Podcast appearances and mentions of Dick Fosbury

Fri, 26 Sep 2025 03:45:00 +0000 https://jungeanleger.podigee.io/2619-borsepeople-im-podcast-s21-04-alina-astafei 998f31a8fe804fb4c401fd5aa6272489 Alina Astafei ist ehemalige Weltklasse-Hochspringerin (Olympia-Zweite Barcelona), jetzt Mentaltrainerin und Daytraderin, spezialisiert auf Finanz- und Trading-Mindset. Die gebürtige Rumänin startete später auch für Deutschland und lebt schon lange in Stuttgart, also gleich im Umkreis der Invest-Finanzmesse, aber wir starten mit einem langen Ausflug in den Hochsprung, reden über Weltrekorde, Dick Fosbury, Ilona Gusenbauer, Stefka Kostadinowa und Jaroslawa Mahutschich. In kaum einer anderen Sportart ist das Mentale so wichtig wie im Hochsprung, man muss einstudierte Abläufe in der Sekunde abrufen können. Nach und nach hat Alina auch ihre Finanzen selbst übernommen und gibt ihren Zugang nun an TraderInnen aller Erfahrungsstufen weiter. Es geht u.a. um Lösungsansätze gegen wiederkehrende mentale und emotionale Muster, Verlustaversion, übermäßigen Leistungsdruck, fehlenden Drive uvm.. Ab Min. 32:10 sprechen wir über "Gutes zieht Kreise". https://www.tradingmindsetflow.com About: Die Serie Börsepeople des Podcasters Christian Drastil, der im Q4/24 in Frankfurt als "Finfluencer & Finanznetworker #1 Austria" ausgezeichnet wurde, findet im Rahmen von http://www.audio-cd.at und dem Podcast "Audio-CD.at Indie Podcasts" statt. Es handelt sich dabei um typische Personality- und Werdegang-Gespräche. Die Season 19 umfasst unter dem Motto „25 Börsepeople“ 25 Talks. Presenter der Season 21 ist die Volksbank https://www.volksbank.at. Welcher der meistgehörte Börsepeople Podcast ist, sieht man unter http://www.audio-cd.at/people. Der Zwischenstand des laufenden Rankings ist tagesaktuell um 12 Uhr aktualisiert. Bewertungen bei Apple (oder auch Spotify) machen mir Freude: http://www.audio-cd.at/spotify , http://www.audio-cd.at/apple . 2619 full no Christian Drastil Comm. (Agentur für Investor Relations und Podcasts) 2195

Mexiko 1968: Dick Fosbury revolutioniert den Hochsprung, springt rückwärts – und gewinnt Gold. Was damals radikal neu war, ist heute Standard. Genau das Muster zeigt sich auch in der Business Intelligence (BI): Viele setzen noch auf alte Methoden – und scheitern an den heutigen Anforderungen. Wer mit BI wirklich Wirkung erzielen will, braucht: eine durchdachte Architektur echte Integration Klarheit bei Rollen, Kennzahlen und Prozessen  BI braucht einen Fosbury-Moment: Nicht höher springen – sondern völlig neu denken.

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

The Simplot Games of Pocatello Idaho are happening on Feb 20-22 along with the Dick Fosbury Breakfast to be held on Feb 21. Cody Miller interviewed Executive director Kristi Borgholthaus

"El Polideportivo” vuelve a la carga con toda la actualidad deportiva de la Marina Baja, ofreciendo a su audiencia lo mejor del deporte local y mucho más. Desde las 19:00h y hasta las 21:00h, Jorge Berna comandará dos horas intensas con noticias, entrevistas y temas de interés para todos los amantes del deporte.El programa arrancará con un completo repaso a los últimos acontecimientos y noticias que han marcado la semana deportiva. Analizaremos todas las clasificaciones, además de presentar los encuentros clave del fin de semana para nuestros equipos de la Marina Baja, brindando a nuestros oyentes la información que necesitan para seguir de cerca a sus equipos favoritos.Contaremos con la visita especial de una auténtica leyenda del voleibol nacional y de Benidorm: Raúl Mesa. Con él, repasaremos los éxitos cosechados por el Club Voley Playa Poniente en esta temporada, que ya se perfila como la mejor en la historia del club.También dedicaremos un espacio a la solidaridad, hablando de un reto que busca recaudar fondos y dar visibilidad a una enfermedad rara: el Síndrome de Angelman. Martina, nuestra protagonista de tan solo 8 años, inspira esta iniciativa, que busca crear conciencia y brindar apoyo a las familias afectadas por esta condición.En nuestro apartado de salud y deporte, profundizaremos en la suplementación alimentaria, abordando su importancia y utilidad. Explicaremos los beneficios y las posibles contraindicaciones para quienes buscan mejorar su rendimiento físico de manera saludable y responsable.Para cerrar, hablaremos de la historia de Dick Fosbury y su innovador estilo de salto, un hito que cambió para siempre el mundo del atletismo. Te esperamos hoy desde las 19:00h a través del 104.1 FM, en Spotify, Ivoox, y en directo en nuestras redes: YouTube, TikTok, Facebook e Instagram. Únete a esta cita ineludible con el deporte y comparte con nosotros dos horas repletas de pasión y emociones.

