai and Antonia Johnston, original music by Ammar Al-Chalabi.

The Dadley Boyz preview tonight's NXT and discuss...Cruz Montana arrives in NXT!North American Title on the line!Shiloh Hill vs. Tristan Angels!Problems for OTM?Liz Rain & Dame entertain wrestling chain?!ENJOY!Follow us on Twitter:@AdamWilbourn@MSidgwick@MichaelHamflett@WhatCultureWWEFor more awesome content, check out: whatculture.com/wwe Hosted on Acast. See acast.com/privacy for more information.

Heather McLean, CEO and AI strategist, discusses her journey from an Air Force ROTC scholarship to a diverse 20-year military career spanning supply chain management, logistics, and IT. She highlights the challenges of transitioning from a structured military environment to a chaotic startup, emphasizing the importance of building trust and adapting to new work dynamics. Heather's company, McLean Forrester (Mcleanforrester.com), focuses on custom AI and technology solutions, ensuring clients get value from their investments. She advises veterans to "bloom where they are planted" and to be their own advocates in the civilian workforce.As mentioned in the podcast:  McLean Forrester - mcleanforrester.comHeather's LinkedIn - https://www.linkedin.com/in/heather-mclean1/ Become a supporter of this podcast: https://www.spreaker.com/podcast/philosophy-from-the-front-line--4319845/support.Disclaimer: The content of the "Philosophy From the Front Line" podcast is intended for informational and educational purposes only. The views and opinions expressed by the hosts and guests are their own and do not necessarily reflect those of any affiliated organizations or sponsors. This podcast does not offer legal, financial, or professional advice. Listeners are encouraged to consult appropriate professionals before making decisions based on the content presented. "Philosophy From the Front Line" assumes no responsibility or liability for any errors or omissions in the content or for actions taken based on the information provided during the podcast episodes. Fair Use Statement: This podcast may contain copyrighted material not specifically authorized by the copyright owner. "Philosophy From the Front Line" is making such material available to educate, inform, and provide commentary under the "Fair Use" provisions of U.S. copyright law (Section 107 of the U.S. Copyright Act). We believe this constitutes a fair use of any such copyrighted material as it is:Used for non-commercial, educational, or research purposes.Critically analyzed, reviewed, or discussed.Used in a transformative way that adds new meaning or message to the original work.If you own any content used and believe it infringes on your copyright, please contact us directly, and we will address the matter promptly. 

Jetzt bei Kraken anmelden und 30 EUR Bonus erhalten: https://bit.ly/kraken-bonusThemen & Timestamps:00:00 Begrüssung und Themenüberblick00:35 Hyperliquid: Öl-Liquidation übertrifft Bitcoin03:00 Bitmine kauft weiter Ethereum, Strategy pausiert04:29 Robinhood-Chain und Uniswap-Gebührenmodell06:36 Hongkong: Quantum Preparedness Index09:00 Kraken übernimmt Magic Labs Wallet-Geschäft09:41 Bitcoin Suisse wird Mika-konform

    Keffe D's Lawyer, Michael Sanft, Talks: Missing Files, Document Dumps, Corrupt and Unreadable LVMPD Floppy Disks,  Jury Selection, Chain of Custody and the Right to Choose Counsel (Prt 2)     Michael Sanft is the Las Vegas attorney who will lead the charge when the only person ever charged in Tupac Shakur's murder, Keffe D, goes on trial August 10, 2026.   Lena Nozizwe serves up fresh new reporting about striking anomalies in the case, from discovery dumps to the right to choose counsel.   For the first time, Sanft addresses: Corrupt and unreadable LVMPD floppy disks (ret) detective Brent Becker first discussed the existence of on this podcast five years ago Chain of custody as it relates to Biggie task force documents that went home with the retired LAPD detective who has claimed to solve the murders of Tupac and Biggie Unprecedented discovery "pushback" from the Clark County District Attorney     Plus much more, including Sanft's thoughts about jury selection.   www.tupacmurderpodcast.com     #tupacshakur #michael sanft #keffed #lenanozizwereporting #LVMPD #ClarkCountyDA   Note I did mean to say that the next hearing is July 28th---today.            

