Podcasts about dunbar number

In this episode, we sit down with Charles Vogl—renowned adviser, speaker, and author of the bestselling The Art of Community. Charles brings decades of experience in fostering Community Growth and enhancing Social Engagement, collaborating with industry leaders like Amazon, Wayfair, and Meetup.com. What drives Charles? A passion for addressing Cultural Differences and strengthening Human Connection through Acts Of Kindness and Generosity. Join us to explore: The impact of Cultural Awareness on modern leadership. How understanding the Dunbar Number can transform Group Dynamics. What makes Strong Communities flourish in challenging times. Why thoughtful Invitations Matter in building lasting relationships. How Philanthropy and Positive Interactions contribute to ending loneliness. From creating Inclusive Communities to navigating global challenges, Charles reveals actionable insights for building Friendship Goals and leading with purpose. Ready to transform your approach to Community Leadership? Let's dive in and learn how Business With Purpose can lead to extraordinary results! Learn more about Charles and his impactful work by visiting his website. Episode also available on Apple Podcasts: https://apple.co/38oMlMr

Guest: Taylor Francis, co-founder of WatershedOne day when he was 13, Taylor Francis walked out of the movie theater, and he was pissed off. He had just seen Al Gore's documentary An Inconvenient Truth and internalized a “generational call to arms, that my parents had screwed our generation” by causing the climate crisis, he says. 14 years later, he was working at Stripe and felt another call to arms: The 2020s would be a crucial decade for slashing carbon emissions and combating global warming. So, he and his co-founders Avi Itskovich and Christian Anderson all left Stripe to start Watershed, which helps companies measure and reduce their emissions.In this episode, Taylor and Joubin discuss Patrick Collison, Dan Miller-Smith, hiring challenges, Jonathan Neman, “golden age syndrome,” John Doerr and Mike Moritz, the Climate Reality Project, steady partnerships, DRI cultures, shared context, social distancing, information sprawl, and the founders' “woe is me” narrative.Chapters:(01:02) - Magnetic missions (06:40) - How enterprise sustainability works (08:40) - Watershed's first client, Sweetgreen (11:04) - Reflecting on the early days (16:36) - Al Gore and An Inconvenient Truth (18:53) - Mobilizing teenagers (22:16) - The origins of Watershed (27:04) - Leaving Stripe and raising money (31:41) - Interchangeable co-founders (33:33) - The ground truth (35:52) - The Dunbar Number (38:49) - Watershed's operating principles (42:23) - Intensity, priorities, and sacrifice (48:04) - Moving faster (50:53) - Sustainability is a part of business (52:48) - The topology of emissions (58:35) - Who Watershed is hiring Links:Connect with TaylorTwitterLinkedInConnect with JoubinTwitterLinkedInEmail: grit@kleinerperkins.com Learn more about Kleiner PerkinsThis episode was edited by Eric Johnson from LightningPod.fm

Welcome to The Nonlinear Library, where we use Text-to-Speech software to convert the best writing from the Rationalist and EA communities into audio. This is: Without Fundamental Advances, Rebellion and Coup d'État are the Inevitable Outcomes of Dictators & Monarchs Trying to Control Large, Capable Countries, published by Roko on January 31, 2024 on LessWrong. A pdf version of this report will be available Summary In this report, I argue that dictators ruling over large and capable countries are likely to face insurmountable challenges, leading to inevitable rebellion and coup d'état. I assert this is the default outcome, even with significant countermeasures, given the current trajectory of power dynamics and governance, and therefore when we check real-world countries we should find no or very few dictatorships, no or very few absolute monarchies and no arrangements where one person or a small group imposes their will on a country. This finding is robust to the time period we look in - modern, medieval, or ancient. In Section 1, I discuss the countries which are the focus of this report. I am specifically focusing on nations of immense influence and power (with at least 1000 times the Dunbar Number of humans) which are capable of running large, specialized industries and fielding armies of at least thousands of troops. In Section 2, I argue that subsystems of powerful nations will be approximately consequentialist; their behavior will be well described as taking actions to achieve an outcome. This is because the task of running complex industrial, social and military systems is inherently outcome-oriented, and thus the nation must be robust to new challenges to achieve these outcomes. In Section 3, I argue that a powerful nation will necessarily face new circumstances, both in terms of facts and skills. This means that capabilities will change over time, which is a source of dangerous power shifts. In Section 4, I further argue that governance methods based on fear and suppression, which are how dictatorships might be maintained, are an extremely imprecise way to secure loyalty. This is because there are many degrees of freedom in loyalty that aren't pinned down by fear or suppression. Nations created this way will, by default, face unintended rebellion. In Section 5, I discuss why I expect control and oversight of powerful nations to be difficult. It will be challenging to safely extract beneficial behavior from misaligned groups and organizations while ensuring they don't take unwanted actions, and therefore we don't expect dictatorships to be both stable and aligned to the goals of the dictator Finally, in Section 6, I discuss the consequences of a leader attempting to rule a powerful nation with improperly specified governance strategies. Such a leader could likely face containment problems given realistic levels of loyalty, and then face outcomes in the nation that would be catastrophic for their power. It seems very unlikely that these outcomes would be compatible with dictator survival. [[Work in progress - I'll add to this section-by-section]] Related work - https://www.lesswrong.com/posts/GfZfDHZHCuYwrHGCd/without-fundamental-advances-misalignment-and-catastrophe Thanks for listening. To help us out with The Nonlinear Library or to learn more, please visit nonlinear.org