Canadian High Jumping legend Debbie Brill talks about developing the 'Brill Bend,' comparisons to the 'Fosbury Flop' [and her relationship with Dick Fosbury], jumping [and breaking world records] into her 50s, her positive interview experiences on the CBC with Adrienne Clarkson and Peter Gzowski, reaching that zen place of being ‘one with the jump,' sharing a good chuckle with Queen Elizabeth, and why jumping ridiculously high was essentially “just this trick I could do for fun!” Debbie will be inducted into the Trailblazer category at Canada's Sports Hall of Fame on October 23rd in Gatineau, Quebec...for more information, please visit Canada's Sports Hall of Fame at http://www.sportshall.ca/ and the Order of Sport Awards at https://orderofsport.ca/ Thanks to Jason Beck [@jasonbeck82] for some great research material! TORONTO LEGENDS is hosted by Andrew Applebaum at andrew.applebaum@gmail.com All episodes available at https://www.torontolegends.ca/episodes/ Learn more about your ad choices. Visit megaphone.fm/adchoices

This is a talk-through of a General Training Reading Passage 3. The text tells the story of the 'Fosbury Flop', which is a high-jump technique developed by a 21 year-old university student from the USA called Dick Fosbury in the late 1960s. In this lesson, you'll practise Matching Information, Multiple Choice and gapfill questions. Get all my lessons on my website ieltsetc.com and follow my courses in the Members Academy.

México'68, a toda revolución. Durante estos Juegos Olímpicos, aparecieron dos grandes nombres que cambiaron para siempre la forma de saltar. Un tal Dick Fosbury, que empezó a hacer salto de altura saltando de espaldas. Y un tal Bob Beamon, que pulverizó el récord de salto de longitud. Además, aparecieron, por primera vez, los chicos del Black Power, levantando el puño enguantado para reivindicar los Derechos Humanos... y pagaron las consecuencias. David Botello (@DavidBotello4) y Esther Sánchez (@estesan1969), acompañados por Ainara Ariztoy y José Luis Llorente, viajan hasta allí. Si quieres acompañarlos, ¡súbete a la Historia!

The only way to “coast” is when you're going downhill. Even on a plateau, you have to pedal to keep moving. However, there is a way to “coast uphill.” To succeed, businesses must keep growing. And to keep growing, they must innovate. No business can grow simply by solving problems and “fixing” things (or, worse, blaming people). Problem-solving keeps you afloat, but it doesn't raise the water level or get you into a boat. There are three kinds of innovation, and we speak in this session about what they are, why they are important, and who exemplifies them. As social proof, we discuss avatars in these areas, from the Wright Brothers to Fred Smith and Jeff Bezos. Innovation is not the result of “skunk works,” outdoor experiences, or building sand castles. It is the result of a constant focus on improvement, finding promoting actions to enable it, and exploitative actions to capitalize on it. There was only running, no passing in football, until someone decided to try throwing the ball. The high jump was a standard competition with inches of difference until Dick Fosbury decided to jump over the bar head and back first, which everyone now does at much higher levels. How much more exciting is basketball with the advent of the three-point line? Schumpeter called innovation “creative destruction.” And I call it “applied creativity.” Learn why herein.

I am going to talk about a story that is near and dear to me. I have told this story and its importance to creative business many times. I have even told it at a college commencement speech I was so honored to give a few years ago. It is the story of Dick Fosbury and his path to winning the gold medal for the high jump in the 1968 Summer Olympics in Mexico City. You might say, huh? What does this have to do with my business? Well, close your eyes, jump over the bar backwards and lets find out if you will land safely. Listen in… Original Episode Number: 1 | Original Air Date: 5/26/2020 Links & Resources: Link to Sound File for Visually Impaired: Click Here Host: Sean Low of The Business of Being Creative Link: Join Sean's Collective of Business Creatives Follow Sean on social media: Instagram: @SeanLow1 | Facebook: Facebook.com/Sean.Low.35 | LinkedIn | Twitter: @SeanLow Have an opinion on Sean's tips and advice? Talk Back!! Email Shawn. -- Podcast Network: The Wedding Biz Network Production House: Flint Stone Media Copyright of The Wedding Biz, LLC. 2020.

Bazen sporcular tüm limitlerini zorlasa da, kimi zaman branşlar  tıkanma noktasına geliyor. Bazı dünya rekorları yıllardır kırılamıyor. Kimi zaman da bu durumda farklı bir şey yapmak gerekiyor. Yüksek atlama 1960'larda popülerliğini yitirme tehlikesiyle karşı karşıyaydı. Rekorlar durmuş, dereceler de bayağı geri gitmişti. İşte 1968 Meksika Olimpiyat Oyunları'nda ortaya çıkan bir atlet sanki pelerin giymişti. Herkesin yüzü dönük atladığı yerde, çıtaya arkasını dönerek zıplayan Dick Fosbury devrim yaratmıştı. Berna Abik'in sunumuyla dünden bugüne olimpiyat tarihinin anlatıldığı '60 Saniyede Olimpiyatlar' video serisinin yeni bölümünde yüksek atlama branşında çığır açan sporcu var.  Video