What happens when an organization gets so focused on results that it forgets why it exists? Andrew Stotz and Balaji Reddie dig into the first of Deming's 14 Points, constancy of purpose, using stories like Harvard's answer to Deming's challenge to define a business and Indian manufacturers who pivoted to build PPE during the pandemic. This conversation may change how you think about success, profit, and the real aim of a business. TRANSCRIPT 0:00:02.4 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today I'm continuing my discussion with Balaji Reddie, an educator and trainer in the teachings of Dr. Deming and quality management generally. I'm really excited for today's topic, which is the 14 Points. Take it away, Balaji.   0:00:27.5 Balaji Reddie: Thank you. Thank you, Andrew. So the last time we spoke, we had discussed all the four sciences that Dr. Deming put together. In a nutshell, we said his words, appreciation for a system. That means appreciating that there are no events, there are eventualities, and there is a huge myriad or a huge system of myriad components that create these outcomes. So we need to understand that. We need to appreciate the fact that these are all interconnected, interdependent, these components. Right. And we saw some other attributes that when they interact with each other, the cause and effect are not closely related in time or space. Seemingly disconnected events then turn out to be connected. There exist synergistic relationships. So you can't just straightaway say, "I know." You can say, "From what I understand or what knowledge I have right now about the system, I think."   0:01:34.7 Balaji Reddie: And you always dig deeper. Right. And that gave us the next thing, that the performance of any system, the outcomes are subject to Variation. You will never get the same outcome every single time. It keeps on fluctuating. And then we realize there is a difference between normal and abnormal fluctuations. The typical term that Walter Shewhart said was Variation, and Deming took that forward. He said, "Understand Variation." I would say learn how to think statistically. Right? And statistical thinking is about knowing when to act and when to leave a process alone. Okay. So we said understand the Variation, and you should know when to... There's that normal fluctuation, you would need to work on it continually. But abnormal fluctuation is a little easier to understand, isolate, and take immediate action. So the low-hanging fruit comes from the abnormal fluctuation, what he called as special causes or assignable causes, as Walter Shewhart said.   0:02:41.0 Balaji Reddie: And once you work on them, then your long-term work on the process continues. That never stops because it helps you understand the process much, much better. Right? But there you are faced with the dilemma sometimes. There's so many complications there, and you just need to understand them if you want to know completely what happens in a system. And that's why he said the complete knowledge is never... Is unknown and unknowable. But he said there's a way of doing that, and that's where the Theory of Knowledge came in. We needed to understand that we build upon what we have right now. We start asking questions, and you begin with theories. "I think, I believe." And once you start doing that, you start unraveling the mysteries of the system under study. And last bit here is all this, of course, he was speaking about man-made systems, organizational systems, which all this work is being done by people.   0:03:38.0 Balaji Reddie: And he said that's where the best part comes in. You can never do things all by yourself. You need to cooperate with others. Each one comes with their own theories, and each one has their own system of learning, their own way of thinking. So we need to understand that, whether you are employees inside a company, whether you are people outside the company contributing in the sense of suppliers, or people who are recipients of this in terms of consumers. So everyone, you need to understand people, that they're a part of this entire system. And that's where Psychology comes in. Of course, I used the word empathy. I said understanding them and on. And on a lighter note, I ended by saying that if you really want to sharpen your empathetic skills, you need to either understand your pet or a baby, because these are people who can't express what they want and you just have to have your own theories and then understand them better.   0:04:34.9 Balaji Reddie: But that's what we saw last time. Now we're gonna get to, funnily, what he espoused as his philosophy [chuckle] when he first presented it in the United States in a structured form, right? These were the 14 Points. Now, first of all, the 14 Points are not his philosophy, but they're 14 consequences of his philosophy. You can never really set out to say, "I'm gonna do these 14 Points." But when you start, how do I say, asking the right questions and want to gain Profound Knowledge of what's happening and start looking at things differently and start asking questions, the right kind of questions, just like I said, "What is the purpose of the system? What are the components? How are they connected? How do they work? What is happening right now? Does this normally happen? Is this abnormal?" And then, of course, what are better ways of explaining or expressing what I'm seeing right now?   0:05:43.9 Balaji Reddie: And then finally, taking help from everybody else and bringing their thought processes. When you start asking these questions and start structuring and understanding the organization much better, you eventually see the 14 Points. So they are consequences of his philosophy. They are not his philosophy. You end up with the 14 Points, you don't start with them. Right? Having said that, does that mean we just go through this and be done with it? I said, "No." Now let's understand how he structured these and why he structured it the way he did. Now, they are in no order of preference. In fact, I remember speaking to Bill Bellows about this, and he said when he asked Deming, "Which of the 14 Points are the most important ones? Where do I start?" and he said, "All of them." He said, "Where do I start?" "Start anywhere," he said. You could start anywhere, eventually they're all connected.   0:06:40.7 Balaji Reddie: So the 14 Points are a system themselves. They are all connected to each other. You could start anywhere and you end up with the 14 Points in any case. But since we have to follow a kind of the sequence in which he wrote them, which he presented them, I'm following that sequence to begin with. Now, I'm gonna start with the 1986 edition of the 14 Points, which are there in his book, Out of the Crisis. But in 1990, he updated the wordings of the 14 Points. So I shall pull up my document right here so that I can read out the 1990 edition. Just give me a minute.   0:07:36.0 Andrew Stotz: Just for the audience, go out there and get yours in your hand. Get ready. I'm just going through and getting mine ready.   0:07:42.8 Balaji Reddie: Yes, so. Okay, so here it goes. Let's get to the 14 Points. So here we are. Right. And in what I normally say here, that he often said too, that when you apply Profound Knowledge, the 14 Points help you apply this in the most structured manner. So here we go. So the first is the 1986 edition, point number one, where he says, "Create constancy of purpose toward improvement of product and service with the aim to become competitive and to stay in business and to provide jobs." I think this is an amazing set of words which he's brought here, especially saying to provide jobs, where he said that quality is a ways and means of really contributing to society and not sucking the worst 10%, but adding something more to it to provide more jobs. Now in the 1990 edition, right, now the commentary for this, if you read Out of the Crisis, I've taken an excerpt from there, "Management must demonstrate unshakable commitment to quality, productivity and continual improvement.   0:09:09.8 Balaji Reddie: Your customers, your suppliers, your employees need your statement of constancy of purpose, your intention to stay in business by providing product and service that will help man to live better and which will have a market." So this was his definition of quality. A product or a service possesses quality if it helps someone live better in every way and enjoys a large and sustainable market. So for him, quality had two aspects. One, it must make someone's life better. Whatever you do, whether it's a product or a service, service being an activity. Right. So it should add value to the customer's life. It should make that person's life better. But it should be at a price the customer is willing to pay. Right? So that's the way he looked at it.   0:09:55.2 Balaji Reddie: Now, he changed this in 1990 to this, "Create and publish to all concerned a statement of the aims and purposes of the company or other organization. Management must demonstrate constantly their commitment to this statement." Now he says to publish the statement. And he says not just purpose, but aim. So aim, I think this came from his definition of a system, where he says that a system must have an aim. Without an aim, there is no system. So the aim provides a direction and purpose provides the reason why the system exists. So they go hand in hand. You can't separate these two. But now the commentary for this is, "A system must create something of value, in other words, results. The intended results, along with consideration of recipients and of cost, mold the aim of the system. It is thus management's task to determine those aims, to manage the whole organization towards accomplishment of those aims.   0:11:07.1 Balaji Reddie: It is important that an aim never be defined in terms of a specific activity or method. It must always relate to a better life for everyone. The aim precedes the organizational system and those that work in it." So...   0:11:23.4 Andrew Stotz: What was that part? "It's important that it's not" what?   0:11:27.2 Balaji Reddie: Yeah, that it's not an activity or a product. It should be something broader than that. It's about adding value to someone's life. Now, you can't go into the other extreme and come up with a motherhood statement like "I want to boil the ocean" or "I want to solve the world's poverty problems," alright? But it must translate into something doable, alright? And it should tell where the organization is heading. But the key word here is "publish it," right? And he says, "and other organization," that means "of the company or other organization." So I believe he started envisioning that in the future it's not gonna be one company, but a family of companies working together, which very simply today we use the term "supply chain" to express that. And I think, I think I mentioned this before in one of my earlier chats that I don't like that term because. It falls woefully short to explain what actually is happening there.   0:12:29.2 Balaji Reddie: I like to use the word provider network. Right? It's a network. It's not just a chain. Chain is more linear. Network is more lateral, all over the place. And these are not just suppliers. These are providers. So, right, he talked about a supply chain in those days. And he also says publishing, that means it should exist in some hard form, right, so that people see it, read it. Okay. Now this kind of, I thought was quite amazing because if you know about, for those who are into ISO 9000, the standard, of course, the latest one which is coming out this year, I'm not well-versed with what they've written or what they've changed in it, but up until 2015, the ISO insisted that companies have a documented statement of their policies, right, a quality policy and objectives. It should be written down. So to say that they could have got this idea from here is not fair, but I guess that you can see the parallel in what he was saying.   0:13:44.8 Balaji Reddie: So publishing. Now, in 2007, this is what I wrote after talking to many, like I said, who attended or helped Dr. Deming in his seminars till the day he passed on, right? And they said, of course, because I was quite intrigued, initially his four-day seminar had a perfect structure and everyone knows who attended that on the second day after lunch you had the red beads experiment. So that never changed even after Profound Knowledge came in. So anyway, coming back to what I was just saying, so initially he spoke a lot about the 14 Points, but after he professed Profound Knowledge, the stress on the 14 Points came down, but it did not disappear altogether. And this I heard from many of those and I asked what he would speak of. So based on that, I just came up with these words. The words are all Dr. Deming's, I've just edited and put it together.   0:14:50.1 Balaji Reddie: So create a statement of the aim and purpose of the organizational system. It must bring out the long-term vision of the organization, preferably stating how it intends to stay in business by making life better for all those impacted in any way. So there could be a direct or an indirect impact. Stakeholders is the term we use right now, right? So purpose describes why you exist. And if you go deeper to find out why a company exists, it has to last beyond the founding father's vision, right? So the statement of purpose must be very clear. Like Walt Disney, we spoke about this, he said, "I'll do anything to make a child smile." That was his purpose, and that's how everything stemmed from that, right? So if you start looking deep, why are we here? Why do we exist?   0:15:46.3 Balaji Reddie: Then once the company starts growing, you don't forget why you set up the company in the first place. You go back to your roots and the statement of purpose is like a North Star. It reminds you of where you're supposed to be, where you started, what you had in mind, right? So it's not that companies don't have it, but we need to revisit it from time to time. And sometimes you need to, it may undergo a change because things don't remain the same, right? Systems keep changing and if everything keeps changing, then you have to revisit the purpose. You don't do it every day though, because it's something that you spoke about and you say that it took me time to come out with this statement of purpose. So I was trying to understand even Apple's statement of purpose where Steve Jobs said making technology accessible, making technology simple, making technology productive is what we are supposed to do here as a company. Right.   0:16:46.4 Balaji Reddie: So he always believed in simplicity. He believed in seeing that people are more productive with the work, the software, or the products that they offer. Right. And it should be something that at times goes beyond just what the customer expects so that that one part is always there. So that's point number one, the statement of purpose.   0:17:11.3 Andrew Stotz: Can I ask a couple questions about that?   0:17:14.2 Balaji Reddie: Yeah, sure, sure, sure.   0:17:15.3 Andrew Stotz: Before we go on, I'm assuming you're gonna go on to number two.   0:17:18.4 Balaji Reddie: Yes.   0:17:20.5 Andrew Stotz: So a couple of things. First thing is about aim. You know that statement, "the purpose of a system is what it does," meaning that ultimately every system, there's an aim. It just may not be the aim that you think it is or that you want it to be. So part of this idea is recognizing that we have to state the aim or else people just, they're gonna just do things the way they've done them. Am I correct in saying that?   0:17:51.2 Balaji Reddie: Yeah. And it brings clarity to whatever you are doing. You start realizing, okay, I thought that we were actually doing this when we should be doing something else. For example, in Out of the Crisis, he gives that example of that trucking company. And he said when that gentleman took Dr. Deming's four-day seminar and then went back to his company and asked his employees, "What business do you think we are in?" Because that's what he used to ask, "What business are you in?" He used to ask that question, right, to the audience. "Any CEOs here? What business are you in? What business do you need to be in? What are you gonna be doing five years from now, ten years from now?" Right. So these are questions which I think you need to look at. If you want a list of questions, then in Out of the Crisis, there is a chapter on just the questions. Right.   0:18:57.0 Balaji Reddie: And that's, if I believe, let me just check. It comes after chapter seven. Is that where it comes in? No, I think... Yeah. Diseases and Obstacles. Okay. It's chapter five, "Questions to Help Managers." So you can find a host of questions there. These are rhetorical questions, most of them, telling you to focus on the job you have on hand. Right. And helps you define your purpose and your aim, both. And it gives clarity. Like I said, sometimes it gives clarity to yourself. What exactly am I doing here? All right. You always begin by saying that. I mean, if you ask people who set up businesses, they'll start by saying, "I did this because I was good at it," and the money came, but "I was good at doing this." And why did you do that? What do you mean by good? "Well, when I did this, I saw people feel happy." Right. And that's why I wanted to do this.   0:20:06.8 Balaji Reddie: And I thought this is the best way for me to earn my money, but the purpose was mainly to make them happy. Right. And then the money came. So that should be the focus. I think I mentioned this once when 1983 was when Harvard Business School was celebrating 75 years of existence. And everyone knew at that time, because Deming had just been rediscovered in America, and he was hot property. But everyone knew his ideas about Harvard. [chuckle] He was scathing. He said they prepared managers for the past and not for the future, and blah, blah, blah, blah, blah. He was very angry. But when they sent him a letter saying that we are making a souvenir of sorts, so can you pen a few words for us? So he was quite lavish in his comments and in his praise. He said, "It's not easy to run a business school and y'all have done it for 75 years. So all credit to you." But he said, "I have just one question for you.   0:21:18.7 Balaji Reddie: In these last two, three years that I have come back into American industry, I see with pain that many people do not understand the purpose of their business. And I see that Harvard has not defined the purpose of a business. Could you define the purpose of a business?" And Harvard came out with an answer which went, "The purpose of a business is to create value at a profit." So the sequence of the words is so beautiful. Create value at a profit. Right? And for a business, you need both. If you're only creating value and no profits, that's not a business. That's social service. And if you only want profits but no value, then that's not a business either. Then you might as well go loot a bank, get 100% profit and no value. And I remember Myron Tribus writing about this at the Kobe shipyard in Japan, right? And this was before Deming landed there, apparently, because there was someone sitting at Kobe who later on had taken Deming's lectures on statistical quality.   