Link to original articleWelcome to The Nonlinear Library, where we use Text-to-Speech software to convert the best writing from the Rationalist and EA communities into audio. This is: Without Fundamental Advances, Rebellion and Coup d'État are the Inevitable Outcomes of Dictators & Monarchs Trying to Control Large, Capable Countries, published by Roko on January 31, 2024 on LessWrong. A pdf version of this report will be available Summary In this report, I argue that dictators ruling over large and capable countries are likely to face insurmountable challenges, leading to inevitable rebellion and coup d'état. I assert this is the default outcome, even with significant countermeasures, given the current trajectory of power dynamics and governance, and therefore when we check real-world countries we should find no or very few dictatorships, no or very few absolute monarchies and no arrangements where one person or a small group imposes their will on a country. This finding is robust to the time period we look in - modern, medieval, or ancient. In Section 1, I discuss the countries which are the focus of this report. I am specifically focusing on nations of immense influence and power (with at least 1000 times the Dunbar Number of humans) which are capable of running large, specialized industries and fielding armies of at least thousands of troops. In Section 2, I argue that subsystems of powerful nations will be approximately consequentialist; their behavior will be well described as taking actions to achieve an outcome. This is because the task of running complex industrial, social and military systems is inherently outcome-oriented, and thus the nation must be robust to new challenges to achieve these outcomes. In Section 3, I argue that a powerful nation will necessarily face new circumstances, both in terms of facts and skills. This means that capabilities will change over time, which is a source of dangerous power shifts. In Section 4, I further argue that governance methods based on fear and suppression, which are how dictatorships might be maintained, are an extremely imprecise way to secure loyalty. This is because there are many degrees of freedom in loyalty that aren't pinned down by fear or suppression. Nations created this way will, by default, face unintended rebellion. In Section 5, I discuss why I expect control and oversight of powerful nations to be difficult. It will be challenging to safely extract beneficial behavior from misaligned groups and organizations while ensuring they don't take unwanted actions, and therefore we don't expect dictatorships to be both stable and aligned to the goals of the dictator Finally, in Section 6, I discuss the consequences of a leader attempting to rule a powerful nation with improperly specified governance strategies. Such a leader could likely face containment problems given realistic levels of loyalty, and then face outcomes in the nation that would be catastrophic for their power. It seems very unlikely that these outcomes would be compatible with dictator survival. [[Work in progress - I'll add to this section-by-section]] Related work - https://www.lesswrong.com/posts/GfZfDHZHCuYwrHGCd/without-fundamental-advances-misalignment-and-catastrophe Thanks for listening. To help us out with The Nonlinear Library or to learn more, please visit nonlinear.org

Tracey Camilleri and Samatha Rockey come to the Swamp and bring a treasure trove of research based thinking that leverages both the art and science necessary for building successful groups. They share their recommendations from their new book: The Social Brain: The Psychology of Successful Groups. We discuss  the Dunbar Number, the value creation that comes from investing time and energy in  fostering belonging and forming bonds that lead to bigger results. Samatha and Tracey are committed optimists who are using their research and writing to help organizations today and foster better working environments for future generations.LinksTracey's LinkedInSamantha's LinkedInThompson HarrisonTheir Book: The Social BrainI want to thank my great team that helps me sound better than I am. Jacki Hydock for her lending her wonderful voice to our introduction and outro Great music by Jazz Night Awesome episode production by the great team of We Edit Podcasts all the way up in Calgary, Alberta, Canada. Check them out at www.weeditpodcasts.com Thanks For Listening and Jumping into the Swamp