In the episode of The Brainy Business podcast, Cass Sunstein, a renowned legal scholar and behavioral economist, joined host Melina Palmer to discuss his new book, Look Again, and the concept of habituation and its impact on decision-making. Cass' extensive work in government and with businesses has provided him with a deep understanding of human behavior, making his insights invaluable for business leaders and decision-makers. The conversation delved into the significance of habituation, exploring how individuals become less sensitive to stimuli over time.  Cass highlighted the value of exploration and exploitation in learning and decision-making, emphasizing the impact of emotions on behavior and the role of diversity in decision-making processes. The episode provides valuable insights into how businesses can apply behavioral economics principles to enhance decision-making processes, ultimately shaping choices presented to individuals and influencing behavior in beneficial ways. Cass' expertise and perspectives make this episode a must-listen for business leaders seeking to understand and leverage human behavior insights for enhanced decision-making. In this episode: Understand the psychology behind decision-making for strategic advantage. Harness habituation to gain insights into customer perception and behavior. Appreciate the power of dishabituation for uncovering hidden opportunities. Master the balance between exploration and exploitation for effective learning. Leverage nudges to influence decision-making and drive positive outcomes. Show Notes: 00:00:00 - Introduction, Melina introduces Cass Sunstein, his background in behavioral economics, and his newest book Look Again. 00:04:26 - The power of habituation Cass explains the concept of habituation and its impact on how we perceive the world around us, using examples from everyday life. 00:06:15 - The importance of dishabituation Cass discusses the importance of dishabituation in appreciating the good things in life and addressing challenges, using examples from personal experiences and historical figures. 00:13:27 - Creativity and the Fosbury Flop Cass explores the concept of creativity and the importance of critical distance from existing practices, using the example of Olympic athlete Dick Fosbury and his innovative high jump technique. 00:15:56 - Fosbury Flop in Government Cass shares examples of how the Fosbury Flop concept has been applied in the government to drive innovation and improve efficiency, using specific policy examples. 00:16:36 - Creativity and Disruption Cass discusses how global entry and TSA precheck were developed by creative people, like disruptors who refuse to habituate and bring ideas from other areas. 00:17:43 - Exploration vs. Exploitation Cass explains the difference between exploiters and explorers, where exploiters stick to what they know, while explorers seek new experiences and habituate quickly. 00:21:07 - Bill Gates vs. Warren Buffett Cass shares how Bill Gates' wide-ranging reading list reflects an explorer, while Warren Buffett's focused recommendations align with an exploiter. 00:25:19 - Tips for Writing and Co-Authoring Cass advises to follow your excitement for a project, start writing even if it's difficult, and find co-authors who are enjoyable to work with and bring out the best in each other. 00:33:38 -  Conclusion, Melina's top insights from the conversation. What stuck with you while listening to the episode? What are you going to try? Come share it with Melina on social media -- you'll find her as @thebrainybiz everywhere and as Melina Palmer on LinkedIn. Thanks for listening. Don't forget to subscribe on Apple Podcasts or Android. If you like what you heard, please leave a review on iTunes and share what you liked about the show.  I hope you love everything recommended via The Brainy Business! Everything was independently reviewed and selected by me, Melina Palmer. So you know, as an Amazon Associate I earn from qualifying purchases. That means if you decide to shop from the links on this page (via Amazon or others), The Brainy Business may collect a share of sales or other compensation. Let's connect: Melina@TheBrainyBusiness.com The Brainy Business® on Facebook The Brainy Business on Twitter The Brainy Business on Instagram The Brainy Business on LinkedIn Melina on LinkedIn The Brainy Business on Youtube Connect with Cass:  X  LinkedIn Learn and Support The Brainy Business: Check out and get your copies of Melina's Books.  Get the Books Mentioned on (or related to) this Episode: Look Again, Cass Sunstein and Tali Sharot Nudge, Richard Thaler and Cass Sunstein Scarcity, Sendhil Mullainathan and Eldar Shafir  Possession, A.S. Byatt Radical Uncertainty, John Kay and Mervyn King Top Recommended Next Episode: Optimism Bias (ep 34) Already Heard That One? Try These:  Nudge (ep 35) Incentives (ep 272) Understanding Mapping (ep 294) Defaults (ep 38) Give Feedback (ep 40) Expect Error (ep 362) Sludge (ep 179) Normalcy Bias (ep 370) Habits (ep 256) Wendy Wood Interview (ep 127) Other Important Links:  Brainy Bites - Melina's LinkedIn Newsletter  

On this day in 1968, Dick Fosbury used a revolutionary high jump technique to win a gold medal at the Mexico City Olympic Games. See omnystudio.com/listener for privacy information.

In this enlightening episode of the "Water Bamboo Podcast," we delve into the fascinating world of innovation, taking cues from the late high jumper, Dick Fosbury, who revolutionized his sport with a new technique. Learn about fostering a culture of innovation in your personal life and within your organization, the power of cross-functional collaboration, and the importance of celebrating risk-taking. Discover how to keep your Bamboo mindset resilient and thriving in the face of criticism. Join Greg Bell in learning the lessons the Fosbury Flop teaches us about breaking the mold, cultivating resilience, and sparking creativity in all we do. It's time to nurture and jump-start your innovative journey. Have podcast topic ideas? Email Greg Bell at greg@gregbellspeaks.com Order the Water the Bamboo Book at https://amzn.to/3mPxcZu Order the What's Going Well? Book at https://amzn.to/3rBePLy  Learn more about Greg Bell More than just a motivational speaker, Greg Bell is a Portland, Oregon-based thought leader, business consultant, and leadership coach. His popular books, What's Going Well? and Water The Bamboo: Unleashing The Potential Of Teams And Individuals, have inspired an array of organizations, from Fortune 500 companies like Nike, Disney, and Comcast, to the Portland Trail Blazers and Division I NCAA athletic teams like the Oregon Ducks Football and the Gonzaga Bulldogs Basketball.  Visit Greg's website. Connect with Greg LinkedIn | Facebook | Instagram | Twitter