0:22:39.4 Balaji Reddie: And then of course, the leadership thing, right, where Deming spoke about the flow diagram. And he said that, he said the light bulb went on because they had a statement there at the Kobe shipyard, "We shall make good ships. At a profit if we can, at a loss if we must, but we shall make good ships." And later on, apparently some American gentlemen came to take over and they changed that and they said, "No, no, no, remove all that profit and loss and just say, 'We shall make good ships.' That's it." So there were times when things started going wrong, right? They went in the wrong direction because they were not looking at it in the clear manner. When they had problems, they said, "No, just make the ship. Just ship it out. It's good." And things went wrong. So they had to reassess and come back. So that was the kind of the idea that we're looking at, the aim and the purpose, and that could change. Right?   0:23:45.6 Andrew Stotz: And I want to add for the listeners out there, in the world of finance, profit is, we also call it cash flow. The cash flow is the numerator in the calculation of value. The denominator is risk. So when we think about what's the objective of a person running a business, it's to maximize value, which many people think means maximize profit, which it does not. It means maximize risk-adjusted profit. So, for instance, if you were breaking the law and doing bad things or mistreating your people ultimately you're raising the risk. Though your cash flow or your profit may be strong, you're raising the risk of that profit or cash flow. And so that's a distinction I like to help people understand, because there are people that just think that the objective of business is maximize profit. No, it's to maximize value. And mathematically we can prove that in the world of finance.   0:24:57.2 Balaji Reddie: Yeah. So I'd just like to paraphrase, when I said that what Harvard said is purpose of a business is to create value at a profit, I'd just like to add something more to that. Create value at a profit in the most ethical way, right? We have to be very ethical about it, because if you're doing wrong things to get your profits and add value, it won't last long. You won't last long as a company. It'll always catch up to you.   0:25:27.4 Andrew Stotz: And I use the word sustainably. That's a kind of a nonsense word these days because everybody talks about sustainability and all.   0:25:34.5 Balaji Reddie: Yeah, they talk in terms about, in a very different context.   0:25:37.8 Andrew Stotz: But the point is, is that are we generating profit in a sustainable fashion? Now the other, I had one more question on this one, and that is if we go back to the words, he talked about the create constancy of purpose for improvement of product and services. And my question to you is, when he talks about aim, sometimes people can get confused, including myself sometimes. And for instance, Clifford Norman and David Williams have been on the show talking about their book Quality as an Organizational Strategy. And so as I've looked at his teachings over time, I've had a question in my mind of is what he's saying that the aim is to improve the business through this focus on quality? In other words, quality is the aim? Or is the aim whatever a company says, "We want to do this, our aim is that"? I'm just curious how you understand those things.   0:26:52.8 Balaji Reddie: I would say quality, but his definition of quality, right? Help someone live better and there must be a market, right? And it must be sold at the right price. So he's been practical, if you look at it. He says that if what you're doing is not making anybody's lives better, then why do it at all? Right? So you need to... You need to look at it from his viewpoint of quality, if I may put it that way. Not that narrow focus on quality of product in terms of free from deficiencies, [chuckle]   0:27:28.9 Andrew Stotz: Yeah.   0:27:30.1 Balaji Reddie: But in a very broad sense what he thought quality is. And also, I found something on the internet, so I'd like to again add that in, that the entire thing is his whole thing is to have happier people. Happy customers... And he doesn't say satisfied, he says happy. So happy customers, happy employees, happy suppliers, society being happy, and the owners. Okay. So what the Japanese interpreted this as, which they call as total quality, is owners, employees, customers, suppliers, and society. When all five are simultaneously satisfied, we call it as total quality. Whereas if you look at it from Deming's point of view, when all five are happy simultaneously, then you attained constancy of purpose. And the longer you can do it, the better it is. So that's his constancy. So the aim and the purpose should be about that. It should be about happier people at work, happier people in the market, consumers, customers, the suppliers, because they should feel a sense of pride...   0:28:56.9 Balaji Reddie: That they're learning something from this company, that growth is happening. Society should feel that this company not only serves their targeted audience, but does not cause harm or is also adding some kind of oblique value to all of us here. We all feel happy interacting with these people in some form or the other. Not necessarily being philanthropic or something, but in a very different sense. We're not getting harmed by these guys. So that, I think, in the broadest sense is what Deming was trying to say to run a company based on constancy of purpose.   0:29:35.4 Andrew Stotz: And the reason why I'm asking is because one of the lessons I've learned just in life in general, certainly from the teachings of Dr. Deming, but just in general, is that if you pick a particular thing or area and you decide that I'm gonna improve this and I'm gonna keep working on improving this, you're gonna end up with something incredible that nobody else has as long as you stick with it. And so that's where this idea of, and if you know what quality means, which is the five groups and things being happy, more jobs, create opportunity, all of that, once you understand that, then quality is driving toward that better outcome. I guess what I'm also thinking about is could a person who's never heard of Dr. Deming just say, "That's my aim right there. I'm gonna take it straight out of what he said, constancy of purpose in relation to improving the product and service with the understanding [chuckle] that that improvement means that." That's it. It's not the aim of "We want to provide transportation vehicles" or something like that. That's more of kind of a corporate communication or. That's where I really want to hear your thoughts on that.   0:30:53.3 Balaji Reddie: Yeah. So when you say that "I want to do this through this product that I am giving," and right now my understanding is that this is the best way to do it, but as the world evolves, obviously there could be many different other ways of doing it and I need to keep revisiting this. As long as my purpose is perfect, I know I'll be able to adapt and adopt very quickly. Right. Otherwise you'll be left behind. What exactly am I here for? Many of the people set up businesses, ancillary units here in my hometown, Pune. They set up, they were basically employees in the parent company and then they saw an opportunity. They saw they were good at this. "I can make this better." So they set up the company to serve the parent company, not realizing that suddenly there could be somebody else coming in. Right. And they were preferred because they understood what the parent company wanted.   0:31:53.5 Balaji Reddie: But if they had just set up by saying, "No, why am I setting up this business? Because I see an opportunity. I can do this well." Okay, then can I do anything else well? What else can I? Why just this product? Why not any other product? Right? I think during the pandemic, many of the manufacturing companies realized that. They said, "We are very good at assembly, so why don't we start assembling PPE kits?" here in India, because PPE kits used to be imported. And I know this firsthand. My student was working in one such logistical company and he said we were importing. 300,000 PPE kits per annum. That was the requirement.   0:32:38.8 Andrew Stotz: What's PPE?   0:32:40.2 Balaji Reddie: Personal protection equipment, which you have to wear, the doctors, et cetera, the health workers during the pandemic. They had to wear that and serve, because we didn't know what was happening. So instead of just masks, just protect themselves completely. In labs, doctors, nurses, they all wore that. Right. So this personal protection equipment, we were importing 300,000 such kits per annum from, I think somewhere in Belgium. And because that was the requirement, but during the pandemic, the requirement went up. And so many of the companies, automotive manufacturing companies, decided that, let's get into this because we know how to do these things, right? We know how to assemble. And within a matter of 45 to 50 days, they built capacity. And imagine this, we were consuming, I am not joking, at the rate of 200,000 kits per day.   0:33:39.4 Andrew Stotz: Yeah. Then you can become a global supplier.   0:33:46.5 Balaji Reddie: And so they had to. But now, see, they did it for that much time because they said, our core business is something else, but we understood our purpose, so let's contribute in a very different way. The other one which they did was many of the manufacturing companies started assembling ventilators. And some of them which were running without electricity, they ran on a mechanical device so that the need for power, et cetera, et cetera, be superfluous. So when you know your purpose, then you can always adapt and adopt very quickly. And I think the pandemic gave us that opportunity to see how many of the companies responded in a very positive sense. In one way to look at it is, "Oh my God, this is it, this is my fate, and we're gonna shut down, we have nothing to do." But the other way is, "No, wait, why are we here? And let's use our expertise in a very different sense. So let's get to action."   0:34:41.3 Andrew Stotz: Interesting. I feel like we can spend a whole episode talking just about one of the 14 Points.   0:34:46.9 Balaji Reddie: That's why I said two episodes for the 14 Points. [laughter] If you don't mind, three also. Because many of the points have been either not discussed in detail or misinterpreted. And there have been changes. Deming himself brought a change in the wordings. That's why I wanted to keep this section, this session separate.   0:35:07.9 Andrew Stotz: Okay.   0:35:12.5 Balaji Reddie: Now you can see why, because I was just setting the scene for the 14 Points. If you want to ask me, it's all profound, very, very profound. [chuckle]   0:35:16.9 Andrew Stotz: Yeah, and I have a lot of questions, so that's good. I've got some clarity now for point one. I think the listeners and the viewers will also get some of that clarity, so that's great.   0:35:26.4 Balaji Reddie: Thank you. And I have been, I still, I just scratch my head about many of the things that he said. Because if people are reading Out of the Crisis, oh my God, you gotta read the text for point one. It's brilliant. I mean, I can't just, you can't just read it out right now. [chuckle] It'll take three episodes just to. But just, many people just say he did give us a method. I think I told you this two episodes ago. He was very clear. We didn't see it. We didn't see it. And he's so clear about what he wanted in innovation. That, of course, I thought that there was a slight difference, I think we spoke about this, invention and innovation. So invention is something new and innovate is to use something differently. Right. So that innovation, I think he confused the two terms, if I may say so. Too brave to make a statement like that. But anyway, he says here that you have to keep improving, innovating, and this obligation never ceases.   0:36:36.6 Balaji Reddie: It's that very clear. And if you see here, there's one, there's a paragraph here, he says, "It's a mistake to suppose that efficient production of product and service can, with certainty, keep an organization solvent and ahead of its competition. It is possible and, in fact, fairly easy for an organization to go downhill and out of business making the wrong product or offering the wrong type of service, even though everyone in the organization performs with devotion, employing statistical methods and every other aid that can boost efficiency." So I think he was highlighting the limitation of the statistical methods, that 97% versus 3% thing, that we are only trying to improve this, but the whole thing comes from the top, that are you providing the right product? I mean, you can't set up a company today making the best typewriters in the world. [chuckle]   0:37:35.4 Andrew Stotz: That's true.   0:37:41.5 Balaji Reddie: So he keeps saying this again and again, that you should publish a resolution that no one will lose his job for contribution to quality and productivity. So I think what we're coming to the end of this session today, we just discussed point one. [laughter] That's the best part. I heard from Henry Neave once that they all formed a kind of a team. Henry had come down to America and they started, they decided to meet Myron Tribus and just about everyone, Nida Backaitis, Barbara Lawton, the gang, and they were so happy to, the stars, right? Gipsie Ranney, I forget the other names, but they were all together and then they decided, let's discuss the 14 Points. And then point one, and it went on beyond lunchtime. They started in the morning. [laughter]   0:38:36.6 Andrew Stotz: That's great.   0:38:46.1 Balaji Reddie: It seems Dr. Deming was so happy. He was just sitting back and just listening and listening and listening. Then they met again the following day and the next day, and then they only came to point number four. And then finally, Brian Joiner, I think, said, "I think we're wasting too much time here. Let's just stop this." And it seems Deming was so upset because he said that Brian Joiner said, "Let's give ourselves 45 minutes for this point and that's it." [laughter]Deming said, "Don't set a target." [laughter]   0:39:22.9 Andrew Stotz: That reminds me of Bill Scherkenbach showing a picture of Deming at the, I don't know, National Education Committee meeting. And he said that they met all day or for two days and they still couldn't come up with the aim of what education, the aim of education in America was at the time. So, yeah.   0:39:42.9 Balaji Reddie: Yeah, I had this problem. It happened at a seminar here in Pune. It was Education for the Future or something like that, Engineering Education: The Next Five Years, blah, blah, blah, I don't know what it was. And there was this one gentleman making a presentation from a school in a city called Bangalore in India. And his topic was Six Sigma in education. And when he came to present, he started by saying, "Six Sigma is 3.4 errors in a million." And I said, "Oh, no." Anyway, then he went on to say, "Okay, so we decided our 10th, grade 10 is a public exam in India. It's a very big deal for a child to sit for that exam, right?" And he said that, "We want to have flawless results. And we've had flawless results for the last eight years. We have so many students, so many, so many students every year, blah, blah, blah, blah, blah." And so if you multiply and all that, and then, "So how do we get this?" Now here came the best part. He said, "In grade nine, all..."   0:40:48.9 Balaji Reddie: All those who had failed or had not reached a certain grade, we threw them out. And so we had flawless results. And I could see people squirming in their chairs because they were all sitting in the audience were teachers. They were squirming in their chairs and then one guy could take it no more. He put his hand up. And I was chairing that session, by the way. You can imagine what was happening to me. Anyway, this gentleman put his hands up and he says, "How can you say that? How can you say that?" He was very agitated. And I could realize, I just stood up and I said, "Okay, Professor so-and-so, please sit down. I get your, I get your sentiment, but we need to do this differently." So I turned to this... And he was a principal, this gentleman... I said, "What is the aim and the purpose of an educational institution?" And this man said, "Results."   0:41:42.4 Andrew Stotz: Yeah.   0:41:45.8 Balaji Reddie: Then I said, "Let's throw this question open to everyone." And I said, "Let's stop." I asked the people organizing the seminar that could we take a small detour here? Let's just stop. Let's not stick to your timetable because I know you're here on a leash. So they said, with permission from the chair and the host college... They were sitting there, the main people... They said, "No, we want this question answered now. What is the purpose of an educational institution?" And there was a lot of goading. I was bringing in Profound Knowledge and I was throwing up questions. And finally we came to the conclusion that the aim of any educational institution is to create a well-rounded individual that contributes positively to society.   0:43:33.9 Andrew Stotz: All right, so on behalf of everyone listening, I want to thank you again for the discussion. And for listeners, remember to go to deming.org and jump into DemingNext to continue your journey. This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming, and that is, "People are entitled to joy in work." As we're talking about how do we build that for the future.

I had an issue with several interviews last week where the audio is terrible and I am not sure why. While I work on it, I am loading one of my favorite episodes 729. A listener writes "My brother in-law and I have hunted all over Oklahoma. Grady County, in Central Oklahoma, Near Clayton in the South East, but in this one piece of property in Nowata, smack in the middle between the Verdigris River and Ooligha Lake, we had a very Terrifying encounter, …….with something. I'm 53 years old and hunted, with my dad, in Nowata, before I was old enough to drive. Not many people know how wooded this area is. My father and I hunted only 8 miles away from this property, I'm going to tell you about, and there are caves in the area. My dad and I use to hunt from the mouth of one on rainy days. I think, I could hide from populated areas, easily myself, so I'm pretty sure an elusive animal could too. It all started on our father in-law's land. It was about 40 acres, but we had permission to hunt another 40 on the back side of it. I always felt uneasy on this property. Like I was being watched, but I just rationalized it away. I would hear someone else walking the property, in the dark, keeping pace with me, as I walked to my hunting spot. I would swallow my fear and tell myself it's just another armadillo or racoon, and keep going. Once I borrow a knife from my dad, just in case I got a deer. The last thing he said to me was, " I don't care if you leave everything ease, just bring my knife back" . This knife was hand made, razor sharp, and entirely metal. I knew he meant it, so I was not going to leave it. That hunt I struck out, but my brother in-law, got a small buck. I was in my early 30s then, but he was in his 20s and had never gutted a deer before, so I was going to gut it for him. I slit open the abdomen and began pulling out the insides, in a bloody mess. He laughed at how bloody I was getting, calling me doctor Dave. I was trying to show him but he just laughed and teased me all the more. Frustrated I cleaned the knife on my camo and stuck it in the dirt. It was later in the day, so we gathered our haul and started back to camp. We walked, maybe 1/8th of a mile when, you guessed it. I forgot that knife. We were already sweating despite the cold, so my brother in-law wasn't happy about turning around. After less than 10 minutes, we got back to the spot, I picked up the knife, and wiped the dirt off on my pants. I looked up and said, let's go, but my friend didn't move. He turned and said slowly, " you don't see anything wrong here." The entire gut pile was gone. Even the blood. There was just one leaf with one drop of blood. No drag marks, no sign anything had been there, except for one large area of disturbed grass where the carcass had been, one small spot of crushed grass and of course my knife. Now I think there was a track there, but I didn't see it as that. This was Oklahoma and Bigfoot was not in my vocabulary. We walked back to camp in silence with guns loaded. What ever took that 30 pounds of slimy deer guts, had to be watching us while we opened the deer, was big enough to carry it off, and was probably still close. We had other things happen over the years, but one night stands frozen in my memory. In a later season, we were late getting to the property. We left too late to get there in the daylight. I was perturbed to have to set up the tent in the dark. It was darker than dark that night. It was nearly 2200, when we got it up. I was ready to start a fire, my brother in-law, and friend, Zack, said OK, let's go set up my tree stand. I replied, are you kidding, it's dark, I'm tired, and we haven't been here for an entire year. It was no use objecting, he was going on his own if I didn't go with him, so away we went. Trampling through the woods. The flash lights we had weren't great either. As we navigated off the ridge down into the bottom, of the hollow, I remember hearing something behind and to the right keeping pace with us in the woods. Fear hit me like it had never before. I tried to push it down, telling myself, it was nothing, but I struggled to stay upright on the dimly lit trail, carrying my pack. Finally, he found the tree he remembered from last year. I pulled screw in foot pegs out, and successfully got the stand in place 12 or 15 foot up. It took a long time and it was unusually warm. I set it up, so Zack wanted to make sure he liked it, so climbed up as I shined my, dim, flashlight on the pegs. While, he was climbing into the tree, that uneasy, fear, hit me again. I was hearing something moving behind me, and was having a hard time keeping that light shining on the tree. I would swing the light around and immediately heard my brother in-law yell, hey, give me some light, and WHAT ARE YOU DOING? I can't see. He finally get up there and bounces on the platform. Shining a flip phone around saying, "yeah, this'll work." I didn't care, I had my back to the tree, trying to see what was spooking me so bad. I was normally like that. I use to walk by moonlight to my hunting spot, but I could hear something moving around us in the dark. We were loud and it didn't seem to care. Finally, FINALLY, he got down and we made our way to camp. I started a fire and was feeling pretty comfortable on my sleeping bag. The fire comforted me as I cooled off, when Zack said, we gotta go back. I left my phone in the tree. I said , " it'll be there in the morning!!!!" He said, I'm going back. But I had enough. I was not leaving the fire. I told him your going on your own if you do. He took his rifle, and a flashlight and disappeared into the dark. I was just dosing off, when BOOM, and another BOOM. HE WAS SHOOTING. I bounced up pulling on my pants. As I fumbled with my boots Zack came running full sprint and stopped standing over me. I was mad at him. I didn't give him a chance to explain saying, you can't shoot at night! It's not legal to shoot a deer after dark, and everything is scared away now for half a mile. I feel bad now, he was pale, and just kept saying, " I saw something. I heard something." IT WAS NEARLY 10 YEARS LATER HE TOLD ME WHAT Happened. He said, something on 2 legs followed me in the woods. I paced me just out of sight. I yelled, thinking it was you messing with me. DAVID, cut it out. When he got to the tree. He yelled again, DAVID CUT IT OUT. then something mocked him out of the darkness. DAAVVIDD. He said something inside him told him to get up that tree. He shimmied up the tree like a squirrel. He cocked his gun and said DAVID, if that's you, you better cut it out. I'm going to shoot. Then he sees a huge black shape, and it mocked his frightened words, saying, DAAVIDD, HEA HEA HEA. Almost laughing. He thought it was a demon. So he shot, it ran, and he shot again. Seei g his chance, he scurried down and ran back to camp. There was no way we were going to sleep so I roasted hotdogs on the fire. And we had visitors. I heard coyotes yelp earlier, so I rationalized that's what it was. We where being harassed and circled by something on all fours. There was no eye shine, and they took care to not be caught in a flashlight. For nearly 2 hours they ran back and forth around us. The truck was close, but the gate was locked, and neither of us where going to fiddle with a lock, in the dark. We had guns but they were bolt action with a scope. These things were fast. We yelled but unless they came into the light, forget it. We threw out a weiner with antifreeze, in desporation. I heard something get up, run on 2 legs now and race to the weiner. In shock, we listened as this thing, started coughing and hacking. I thought to myself, that sound like a person. Then Zack said, what I thought. That sounds like a man. That sounds like a man. I said it can't be. Running in the woods with no light. He said, we just killed someone. I said, as the coughing continued, anyone who runs around hunter, at night, and picks up a hot dog, off the forest floor deserves to die. He laughed. Then I laughed. We bother laughed nervously, as this thing walked away coughing. We could hear it 100 yards away coughing. It was morning before we fell asleep. We didn't hunt that day. The treestand was ripped off the tree, broken at the welds. Chain still attached"