Non-obvious thinking is an essential skill for marketers who want to innovate and stay ahead in their respective industries. By being open to new ideas, recognizing patterns between seemingly unrelated things, and fostering a curiosity-driven mindset, marketers can unlock significant opportunities that others may overlook. Non-obvious thinking enables individuals to explore new territories and challenge conventional wisdom, leading to breakthroughs in marketing strategies and business growth.  During the conversation, Rohit Bhargava discusses this crucial aspect of thinking and its relevance in today's rapidly changing world. He shares his journey of developing the non-obvious platform through his books and thinking, emphasizing the importance of intersection thinking and breaking away from media bias. By adopting non-obvious thinking, marketers can effectively navigate the ever-changing landscape and consistently deliver exceptional value to their audiences. In this episode: Tap into the significance of non-obvious thinking for exceptional marketing and business approaches. Discover the magic of storytelling as a powerful method for resonating with and engaging audiences. Develop a savvy mindset to detect non-obvious trends within data to stay ahead of the game. Embrace the indispensable roles curiosity and observation play in cultivating trailblazing ideas. Transform your perspectives to see a brighter and more promising outlook on the future. Show Notes: 00:00:00 - Introduction, Melina welcomes Rohit Bhargava: a bestselling author and speaker on trends, innovation, and marketing. Rohit talks about his background and expertise in non-obvious thinking and behavioral economics. 00:06:30 - Non-Obvious Thinking, Rohit talks about his platform, Non-Obvious, which emphasizes the importance of being a non-obvious thinker and finding ideas in unusual places. Melina talks about combinatorial thinking, and Rohit shares his framework for intersectional thinking, which involves seeing connections between seemingly unrelated things. 00:09:00 - Importance of Diverse Perspectives, Rohit emphasizes the importance of exposing oneself to diverse perspectives and media to avoid being manipulated or outraged. He notes that this approach can also lead to creativity and innovation. 00:14:45 - Non-Obvious Examples, Rohit shares the example of Starbucks and how Howard Schultz's visit to Milan led him to discover the importance of coffee shops as community spaces. (An idea he would have missed if he had been looking down at a phone.) He also talks about the importance of non-obvious thinking in marketing and advertising to creatively solve problems and understand people's behavior. 00:20:25 - The Future Normal, Rohit discusses his latest book, The Future Normal, which offers insights into what the future may hold. He emphasizes the importance of being adaptable and open-minded in a rapidly changing world. 00:15:03 - Importance of Being Observant, Rohit Bhargava shares the story of how Howard Schultz's observant nature led to the creation of Starbucks. He emphasizes the importance of being observant and paying attention to the things around us instead of being distracted by technology. 00:17:01 - The Five Habits of Non-Obvious Thinkers, Bhargava talks about the five habits of non-obvious thinkers, which include being observant, curious, thoughtful, fickle, and saying things elegantly. He explains that these habits can be learned and practiced to improve communication skills. 00:21:24 - The Importance of Understanding People, Bhargava emphasizes that people who understand people will always win, even in the age of technology. He explains that emotions play a big role in decision-making and that understanding how to connect with people is crucial in many fields, including marketing, advertising, and leadership. 00:25:32 - The Power of Storytelling, Bhargava discusses the importance of storytelling in communicating ideas and engaging with people. He shares the story of Dick Fosbury, the Olympic athlete who revolutionized the high jump with his unconventional technique (now known as the Fosbury Flop), and explains how stories can help people understand complex concepts in a relatable way. 00:28:27 - Using Analogies in Storytelling, Bhargava suggests that storytelling doesn't always have to be long and drawn out, but can also be as simple as using an analogy. 00:30:00 - The Importance of Storytelling in Presentations, Rohit emphasizes the importance of storytelling in presentations and how it can take the audience on a journey. He also stresses the need to read the room and adjust the storytelling approach accordingly. 00:31:07 - Storyboarding for Presentations, Bhargava talks about storyboarding, a process of outlining the flow of the presentation, which he compares to scene planning in screenwriting. He suggests watching master storytellers or reading books on screenwriting to learn the techniques used in creating engaging stories. 00:34:19 - Becoming a Great Presenter, Bhargava shares his journey of becoming a great presenter, emphasizing that natural talent is not the only factor in achieving this goal. He recommends finding what you are good at and honing your skills, investing time and effort into learning new ones, and practicing. 00:35:44 - Tips for Writing a Book, Bhargava suggests being honest with oneself about their relationship with writing and finding joy in it. He stresses that there is no one right way to write a book, and one should choose a method that works for them. Bhargava also talks about the different experiences he's had in writing his nine books. 00:39:00 - The Future Normal, Bhargava's latest book, "Future Normal," showcases trends that will shape the future, spanning topics such as space tourism, virtual relationships, weather control, and artificial intelligence. 00:44:39 - Conclusion Melina's top insights from the conversation. What stuck with you while listening to the episode? What are you going to try? Come share it with Melina on social media -- you'll find her as @thebrainybiz everywhere and as Melina Palmer on LinkedIn. Thanks for listening. Don't forget to subscribe on Apple Podcasts or Android. If you like what you heard, please leave a review on iTunes and share what you liked about the show.  I hope you love everything recommended via The Brainy Business! Everything was independently reviewed and selected by me, Melina Palmer. So you know, as an Amazon Associate I earn from qualifying purchases. That means if you decide to shop from the links on this page (via Amazon or others), The Brainy Business may collect a share of sales or other compensation. Let's connect: Melina@TheBrainyBusiness.com The Brainy Business® on Facebook The Brainy Business on Twitter The Brainy Business on Instagram The Brainy Business on LinkedIn Melina on LinkedIn The Brainy Business on Youtube Join the BE Thoughtful Revolution – our free behavioral economics community, and keep the conversation going! Learn and Support The Brainy Business: Check out and get your copies of Melina's Books.  Get the Books Mentioned on (or related to) this Episode: The Future Normal, by Rohit Bhargava and Henry Coutinho-Mason Personality Not Included, by Rohit Bhargava Evolutionary Ideas, by Sam Tatam Alchemy, by Rory Sutherland What Your Customer Wants and Can't Tell You, by Melina Palmer Connect with Rohit:  Rohit on Twitter Non-Obvious Nation on LinkedIn Get the Non-Obvious Newsletter Top Recommended Next Episode: Evolutionary Ideas, with Sam Tatam (ep 204) Already Heard That One? Try These:  A More Beautiful Question, with Warren Berger (ep 200) Priming (ep 252) Framing (ep 296) Getting Along, with Amy Gallo (ep 269) Focusing Illusion (ep 89) Confirmation Bias (ep 260) The Life-Saving Skill of Story, with Michelle Auerbach (ep 288) Behavioral Storytelling, with David Paull (ep 289) What Your Customer Wants and Can't Tell You (ep 147) Starbucks: Behavioral Economics Analysis (ep 278) Design for Decisions, with Sam Evans (ep 291) Other Important Links:  Brainy Bites - Melina's LinkedIn Newsletter Get the Non-Obvious Newsletter

Bored at the theater.  BORGs? (not Bourgs).  Met Opera politics.  Cool Grandpas?  Dick Fosbury.  Bud Grant.  Willis Reed. Credits: Talent:  Tamsen Granger and Dan Abuhoff Special Guest: Pepper Abuhoff Engineer:  Ellie Suttmeier Art:  Zeke Abuhoff

We've had the new Hoka Clifton 9 and Rocket X 2 on our feet and we tell you how they ride. Then, in our main segment, let's put 16 of the greatest male marathoners ever in a NCAA-basketball-style March Madness bracket and see who emerges as the greatest of all time (in the non-Kipchoge division). And finally, we conclude with an ode to high jumping legend Dick Fosbury.

Mexico City, Olympic Games, 1968. The stadium is packed, the wider world looks on via TV coverage. Everywhere there's an air of expectancy but also an awareness that at such high altitude it's going to be hard for athletes to beat their best. Records are there to be broken, you have to hope for something special.And in the high jump event they weren't disappointed. The record for men's high jump had hovered around 2.23 m for several years. But a young 21-year-old was about to change that; Dick Fosbury, representing the USA broke this with a height of 2.24 m and won the gold medal.  The ‘Fosbury flop' as it quickly became known opened up new possibilities for the sport; within ten years it had become the dominant mode for all jumpers and helped move the world record to 2.45 m which was set in 1993 by Javier Sotomayor. These days anyone attempting the high jump has come to resemble the ‘fish flopping on the deck of a boat' as one newspaperman described Fosbury's Mexico model.What Fosbury's feat reminds us of is the power of reframing in innovation. Innovation can take place anywhere along a continuum from doing what we do better — incremental — to doing something completely different — radical. And it can cover what we offer the world — product or service — and the ways we create a deliver that offering — process. That gives us plenty to keep us busy in our innovation day.But sometimes we can reframe, look at what we're doing in a different way, identify novel approaches.You can find a transcript of this podcast hereAnd a video version hereIf you'd like to explore more innovation stories, or access a wide range of resources to help work with innovation, then please visit my website here.You can find a rich variety of cases, tools, videos, activities and other resources - as well as my innovation blog.Or subscribe to my YouTube channel here

Stefan Fatsis, Josh Levin, are joined by Slate's Alex Kirshner to talk about Fairleigh Dickinson's huge upset over Purdue and Princeton's run to the Sweet 16. Then, ESPN's Alden Gonzalez comes on to discuss the historic matchup between the USA and Cuba at the World Baseball Classic. Finally, author David Epstein assesses the legacy of high jumper Dick Fosbury, who invented the immortal Fosbury Flop. Fairleigh Dickinson (2:18): Did the Knights pull off the biggest upset in college basketball history? World Baseball Classic (23:59): What it meant for the Cuban national baseball team to take the field in Miami.  Fosbury (42:41): Where does it rank on the list of all-time sports innovations? Afterball (1:01:32): Josh on Ole Miss women's basketball coach Yolett McPhee-McCuin. Learn more about your ad choices. Visit megaphone.fm/adchoices

Ron Gordon has the latest from the market news, Dr. Dennis Powers profiles the late sports legend Dick Fosbury, Open for business with Cheriesse, saving you big bucks at No Wires Now dot com.

Hoe streden verschillende generaties vrouwen tegen armoede, uitbuiting en oorlogsgeweld? Floortje Smit spreekt met schrijver en anti-apartheidsactivist Connie Braam over haar nieuwe boek De revolutie van Pelle.  Verder aandacht voor de Japanse schrijver en Nobelprijswinnaar Kenzaburo Oë, hoogspringer Dick Fosbury, schrijver Edith Velmans, en muzikant Karen Dalton. --- Redactie: Nina Ramkisoen, Noah van Diepen, Geerte Verduijn, Maartje Willems, Jessica Zoghary Eindredactie: Bram Vollaers

Who encouraged Dick Fosbury's fabulous flop... Doc has the story.

Dr. Klapper talks about encouragement to go beyond your wildest dreams and uses examples of South African musician Hugh Masekela in art and high-jumper Dick Fosbury in sports and how they were encouraged at a young age and how that affected their later greatness.