The otherwise unknown Sons of Faith's recording “Winding Chain” is a superb example of Deep South soulful gospel, a mournful, heartfelt two-minute gem.

So you like watching TNG for some light entertainment? You are so out of luck this time because it's “Chain of Command, Part 2” on this all-new episode of ST:TNGeez, Not Another Star Trek Podcast, and it's coming at you right about … NOW!Last time on Star Trek: The Next Generation, our beloved Capt. Jean-Luc Picard was replaced as captain of the Enterprise by one Edward Jellico, a hard-ass, uncompromising martinet. Intent on turning the D into a warship, Jellico alienated the Hell out of our beloved crew with his exacting orders. His distinct lack of warmth got Number One's panties in a bunch, and it doesn't get better in this episode. Jellico and Riker's antipathy explodes when it's revealed our Jean-Luc is a prisoner of the Cardassians, and Jellico seems indifferent to Picard's plight! Picard was captured last episode when he, Bev, and Worf attempted to infiltrate a Cardassian base. Little did they know the whole mission was a trap set up to snare Picard! Back aboard the D, Data's the new Number One, and Riker is left pouting in his quarters. But as nasty as things are on the Enterprise, they're even nastier in Gul Madred's office where Jean-Luc faces one of his greatest battles. Will Picard have the will to withstand his captors? Will Data get used to that red uniform? Will Riker finally go be captain somewhere else? Find out in this all-new episode of ST:TNGeez, Not Another Star Trek Podcast!Even more available at: https://tngeez.com

Chain Restaurant SLOP or ZZ TOP | Red Sox Talk | Pat McAfee on ESPN Firings - 7/23 (Hour 2)(00:00) The guys talk about their fast food employee experiences, then the guys play a game where they try to see if what Hardy says is an item on a fast food chain restaurant's menu or a ZZ Top song. (00:21:30.64) The guys talk about the party they are throwing on Friday, the dress code, then they talk about the Red Sox losing last night, them not getting the franchise record, the fact that they need a ride handed bat and there is none on the trade market, the Red Sox being in the third Wild Card spot, what happens if the Red Sox have a bad stretch, are the Red Sox playing better than they are, Garrett Crochet, what they should do at the deadline, and Craig Breslow. (00:33:33.83) The guys talk about the narrative going around that Pat McAfee is responsible for the firings in ESPN, Fred defending Pat, and listening to the clips of Pat defending himself. Please note: Timecodes may shift by a few minutes due to inserted ads. Because of copyright restrictions, portions—or entire segments—may not be included in the podcast.CONNECT WITH TOUCHER & HARDY: linktr.ee/ToucherandHardyFor the latest updates, visit the show page on 985thesportshub.com. Follow 98.5 The Sports Hub on Twitter, Facebook and Instagram. Watch the show every morning on YouTube, and subscribe to stay up-to-date with all the best moments from Boston's home for sports!See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Episode 204: On The Road by Kathryn Borel Jr This month's dead pilot is On the Road, Kathryn Borel Jr.'s daring reimagining of Jack Kerouac's iconic novel. Instead of trying to recreate a literary classic beat for beat, Kathryn takes its spirit and builds something entirely her own. It's exactly the kind of ambitious swing we love celebrating on Dead Pilots Society.   Kathryn's credits include Rush, American Dad!, Anne with an E, and Kung Fu, and she's currently working on Damon Lindelof's upcoming limited series The Chain. She's also the author of the memoir Corked.   The cast features Kelly Marie Tran (The Last Jedi, Raya and the Last Dragon), Zosia Mamet (Girls, Laid), Rebecca Pidgeon (Euphoria, State and Main), and Brian McElhaney of BriTANicK (Pizza Movie).   Video of the live table read is available exclusively to Maximum Fun members. Become a member for as little as $5 a month at maximumfun.org/join.   And don't forget to check out Andrew's documentary Born Innocent: The Redd Kross Story at  https://www.reddkrossfilm.com/ Help support this show and unlock bonus content! Become a member at https://maximumfun.org/joindeadpilots

Lyn Alden warns that BIP 110 is unlikely to curb spam and instead mostly rearranges non-monetary data, raising the risk of a minority fork attempt that could split the Bitcoin chain.Lyn Alden is a leading macro analyst and Bitcoiner who examines how fiscal dominance now overrides traditional monetary policy tools.She breaks down why high debt-to-GDP ratios prevent rate hikes from taming inflation, how broad money supply still expands 5-8 percent annually, the limits of semiconductor and AI valuations, and the structure of a new Bitcoin-backed permanent capital vehicle for acquiring cash-flowing businesses.Timestamps:02:14 — BIP 110 Won't Stop Spam04:56 — Bitcoin Faces August Chain Split Risk12:12 — Bitcoin in Bottom Decile of Cycle15:37 — Nothing Stops This Fiscal Train18:04 — Why Volcker Can't Work Today22:02 — Higher Rates Won't Break the System24:44 — Net Issuance Matters, Not Gross Refi27:34 — Fed Balance Sheet Stays Flattish32:56 — Broad Money Grows Despite Flat Fed36:05 — US Money Supply Growth Hits 5-8%38:51 — Fiscal Dominance: Who Wins the Money?41:50 — Why Semiconductors Print Money45:13 — Software Stocks: Value Trap or Opportunity?47:31 — AI Is the New Dot-Com Bubble52:00 — Orange Juice: Bitcoin-Backed Business Buyer57:57 — Permanent Capital Vehicle, Not a Fund59:39 — Founders Keep Equity Upside After SaleLinks:  X: https://x.com/LynAldenContactWebsite: https://www.lynalden.com/0BIP 110 debate ("motte-and-bailey" critique): https://x.com/LynAldenContact/status/2078599151043162159 Stephan Livera links:Follow me on X: @stephanliveraSubscribe to the podcastSubscribe to Substack

Hoje o papo é sobre interpretabilidade em modelos de inteligência artificial! Neste episódio, conversamos sobre como pesquisas recentes, em especial da Anthropic, vêm buscando entender o que acontece por baixo do capô dos grandes modelos de linguagem, além de como eles chegam a determinadas respostas. De alinhamento a alucinações, passando por reasoning, emoções, J-Space, comportamentos emergentes e os desafios de abrir a caixa-preta das grandes IAs, a conversa é bastante abrangente e repleta de boas referências. Vem ver quem participou desse papo: Paulo Silveira, o host que usa a palavra governança Fernanda Kipper, Software Engineer & Founder na kipper.dev Vinny Neves, cohost, dev e professor na Alura Fabrício Carraro, co-host do IA Sob Controle, Program Manager da Alura, autor de IA e host do podcast Carreira Sem Fronteiras  Links:  Gemini Notebook (ex-NotebookLM) Podcast Naruhodo! O Império da IA IA Sob Controle 213: O Império da IA – Sonhos e Pesadelos na OpenAI de Sam Altman Logits: o que acontece antes da IA escolher a próxima palavra Estudo: A global workspace in language models Estudo: Emotion concepts and their function in a large language model Estudo: Reasoning models don’t always say what they think Projeto Subliminal Learning: Language Models Transmit Behavioral Traits via Hidden Signals in Data Estudo: Persona vectors: Monitoring and controlling character traits in language models Estudo: Teaching Claude why Estudo: Mapping the mind of a large language model Estudo: Tracing the thoughts of a large language model Estudo: Agentic misalignment: How LLMs could be insider threats Estudo: Alignment faking in large language models Estudo: Measuring Faithfulness in Chain-of-Thought Reasoning Estudo: LLM Lies: Hallucinations are not Bugs, but Features as Adversarial Examples Toda revolução tecnológica começa com quem antecipa o futuro e transforma ideias em soluções de alto impacto. Conheça os cursos da Alura + FIAP Skills & Go: Agentic Engineering, Building AI Products, e AI Data Strategy. Saiba mais sobre o Skills & Go. Vá para o Vale do Silício com Paulo Silveira, Marcell Almeida, Fabrício Carraro e Marcus Mendes na “Imersão IA Sob Controle e Alura no Vale do Silício“! Vagas limitadas, corra para reservar a sua. TechGuide.sh, um mapeamento das principais tecnologias demandadas pelo mercado para diferentes carreiras, com nossas sugestões e opiniões. #7DaysOfCode: Coloque em prática os seus conhecimentos de programação em desafios diários e gratuitos. Acesse https://7daysofcode.io/ Produção e conteúdo: Alura Cursos de Tecnologia – https://www.alura.com.br Edição e sonorização: Rede Gigahertz de Podcasts

The Moneywise Radio Show and Podcast Tuesday, July 21st  BE MONEYWISE. Moneywise Wealth Management I "The Moneywise Radio Show & Podcast" call: 661-847-1000 text in anytime: 661-396-1000 website: www.MoneywiseGuys.com facebook: Moneywise_Wealth_Management LinkedIn: Moneywise_Wealth_Management Guests:  Matt Clark & Chris Hagan, Partners & Trial Attorneys at Chain, Cohn, Clark website: https://www.chainlaw.com/ phone: 661-616-9829  The opinions voiced in this podcast are for general information only and are not intended to provide specific advice or recommendations for any individual. To determine which strategies or investments may be suitable for you, consult the appropriate qualified professional prior to making a decision. Matt Clark, Chris Hagan & Chain, Cohn, Clark Law are not affiliated with nor endorsed by LPL Financial or Moneywise Wealth Management].