Over the past few years English schools have begun to introduce non-competitive sport in an effort to be more inclusive. But is that the right strategy when it comes to producing future champions and developing a 'winning' mentality? The team take an in-depth look into the evidence surrounding the debate and examples of countries that have already rolled out similar plans.> Jump to 45:17 for the main topic.PLUS RED-S in male athletes / Bicarb in endurance sport / shinty drug testing / Remembering Dick Fosbury, the inventor of modern high jumping.SHOW NOTES:Caught My Eye SegmentJake Smith's Instagram post about his RED-SThe 1984 study on bicarbonate as a performance enhancerA 1993 meta-analysis on bicarbonateA 2022 systematic review on bicarb and performanceA recent article that contains some of Maurten's promises and promotionsPrimoz Roglic's glowing endorsement of bicarb. “With 600W it always hurts, huh?"The BBC piece on Shinty's drug testing plansDavid Epstein's article on Dick FosburyMain SegmentArticle on how early specialisation and training rather than fun increases injury risk Get bonus content on Patreon Hosted on Acast. See acast.com/privacy for more information.

On this week's show, we're processing all of the big things that went down at the NCAA Indoor Track and Field Championships – including 10 collegiate records set. The CITIUS MAG team was at New Balance Nationals and got a front-row seat to meeting the rising stars of tomorrow…some of which ran record-setting times that would be competitive at the NCAA and pro levels. We pay tribute to 1968 Olympic champion Dick Fosbury, who passed away at 76 years old. And yes, we'll briefly address Tyreek Hill running the 60m at the USATF Masters Championships. SUPPORT THE SPONSORS OLIPOP is a prebiotic soda with only 2-5g of sugar that is actually good for your gut health. – and it's delicious. Use code CITIUS25 for 25% off non-subscription orders. Learn more at DrinkOlipop.com (click the link or use our promotional code for the discount) NEW BALANCE: You push yourself to go the distance – get the gear that helps you get the job done. Our FuelCell SuperComp Elite v3 men's running shoes are built for marathon runners who never let up. Get your pair at NewBalance.com starting Feb. 1. VELOUS FOOTWEAR: VELOUS is an active recovery footwear brand designed to help you restore, revive & Reenergize before and after you train. Two years in development, this team has created the world's most comfortable, supportive and lightweight active recovery shoe in the world. Get 20% off using code CitiusMag20. VDOT Adaptive Trainer: VDOT offers access to the highest quality, Olympic-style training for runners of all levels—right from any mobile device. VDOT is offering 20% off their Adaptive Trainer using the code citius at checkout. Download V.O2 in the app stores or visit vdoto2.com. HOW TO SUPPORT THE PODCAST

This week, we lost an icon of the sports world, Dick Fosbury. The pioneering Olympic champion who changed the high jump forever. He is a symbol of challenging the status quo. In this micro-lesson, I showcase an insight from Tendayi Viki, an author and innovation consultant who holds a PhD in Psychology and an MBA, about thinking differently. It's a great reminder to get started on our big ideas and that failure is an integral part of success. As a listener to the show, use the code PODCAST100 to get 1 free month on Sporting Edge Membership here, which includes 24/7 access to over 900 insights and high performance strategies.Links mentioned:Mastermind: Tendayi Viki

Czabe talks WBC with buddy MARK SPENCER who was in Miami to see Venezuela and the "Group of Death." He came back flush with the emotion of what pure baseball can do to a fan's soul. Aaron Rodgers to the Jets appears imminent. Alan Lazard is off the "shopping list." Michael Irvin's Marriott tape turns up empty. Pour one out for Dick Fosbury. MORE....Advertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

The 2023 indoor track season came to a close with the NCAA Championships (and the high school champs) in Albuquerque and Rojo and Jon were on hand to analyze Katelyn Tuohy's greatness and break it all down. Road action heated up with $250k on the line in Nagoya, and Almaz Ayana and Sara Hall in action in Portugal. Kara Goucher comes forward to say Alberto Salazar sexually assaulted her and she is the one who got him banned via SafeSport. *Her new book is here Pioness Dick Fosbury has died and is Matthew Centrowitz on the way back? Want a fulfilling career, giving back to the sport you love? (Sponsored) A Crazy Running franchise might be just what you need. Crazy Running provides unique, exceptional running programs for kids, specializing in after-school running programs for kids ages 3-14. Crazy Running started with one mom at one track in North Carolina and has now expanded to 5 states and is looking for passionate LetsRunners wanting to open a franchise. Donnie Cowart, 4th place at the 2012 Olympic Trials is a co-owner, and Crazy Running is the perfect job for people who love running. https://www.crazyrunning.com/franchise/ Show notes: 00:00 Crazy Running Franchise 03:08 NCAAs & ABQ 09:48 Should Tuohy go pro? Will she make the US team? 17:07 800 DQ Fair or Foul? 29:10 Email of Week / Update on Klecker being FURIOUS with Kincaid 32:30 Greatest runner to never win NCAAs? 34:42 Men's Mile - Luke Houser wins it & we remember the winners 44:54 Stanford's Roisin Willis and Juliette Whittaker impress 48:51 Lauren Gregory helps Arkansas win team title 52:08 Rojo's Bad News for Grant Fisher segment 57:08 Sara Hall first race in 8 months + Almaz Ayana in Portugal 01:02:42 $250k to Ruth Chepngetich in Nagoya 01:05:58 Kara Goucher says Alberto Salazar sexually assaulted her and she is the one who reported him to SafeSport *Book link here 01:13:36 Dick Fosbury RIP 01:18:47 Matthew Centrowitz is back!?! 01:21:23 LetsRun Doping Polls Back Contact us: Email podcast@letsrun.com or call/text 1-844-LETSRUN podcast voicemail/text line. Want a 2nd podcast every week? And savings on running shoes? Join our Supporters Club today and get all the LetsRun.com content, a second podcast every week, savings on running shoes, and a lot more. Cancel at anytime. Use code CLUB25 to save 25% on your first year. https://www.letsrun.com/subscribe?from=public Check out the LetsRun.com store. https://shop.letsrun.com/ We've got the softest running shirts in the business. Thanks for listening. Please rate us on itunes and spread the word with a friend. There is a reason we're the #1 podcast dedicated to Olympic level running. Find out more at http://podcast.letsrun.com Send us your feedback online: https://pinecast.com/feedback/letsrun/1d1e95d8-2cdc-4ebe-a747-b51f24c1a12b This podcast is powered by Pinecast.