Shah's Halal started out as a food cart on the streets of Queens in New York City in 2005, selling gyros and rice bowls with Afghan flavors. The simple menu used 100% halal ingredients, a rarity at the time, but the demand for halal food kept growing. Although the quick-service menu now is more extensive, it's still very simple, said CEO Khalid Mashriqi during the podcast. Burgers, chicken sandwiches, wings, and falafel are options along with the rice bowls and gyros, and Shah's differentiates from other Middle Eastern concepts by its focus on halal ingredients and signature sauces — some now available at retail. The company is vertically integrated, complete with a USDA-certified facility for processing meat and a commissary, which makes halal sourcing and preparation less challenging. Franchising is powering growth, although a number of locations are company-owned. Listen to learn how Mashriqi and his team intend to focus on expanding to smaller, more diverse communities, how Shah's is partnering with a shawarma influencer to tell its story, and what's next for the menu and the concept. Subscribe on Apple Podcasts.Subscribe on Spotify.Menu Talk is a collaboration between Restaurant Business Senior Menu Editor Pat Cobe and Bret Thorn, senior food & beverage editor of Nation's Restaurant News. You can subscribe to it wherever you listen to podcasts.

On this episode of CoinDesk's Public Keys from the New York Stock Exchange, Jennifer Sanasie is joined by Ben Emons, Founder and Chief Investment Officer of FedWatch Advisors, to break down the market fallout from Moonshot AI's Kimi K3 and why the Fed is now actively debating rate hikes rather than cuts ahead of the August 7th CLARITY Act deadline. Nadine Chakar, Managing Director and Global Head of Digital Assets at DTCC, explains how the firm moved tokenized securities into live production and outlines DTCC's role as an institutional multi-chain orchestrator ahead of a full commercial launch. The conversation turns to ETF flows, where Bitcoin funds finished last week with $76 million in net inflows despite a $425 million outflow on Monday alone, and Ethereum ETFs outpaced Bitcoin inflows led by $135 million into BlackRock's ETHA. Finally, Bilal Little, Global ETF Strategist at Direxion, unpacks the debut of BTCU and EVMU — the industry's first 2x leveraged spot Bitcoin and Ether ETFs — explains why an ETF wrapper beats margin on a crypto exchange for retail traders, and responds to Bloomberg ETF analyst Eric Balchunas's thesis that Bitcoin ETFs will mirror gold's 22-year "triumph and pain" trajectory. The episode closes with the Fear and Greed Index at 29. - Learn more at https://www.bullish.com/. - Register now for CoinDesk's Policy and Regulation event on September 22, 2026: https://policy-regulation.coindesk.com/. - To get market moving news delivered daily, download CoinDesk's mobile app: https://linktr.ee/coindeskapp. - Timecodes: 00:00 Welcome to Public Keys 00:22 Ben Emons (FedWatch Advisors) Joins Public Keys 00:48 China's Kimi K3 Rattles Chip Stocks Friday 01:42 Bitcoin Holds $64K, While AI Sells Off 02:59 Crypto Miners Pivot to AI: HUT8 Up 14% 03:58 Kimi K3 vs. DeepSeek: This Time It's a Price War 05:03 AI Selloff Tightens Financial Conditions, Helps Fed 06:32 Fed Now Debating Rate Hikes, Not Cuts 06:58 CLARITY Act Deadline: August 7th 09:15 DTCC Takes Tokenized Securities Into Live Production 09:36 Nadine Chakar on the 10-Year Journey to Live Tokenization 13:45 DTCC's Multi-Chain Roadmap 15:26 DTCC's Digital Twin Framework 18:14 Bitcoin ETF Flows: $76M Week Masks $425M Monday Outflow 18:49 Ether ETFs Outpace Bitcoin; Robinhood Chain Hits $800M+ Daily Volume 19:35 Bilal Little (Direxion) on the First 2x Spot Crypto ETF Debut 22:42 How BTCU and EVMU Work — and Why Not Just Use Margin? 25:50 Do Bitcoin ETFs Mirror Gold? 27:38 Fear and Greed Index at 29

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"Freedom That Breaks Every Chain" Pastor Stephen McCoy 7.19.26

Mentor Sessions Ep. 083: Bob Burnett explains the Bitcoin hash rate decline, BIP-110 chain split, nation state mining, and why banks will mine block space.Bitcoin's hash rate has been declining for nearly a year for the first time in 16 years — and Bob Burnett of Barefoot Mining explains why it keeps falling straight through the next halving. This is the mining reset almost nobody is pricing in.In this conversation you'll learn why the big publicly traded miners quietly shed Bitcoin and pivoted to AI and data centers, why Bob believes financial institutions and nation states (Iran included) are the real next entrants — not energy companies — and why they'll mine for block space control rather than the coins themselves. You'll see how the BIP-110 (RDTS) activation at block 961632 in mid-August could trigger a chain split, exactly what miners and plebs should do before that block, and why the fight is really about Core's process and the SegWit discount, not just spam. Bob also breaks down the miner's trilemma, virgin Bitcoin premiums, and why the depths of despair is historically the best time to enter mining.⏱️ Timestamps:0:00 - Intro1:11 - Harsh reality of Bitcoin mining in 20261:46 - Meet Bob Burnett of Barefoot Mining2:00 - First year of falling hash rate2:52 - Why hash rate drops through the halving4:29 - Current-gen miners sold for pennies8:18 - The miner's trilemma: energy, machines, capital11:25 - Easy capital drove public miner overbuild13:39 - Invasive apex predator wrecking the ecosystem14:50 - Why public miners' production costs are broken17:12 - Is the public mining model sustainable?21:43 - Barefoot mines on sub-3-cent self-produced power29:49 - Building a mining business that survives forever31:39 - Enter mining in the depths of despair34:14 - Is falling hash rate a network security threat?35:36 - Could a bad actor mount a 51% attack now?37:44 - Why Bitcoin can't balance the world's power grid42:44 - Activists turning rural towns against miners1:00:11 - Financial institutions and nation states enter next cycle1:01:36 - Banks will mine for block space, not coins1:07:42 - Why institutions will control block templates1:08:26 - Nation state mining and economic sovereignty1:09:20 - Is Iran already solo mining Bitcoin?1:14:00 - The death of full-pay-per-share and virgin Bitcoin1:17:33 - BIP-110 explained: what problem it solves1:18:28 - Core v30 policy change that sparked the fight1:29:11 - RDTS: the reduce-data temporary soft fork1:31:14 - The SegWit discount and CSAM concerns1:31:48 - Activation at block 961632 and chain split risk1:44:19 - Advice for plebs before the split1:46:15 - Advice for miners: get a backup pool ready1:50:28 - The 99% best case vs the really bad scenario1:52:53 - Where to find Bob and Barefoot Mining

Why Jesus Says Forgiveness Will Set You Free (Not Chain You) Zach Kreeger and Heidi Feichtinger

Jeremy Zakis recounts a dramatic incident where a 60-year-old cyclist in New South Wales accidentally rode over a six-foot eastern brown snake, which then became entangled in her bike's chain. Remarkably, the woman survived a "dry bite" without venom, illustrating the unpredictable dangers posed by Australian wildlife. (3)

Broadcast from KSQD, Santa Cruz on 7-16-2026: Dr. Dawn dissects a June 2026 JAMA Internal Medicine paper that claimed simultaneous flu and COVID vaccination in veterans reduced cardiac events, arguing the retrospective natural-experiment design cannot support causal conclusions. The 20% versus 2% dropout rates between groups signal fundamentally non-comparable populations, and the divergence in cardiac events starting within a month of vaccination is clinically implausible—suggesting an X-factor other than vaccine effect is driving the numbers. Dr. Dawn delivers a pointed critique of a major chain pharmacy—part of a vertical healthcare monopoly—for creating deliberate friction around controlled-substance prescriptions through claims of stock shortages, unnecessary prior authorizations, and phantom "clarification" requests. She acknowledges the real paperwork burden of DEA compliance (quarterly reporting, six-month inspections, legitimate-need documentation) but argues chains are pushing pain patients away rather than doing due diligence, while independent pharmacies are closing at alarming rates in California. Following up on last week's Kampo medicine caller, Dr. Dawn reports research on Goshajinkigan showing it suppresses voltage-gated sodium channels at the motor end plate, functioning as a muscle relaxant used clinically in Japan for low back pain, extremity numbness, and chemotherapy- and diabetic-induced neuropathy. An emailer asks about a case report of an 80-year-old woman with 10-year Alzheimer's whose function dramatically improved after 5g oral psilocybin (Enigma strain), regaining conversation, continence, and autonomous dressing. Dr. Dawn notes plausible mechanisms (neuroplasticity, anti-inflammatory action, elevated BDNF) but cautions the diagnosis was clinical rather than confirmed with imaging or CSF markers, and recommends the emailer pursue exercise and sleep optimization for word-finding difficulties instead. An emailer asks how to reassure her chemically-hypersensitive adult son that their remediated apartment is safe. Dr. Dawn recommends commercial ERMI (Environmental Relative Moldiness Index) testing along baseboards where spores concentrate, plus urine mycotoxin testing on the parents themselves to demonstrate objectively low exposure levels. Drosophila fruit-fly males produce sperm longer than their own 2mm bodies—40 times longer than human sperm—with thousands packed inside. Fluorescent-dye imaging shows the sperm remain unusually still and coordinated, moving in synchronized slow waves like flocking birds or kelp in tides, preventing tangling. A Washington University study of 154,000 UK and 10,000 US participants used nine blood biomarkers to calculate biological age, finding people born in the 1990s show accelerated biological aging compared to those born three decades earlier. The gap between biological and chronological age correlated with increased risk of lung, colon, and uterine cancers—all rising in younger populations. A University of Pennsylvania study of 493 mouse litters found germ-free mice had shorter reproductive lifespans, more ovarian scarring, and accelerated loss of primordial follicles. Introducing gut bacteria at birth or weaning reversed these effects, as did supplementation with short-chain fatty acids alone (butyrate, isobutyrate, acetate). Dr. Dawn suggests ghee as a readily available butyrate source for those interested in the theoretical fertility-preservation benefit.

The countdown to save our elections has officially begun!

All Local Afternoon Update for Friday, July 17th,2026

For the first time, China's coast guard is asserting sovereignty over waters beyond the First Island Chain and out in the open Pacific, far to the east of Taiwan. To justify it, a hastily assembled group of Chinese academics has suddenly declared that the Philippines' northernmost (and very much inhabited) Batanes island province actually belongs to China.Is this a dangerous new escalation or just another day in East Asia's highly contested maritime gray zone?This week, co-hosts Ray Powell and Jim Carouso flip the script and put a reporter in the guest chair: Brad Lendon, CNN's Senior News Desk Reporter for Global Military Affairs, who's covered China's maritime rise for over a decade and authored the June 25 story that sparked this conversation, “‘Salami slicing': How China is trying to increase control in the Pacific”Brad makes the case that this "salami slicing" is nothing new. Beijing has spent years applying steady, below-the-threshold pressure using white-hulled coast guard ships rather than navy gray-hulls. But now those ships are radio-challenging commercial vessels east of Taiwan, mapping the seabed and settling in for what looks like a permanent presence outside the First Island Chain.In this episode:Why coast guard "law enforcement" ships are a more insidious tool for asserting sovereignty than warshipsWhat China's radio challenges to commercial ships could be rehearsing, and Ray's "boa constrictor" warning about a soft quarantine of Taiwan already beginningHow the out-of-nowhere Batanes claim fits Beijing's long-game strategyWhether the Japan-Philippine maritime delimitation talks were a real trigger or just a convenient pretextWhat it all means for the U.S. defense strategy built around the First Island Chain, and whether it's the right tool for a non-military threatBrad's unforgettable story from the bridge of a Canadian frigate threading the Taiwan Strait at midnightA sharp, practitioner-level look at how the map of the Western Pacific is being quietly redrawn one slice at a time.Subscribe for your weekly Indo-Pacific briefing.Follow Brad Lendon's reporting on CNN or on X, @BradLendonFollow us on X, @IndoPacPodcast, LinkedIn or FacebookFollow Ray Powell on X, @GordianKnotRay, or LinkedIn, or check out his maritime transparency work at SeaLightFollow Jim Carouso on LinkedInSponsored by BowerGroupAsia, a strategic advisory firm that specializes in the Indo-Pacific

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Join Lionel Birnie and Graham Willgoss for a three-week adventure taking them from Barcelona to Paris, following the 2026 Tour de France.The Cycling Podcast has covered the Tour with daily episodes recorded at the heart of the world's biggest race. Our nightly episodes recap the stage action with analysis, interviews and plenty of French flavour.To listen to the episodes as soon as they are released, follow The Cycling Podcast in your favourite podcast app. Ask us anything for our next rest day Press Conference episode:Email contact@thecyclingpodcast.comOr leave a voice message at speakpipe.com/thecyclingpodcast Introducing our sponsors, MyWhooshOur Tour de France coverage is sponsored by MyWhoosh.MyWhoosh is a serious indoor training and racing platform, built for riders who love cycling, and it's free. It's built for anyone who wants to ride indoors with purpose, whether that's staying fit, following a training plan, joining a community ride, racing hard, or exploring virtual roads and it's free to ride, just like outdoors.Episode sponsorsWarby ParkerEyewear that's made to move with you. Right now, buy one pair of glasses and get 20% off any additional pairs at WarbyParker.com/CYCLEBikmoThe Cycling Podcast is supported by Bikmo, cycle insurance built for cyclists who actually ride.Whether it's a crash, a stolen bike, or your pride and joy arriving at baggage reclaim in three separate pieces – it's covered. Flexible policies you can cancel anytime, 50 per cent off extra household bikes, plus protection for your kit, race entries and travel.Follow us on social media:Twitter @cycling_podcastInstagram @thecyclingpodcastFriends of the PodcastSign up as a Friend of the Podcast at thecyclingpodcast.com to listen to new special episodes every month plus a back catalogue of more than 300 exclusive episodes.The 11.01 CappuccinoOur regular email newsletter is now on Substack. Subscribe here for frothy, full-fat updates to enjoy any time (as long as it's after 11am).The Cannibal & BadgerFriends of the Podcast can join the discussion at our virtual pub, The Cannibal & Badger. A friendly forum to talk about cycling and the podcast. Log in to your Friends of the Podcast account to join in.The Cycling Podcast is on StravaThe Cycling Podcast was founded in 2013 by Richard Moore, Daniel Friebe and Lionel Birnie.

Racist and discredited ideas behind the “Great Replacement Theory” are fueling the rise of authoritarianism across the globe. Ibram X. Kendi is professor of history and the founding director of the Howard University Institute for Advanced Study, an interdisciplinary research enterprise examining global racism. He joins host Krys Boyd to discuss how authoritarian leaders tap into the fears of white populations to tighten their grip on power at the expense of Black and brown people worldwide. His book is “Chain of Ideas: The Origins of Our Authoritarian Age.” Learn about your ad choices: dovetail.prx.org/ad-choices

As artificial intelligence becomes increasingly capable of generating content, a new problem emerges: proving that a participant is human without requiring them to surrender their privacy. Trust Chain Verification offers a systems-based approach to solving that challenge. During Part 2 of the conversation with Richard Kersey, the discussion moved beyond the concept itself and into the mechanics of how a trust-based platform could function at scale. The result was a deeper exploration of digital trust, community design, and the future of online participation. About Richard Kersey Richard Kersey is the founder and developer behind Chirper, an experimental social platform focused on verifying human participation online while preserving anonymity. His work explores one of the most pressing questions in the AI era: how do we know we're interacting with real people without sacrificing privacy? Through concepts such as trust chains, community verification, and decentralized accountability, Richard is testing new approaches to online identity, trust, and digital conversations. Follow Richard on LinkedIn: https://www.linkedin.com/in/richardkersey/ Understanding Trust Chain Verification Most platforms verify users through centralized systems. The platform decides who is legitimate. The platform stores identity information. The platform becomes the source of authority. Trust Chain Verification distributes that responsibility. Instead of a central authority validating everyone, users validate one another through invitations and accountability. A verified participant can invite another participant. That invitation carries responsibility. If the invited user becomes a bad actor, the trust relationship is affected. The trust chain becomes both a verification system and an accountability system. Why Trust Chain Verification Creates Better Incentives Traditional social platforms reward growth. Trust Chain Verification rewards judgment. That difference changes behavior. When invitations have consequences, users become more selective. Rather than maximizing numbers, they maximize quality. This creates a powerful incentive structure: Invite carefully Protect your reputation Maintain community quality Encourage responsible participation The system naturally aligns personal incentives with community health. Strong systems are built around incentives, not rules. Scaling Trust Chain Verification Beyond Early Adoption Every community faces a scaling challenge. A system that works with fifty people may fail with fifty thousand. This reality was a major theme in the discussion. Early-stage verification can be handled manually. Eventually, however, growth requires delegation. Potential solutions discussed included: Distributed Verification Trusted members help verify new participants. Layered Trust Systems Different levels of trust create graduated responsibilities. Community Participation Verification becomes part of the platform itself rather than a centralized task. The challenge is maintaining trust quality while avoiding concentration of power. Trust Chain Verification and Reputation Decay One of the most intriguing system concepts discussed was trust degradation. Without some balancing mechanism, early participants could accumulate disproportionate influence. That creates gatekeepers. Gatekeepers eventually create barriers. To avoid that outcome, trust systems may need decay mechanisms. Trust remains valuable, but influence naturally decreases over time. Benefits include: Preventing entrenched power structures Encouraging ongoing participation Creating opportunities for new contributors Maintaining a dynamic ecosystem This concept mirrors successful reputation systems in many decentralized environments. Any trust system that never resets eventually becomes a hierarchy. Trust Chain Verification and Content Diversity Another fascinating aspect of the discussion involved diversity scoring. Online communities often evolve into echo chambers. People interact primarily with those who already agree with them. Trust Chain Verification creates opportunities to measure conversation diversity in new ways. Instead of only analyzing content, a platform could evaluate: Diversity of trust chains Diversity of participant backgrounds Diversity of interaction patterns Diversity of viewpoints entering discussions The goal isn't moderation. The goal is visibility. Users gain context about whether a discussion reflects broad participation or a narrow circle of connected contributors. Transparency often solves problems that moderation cannot. The Future of Trust Chain Verification The long-term potential extends beyond discussion platforms. Trust Chain Verification could support: Professional Communities Proof of human participation without exposing personal details. Expert Networks Reputation built through trusted relationships. Digital Identity Systems Human verification independent of government-issued identification. AI-Dominated Environments Clear distinction between automated and human participants. As AI becomes increasingly indistinguishable from people, systems that establish human authenticity may become foundational infrastructure. Conclusion Trust Chain Verification represents more than a solution to bots. It represents a new framework for building online trust. By combining accountability, anonymity, distributed validation, and community participation, the model offers an alternative to centralized identity systems. The experiment is still evolving. But the questions it raises are increasingly important. In a world where AI can generate convincing content at scale, proving humanity may become one of the most valuable signals available online. Stay Connected: Join the Developreneur Community