In this episode of the Belligerent Beavs Podcast, we salute the life and achievements of Dick Fosbury, who passed away this week at the age of 76, relive a fantastic Gymnastics' Senior Day meet which crowned the Pac-12 Champions, celebrate Jordan Pope for being named to the Pac-12 All-Freshman team, recap Baseball's tough Pac-12 opener, and can smell Spring Football in the air of the Paris of the Pacific Northwest.

All Sports Report, GWS' Isaac Cumming, Hump Day Quiz, JB has concerns about our new submarines, Billy pays tribute to Dick Fosbury, Rosie's social media feedback, Jay Clark's footy news, wedding traditions unusual, Billy's JokeSee omnystudio.com/listener for privacy information.

Sport, disparition d'un monument de l'athlétisme, Dick Fosbury l'homme qui révolutionna le saut en hauteur avec le célèbre saut en arrière, appelé le « flop » ou tout simplement le Fosbury

Marceau refait l'info du 15 mars 2023

Amqui truck crash, Moldova plot, Invasive bird helps, Cancer research award, Dick Fosbury obit, Transport funding announcement, Nepal no solo hiking and more.

John Canzano broadcasts live from the Bet MGM Sportsbook at Spirit Mountain Casino ahead of the NCAA Tournament. Jerry Palm of CBS Sports breaks down the bracket, and author and former sportswriter Bob Welch discusses the legacy of the late Dick Fosbury, founder of the 'Fosbury Flop.' Subscribe now to this podcast for more exclusive content.

John Canzano talks to author and sportswriter Bob Welch about the life and legacy of Dick Fosbury, creator of the Fosbury Flop that completely revamped the high jump and the world of track and field. Fosbury was a state of Oregon native and Oregon State athlete. He passed away at the age of 76.

En esta Sobremesa del programa La Cafetera recordamos la figura de Dick Fosbury, el atleta ahora fallecido, que revolucionó al atletismo y

E' morto Dick Fosbury, parliamo di atleti che hanno cambiato il loro sport, con Guido Bagatta. Quincy Jones e Michael Cane compiono 90 anni. I nostri ascoltatori di Palermo che hanno lavorato da Sir Cane. Ospite in studio Francesca Michielin.

The man who changed the high jump forever, Dick Fosbury, has passed away aged 76. The American developed an alternative technique to the 'scissor kick' used by athletes, going on to win a gold medal at the 1968 Olympics. His unique way of clearing the bar soon became the technique all high jumpers used and the term Fosbury Flop was coined. David Ford spent time with Fosbury as his acupuncturist. He talks to Jesse about him and his legacy.

1-Stati Uniti. L'inflazione rallenta ma non abbastanza. La Fed, ancora sotto pressione, dovrà decidere se alzare o no i tassi la prossima settimana. 2-Spagna. Approvata la prima riforma delle pensioni di sinistra. Podemos ha fatto passare i suoi articoli per rendere il sistema non solo stabile, ma anche più equo che guarda ai precari. ( Giulio Maria Piantadosi) 3-Birmania. Il raid in un monastero che ha provocato la morte di 30 civili fa parte di un piano più ampio della giunta militare per intimidire le oppositori al golpe. ( Martina Stefanoni) 4-Diario americano. La faccia nascosta di fox news, la tv più amata dalla destra trumpista. ( Roberto Festa) 5-Salto in alto, quando la fantasia era al potere. Omaggio a Dick Fosbury , figlio del 68, l' anno di tutte le rivoluzioni. Antonio Latorre, Direttore tecnico della nazionale di atletica e docente presso il dipartimento di Scienze Motorie dell'UNIMI)

Dick Fosbury was an American high jumper who changed the event forever in the 1960s died yesterday at the age of 76. Kieran was joined by Olympic historian David Wallechinsky to discuss...

“Atheism is a Religion” "Escaping your Roots" “The Cult of Gender Ideology” "The Dick Fosbury Flop"

Their partnership aims to combat a perceived threat from China. Also: Russia and Ukraine extend a grain deal to prevent a global food crisis, and Dick Fosbury, the man who revolutionised the high jump in athletics has died at the age of 76.

AP correspondent Lisa Dwyer reports on Obit Fosbury.

Il ne reste plus que 500 jours avant l'ouverture des Jeux Olympiques de Paris. Légende de l'athlétisme, Dick Fosbury est décédé à 76 ans. Le final du Tour de France 2024 a été dévoilé hier et il promet du spectacle. Erling Haaland et Manchester City accueillent le RB Leipzig ce soir en Ligue des champions. Retrouvez toute l'actualité sportive dans votre Flash L'Équipe. 

In 1968, American high jumper Dick Fosbury introduced a new way to compete in the high jump. His new technique worked so well that he won an Olympic gold medal, and within a few years, everyone used his method of high jumping. Fosbury's innovation isn't the only one in the track and field world. There have been several other technique innovations in other events, which have been shown dramatically improve performance. Learn about the track and field techniques which would smash world records (if they weren't illegal) on this episode of Everything Everywhere Daily. Subscribe to the podcast!  https://link.chtbl.com/EverythingEverywhere?sid=ShowNotes -------------------------------- Executive Producer: Darcy Adams Associate Producers: Peter Bennett & Thor Thomsen   Become a supporter on Patreon: https://www.patreon.com/everythingeverywhere Update your podcast app at newpodcastapps.com Discord Server: https://discord.gg/UkRUJFh Instagram: https://www.instagram.com/everythingeverywhere/ Facebook Page: https://www.facebook.com/EverythingEverywhere Facebook Group: https://www.facebook.com/groups/everythingeverywheredaily Twitter: https://twitter.com/everywheretrip Website: https://everything-everywhere.com/everything-everywhere-daily-podcast/ Everything Everywhere is an Airwave Media podcast. Please contact sales@advertisecast.com to advertise on Everything Everywhere. Learn more about your ad choices. Visit megaphone.fm/adchoices

在喜马拉雅已支持实时字幕关注公众号“高效英语磨耳朵”获取文稿和音频词汇提示1.flop 跳高2.biomechanics 生物力学3.intuition 直觉4.prior 之前5.straddle 跨坐6.curve 曲线7.acceleration 加速8.rotates 旋转9.leaping 跳跃10.arches 拱起11.experimenting 实验原文Fosbury FlopAmerican athlete Dick Fosbury devised the high jump technique known as the “Fosbury Flop”.His new technique revolutionized one of the oldest events in track and field competition.While Fosbury never broke the world record using his new technique，other high jumpers were inspired by his gold medal at the 1968 Summer Olympic Games in Mexico City，where he introduced his new jumping technique.Fosbury was born in 1946 in Oregon and went to Oregon State University.He won the gold medal in the Olympic Games at the very young age of 21.It was assumed that his odd-looking new method for clearing the bar was based on a careful study of the physics and biomechanics of high jump technique.However，Fosbury claimed it was the product of pure intuition.Prior to Fosbury's invention，most high jumpers used a “straddle” technique.In this older style of jumping，the front leg led the jumper up and over the bar in a face down position.Fosbury's technique involves approaching the bar in a curve with a last second acceleration.Then，at the point of take-off，the body rotates，positioning the back to the bar and leaping backwards.The head faces the sky as the body arches over the bar with the mid-body and legs trailing behind.Fosbury had begun experimenting with a new technique when he was only sixteen years old.In a meet in 1968 in which Fosbury used his new technique，a local newspaper's headline read，“Fosbury flops over the bar”.Thus，the name of the newly invented technique was born.Since Fosbury's competitive days，his technique has been widely copied.Once experienced jumpers mastered the technique，records started to fall in the sport，due mostly to the Fosbury Flop，but also to better equipment and running surfaces.Dick Fosbury will always be known for his revolutionizing of the sport of high jump.翻译背越式跳高美国运动员迪克·福斯伯里发明了被称为“背越式跳高”的跳高技术。他的新技术彻底改变了这项田径比赛中最古老的项目。虽然福斯伯里从未用他的新技术打破世界纪录，但其他跳高运动员运受他启发在1968年墨西哥城夏季奥运会上获得的金牌，他在那里介绍了他的新跳高技术。1946年，福斯伯里出生于俄勒冈州，进入俄勒冈州州立大学学习。他在21岁时就获得了奥运会金牌。人们认为，他这种看起来很新奇的跳高方法是基于对跳高技术的物理和生物力学的仔细研究。然而，福斯伯里声称这纯粹是直觉的产物。在福斯伯里的发明之前，大多数跳高运动员都使用“跨坐”技术。在这种老式的跳跃方式中，跳跃者的前腿引导着跳跃者以面朝下的姿势越过横杆。福斯伯里的技术是以最后一秒的加速度接近曲线中的杆。然后，在起跳点，身体旋转，将背部定位到杆上并向后跳跃。头部面向天空，身体拱起，身体中部和腿部伸展跟在后面。福斯伯里在16岁时就开始试验这种技术。1968年，在一次会议上，福斯伯里使用了他的新技术，当地一家报纸的发言人在头条上写着，“福斯伯里跳过了横杆”。于是，新发明技术的名字（福斯伯里式跳高，即背越式）诞生了。自从福斯伯里参加比赛以来，他的技术已被广泛复制。一旦有经验的跳高运动员掌握了这项技术，这项运动的记录开始下降，主要原因是背越式跳高，但也得益于更好的设备和跑步场地。迪克·福斯伯里将永远以他对跳高运动的革命性而闻名。

On today's episode of SPORTS + LIFE + BALANCE, John Moffet is joined by Dick Fosbury, the famous Olympic high-jumper who created one of the longest-standing innovations in sports history known as the "Fosbury Flop." Dick became world-famous on that fateful day and the trajectory of his life changed forever. For more information about Dick Fosbury, check out his book "The Wizard of Foz" — https://amzn.to/2MS6wLx

Who encouraged Dick Fosbury's fabulous flop... Doc has the story...

Dr. Klapper speaks of South African musician Hugh Masekela and high-jumper Dick Fosbury and how they were encouraged at a young age and how that affected their later greatness.