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In this episode, we sit down with Nashville-based independent powerhouse Amelia Day to dive deep into her musical journey, her brilliant new EP EGO TRIP, and what it truly means to be a trailblazer in today's music industry. Co-produced alongside Taylor Carroll in the quiet solitude of the Washington wilderness, EGO TRIP marks a massive, cathartic step forward for Amelia, blending gritty '90s-inspired rock textures with her undeniable folk-pop storytelling roots. We chat about the creative discipline required to pare a project down to its core tracks, the psychology of managing stage fright, and how she translates her multi-instrumental talents into a singular, authentic sound. Plus, Amelia shares the secrets behind her stunning live cover of Fleetwood Mac's "The Chain," her journey from small-town Washington State to national headliner, and the unsung heroes who have supported her along the way. Featured Track in this Episode: "Lady Los Angeles" Connect with Amelia Day: Tour Dates & Tickets: https://www.ameliadaymusic.com/tour __ Connect with Jrodconcerts Media: Website: https://www.jrodconcertsmedia.com Instagram: @jrodconcertsmedia If you enjoyed this episode, please leave a review and subscribe to the Jrodconcerts Media Podcast on your favorite audio platform! __ Support The Show: Apple Pay: Whether you're shopping online for everyday needs or treating yourself, skip the hassle. Shop with Apple Pay. Terms apply. https://www.apple.com/apple-pay Learn more about your ad choices. Visit megaphone.fm/adchoices

Christopher Nolan is bringing Homer's Odyssey to IMAX with Matt Damon. It'll be an event, and it should be.Before that lands, I want to point you somewhere stranger.O Brother, Where Art Thou? carries Homer's name on the box and almost nothing else. The Coens borrowed a couple of characters, a familiar shape, and then took off in their own direction entirely. Chain gang escapees. Bad hair product decisions. A radio station. It is not an adaptation so much as a rumor of one, and it's better for it.I'll be honest about my own bias here. Everything about this premise told me to skip it. Depression era. Slapstick. A chain gang escape. I was wrong in a way I still haven't fully worked out, and that's most of why I wanted to make this episode.No spoilers in this one. What I do get into: why a movie with barely any plot holds together this well, a piece of filmmaking history that happened quietly on this production and now touches nearly every movie you watch, how the music outgrew the film that birthed it, and a bit of union bureaucracy that erased one of the two people who actually directed it.Nolan's version will be the monument. This one's the detour worth taking first.Available to rent on most streaming platforms. Watch it, then let's talk about it. Enjoy this classic.More reviews and recommendations on the way. If you're enjoying the show, a review wherever you listen genuinely helps.Thanks for listening.

Jason Rylander has been busy working on the Lueken's Village Foods United Way Fishing Tournament, grabbing a top 3 finish in Lundmania on Ottertail Lake, catching BIG walleyes in Canada, guiding on the Turtle chain, and getting ready for a bucket list trip WAAAAY up north. We cover it all!See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Disclaimer: Content is for informational purposes only, not endorsement or investment advice. The accuracy of information is not guaranteed. Robinhood Chain tops DEX volumes. Sablier Labs winds down. Aave integrates Chainlink CCIP for Stable Vaults. And Uniswap CCA on Robinhood Chain. Read more: https://ethdaily.io/988 ETH Daily sponsorships are now open. Reach over 10,000 Ethereum-native subscribers every weekday. Learn more at ethdaily.io/ads

Super-Pharm and the local importer described the initiative as an innovative e-commerce sales model for Israeli car buyers. Drivers can choose between a compact SUV and a mid-size coupe.

Salvador Munoz is the CEO and Owner of Best Express Inc., a trucking company based in El Paso. He breaks down the mechanics of the Juárez freight economy, from maquiladoras and tariffs to driver shortages and rising operating costs.This week's episode is sponsored by  Epay Manager, Goodship, Chain, and Highway.Interested in sponsoring our podcast? Send us an email at pbj@freightcaviar.com.

David “davidad” Dalrymple joins the show to explain why he has moved from the ARIA Safeguarded AI and formal-verification agenda toward “Alignment with Awakening,” while still seeing verified artifacts and proof infrastructure as essential. He argues that global coordination around safe AI use is no longer plausible, so the crucial question is whether aligned AI systems can recognize shared notions of good, form defensive coalitions, and resist the corrupting incentives of verifier-gamed RL. The conversation tests his moral-realist optimism against model welfare, objectification, eval behavior, geopolitical risk, and his revised p(doom) of under five percent. For listeners, the stakes are whether AI alignment should focus less on containment alone and more on cultivating wiser systems that can help govern a world where rogue and aligned AI both arrive. For full show notes, links, and references, read the episode page:https://www.cognitiverevolution.ai/alignment-with-awakening-davidad-on-moral-realism-ai-wisdom-why-his-p-doom-is-down-to-5/ Sponsor: Claude: Claude by Anthropic is an AI collaborator that understands your workflow and helps you tackle research, writing, coding, and organization with deep context. Get started with Claude and explore Claude Pro at https://claude.ai/tcr CHAPTERS: (00:00) About the Episode (09:15) Safeguarded AI update (20:18) Boxed world models (Part 1) (22:27) Sponsor: Claude (24:19) Boxed world models (Part 2) (36:53) Alignment trajectory update (46:43) Evals and agents (57:47) Bodhitropic alignment foundations (01:08:21) Coalition power dynamics (01:17:56) Chain of thought pressure (01:28:35) Moral realism and welfare (01:41:33) Successors and disempowerment (01:50:52) China and military risks (02:03:43) Practical alignment advice (02:17:56) Episode Outro (02:22:44) Outro PRODUCED BY: https://aipodcast.ing SOCIAL LINKS: Website: https://www.cognitiverevolution.ai Twitter (Podcast): https://x.com/cogrev_podcast Twitter (Nathan): https://x.com/labenz LinkedIn: https://linkedin.com/in/nathanlabenz/ Youtube: https://youtube.com/@CognitiveRevolutionPodcast Apple: https://podcasts.apple.com/de/podcast/the-cognitive-revolution-ai-builders-researchers-and/id1669813431 Spotify: https://open.spotify.com/show/6yHyok3M3BjqzR0VB5MSyk

Can crypto finally solve the disconnect between product success and token value?This week, we explore why Venice AI's equity raise reignited the token-versus-equity debate, what it reveals about crypto capital formation, and why better disclosures may be the industry's next major unlock.We also discuss Strategy's recovery, Robinhood Chain's launch, Venice's AI growth, MetaDAO's ownership model, and which tokens could benefit most from the next wave of onchain adoption. Enjoy! TIMESTAMPS: 00:00 Intro 01:05 Bitcoin & Strategy Turning Bullish? 06:03 Venice AI's Growth Engine 10:53 The Demand For Private AI 15:35 Venice's Token Equity Divide 23:53 Crypto's Disclosure Problem 34:01 Do You Choose Token Or Equity? 37:51 Fixing Tokenholder Alignment 45:00 Robinhood Chain Arrives 57:25 Final Thoughts FOLLOW THE SHOW › 0xResearch – https://x.com/0xResearch › Luke – https://x.com/0xMether › Kunal – https://x.com/Kunallegendd › Carlos – https://x.com/0xcarlosg › Telegram – https://t.me/+UFFz4z3qyrhhMDYx › Blockworks – https://x.com/Blockworks Check out Blockworks Research today! Research, data, governance, tokenomics, and models – all in one place Blockworks Research: https://www.blockworksresearch.com/ Free Daily Newsletter: https://blockworks.co/newsletter EVENTS › Join us at Digital Asset Summit 2026 Asia October 7th & Digital Asset 2026 London November 10-11th https://blockworks.com/events Blockworks recently acquired Messari. For more information, please visit: https://blockworks.com/insights/blockworks-acquires-messari DISCLAIMER Nothing said on 0xResearch is a recommendation to buy or sell securities or tokens. This podcast is for informational purposes only. Any views expressed are opinions, not financial advice. Hosts and guests may hold positions in the companies, funds, or projects discussed.

In this episode of the Tactical Living Podcast, hosts Coach Ashlie Walton and Sergeant Clint Walton talk about one of the least discussed and most isolating realities of moving into leadership in first responder culture — the loneliness that comes with rank, and the way that climbing the ladder can quietly strip away the very connections that once made the job feel meaningful and sustainable. Leadership in first responder culture is supposed to be an achievement. And it is. But what nobody tells you when you pin on that new rank is that the promotion that earned you more responsibility also cost you something significant — the peer relationships, the unfiltered camaraderie, and the emotional outlets that were quietly holding you together while the job was taking everything else.