這幾天在準備回顧 2022 年；第一集是講中國和俄羅斯。拍片之後，我想到了一些事情可以在這裡補充；但入正題前，請容許我咬文嚼字。除非你是甚麼政治學者，否則你可能會覺得「獨裁」、「專制」和「極權」，是互通的幾個詞。獨裁，就是由一個，又或者兩三個人人，把持一切決定。由於權力太過集中，有人甚至認為，天下間根本不可能有真正的獨裁。任何統治都是要一群人去做，那就是專制。人類有史以來，都是專制。錢穆甚至曾經提出，古代中國不是獨裁，而是專制；由一小撮有同樣背景的人，把持所有決定。以上所提到的「同樣背景的人」，可以因血緣、種族、語言等，但也可以是純粹後天的身份；例如是某個黨的黨員，又或者是某個宗教的神職人員。專制，不一定是極權。甚至乎可以說，多數人都覺得，某程度的專制可以接受；尤其是當他們自己本身就是統治階層的一員；也有些人稱呼統治階層的成員做精英。極權，是完全另一個層次的控制。最極致的，是社會各個方面都完全控制，包括經濟、教育、媒體和私生活。另外，極權統治者的典型特徵是，擁有絕對權力，不受任何「外部勢力」束縛；所以在國際關係中，極權統治者一定要做「話事人」。否則，做不到「話事人」也要做「對頭人」。對內，極權統治者要人民絕對服從。宣傳、審查和恐嚇，都是慣用手段；異議更是必遭壓制。極權主義，亦會有一套無論如何都能夠自圓其說的意識形態。至於專制社會，會用利益去收買群眾；只要沒有直接威脅到精英的利益，專制社會只需要維持某程度的尊卑之分，而不用絕對的服從。假如用 George Orwell 的兩本名著去做類比，Animal Farm 所描繪的是一個專制社會，而 1984 的世界就是個極權的「反烏托邦」（Dystopian）。過去三十幾年，神奇國度似乎是由專制走向極權；尤其過去幾年，這個情況更加明顯。「為何要這樣細分？反正都是不民主，不是嗎？」歷史上，專制是常態。假如說十四億人的神奇國度是專制社會；那是正常不過的事，沒有有甚麼值得大驚小怪。但是極權統治卻是很難維持。不要忘記，天下間任何一個選擇都意味背後有一定代價；而極權統治，每個選擇的代價更是可以很大，也就是很高的管治成本。大家如果記得在 1984 當中，第一幕就是所有人都要對著電視機做運動，做得不夠落力，是為被責罰的，可以想像這種社會工程有多大的成本嗎？其他的監控維穩統戰，全部都是成本。當然，最終付出代價的，往往是社會最低層的人；不論是甚麼社會體制模式，亦如是。大家其實都心知肚明這一點，所以很多人其實不反抗專制，尤其當他們相信自己有機會晉身精英階層，當「人上人」。之前在另一篇文章有提到 Dunbar Number；人類學家對靈長類動物研究時發現，腦袋的運算能力，限制了我們可以應付的人際關係有多複雜。人類嘛，最多就只可以處理約 150 人。換句話說，我們生活裡面家人、親友、同事、朋友等，真的同屬於一個群體的人數，上限約莫就是 150 。「不對呀？那政權有幾千萬黨員呀。」無錯，當你想細想，就會發覺這個組織，有些設計還是頗為科學；例如他們的最高權力核心，政治局常委，是七個人。近代的心理學有個假說，就是所謂「七加或減二法則」，即是一個有效的小團體中，人數由五至九人不等。當然，不是說那個黨很刻意要用科學去設計他們的體制，但可以見到，神奇國度再神奇，也不可能違法基本的自然法則。在塔尖的政治局常委 7 人，由政治局委員是 24 人「選出」；政治局的 24 人，由 205 人的中央委員「選出」。205 人的中共中央委員，就是國度裡掌握了實權的人。當中又可以大概分成三批，中央、地方和軍隊。205 人的三個分支，每個系統其實也是幾十人左右；仍然在 150 人的限數之內。中央委員會裡面，又有不同的「工作小組」；工作小組大概也是按「七加或減二法則」去設置決策委員，指揮轄下機關。許多工作小組的成員，是重複的；這不只是架床疊屋的問題。更重要問題是，當極少人數要作出大多數決定，而他們掌握的資訊又極有限，結果很多決定都不能顧及「執行」和「被執行」者的現實情況。最終為了向上交差，往往用到威迫利誘，也衍生出以上所講管治成本高的問題，順帶一提，自從擔任香港行政長官之後，李家超嘗試將以上所提到的「工作小組」模式引入。但香港本來已經有一套行政的思維，刻意將中共的一套移植到香港的官僚體制，又會否出現器官排斥呢？二，以上所講在管理學中，是 span of control 的問題，而另一個維度就是 chain of command 的長短。假如是個只有幾個人的組織，權力集中或者會比分散有效；尤其是當效率是首要考慮。但當體制龐大，權力集中令到 chain of command 變得更長，另一個問題就是 communication breakdown。以神奇國教的頂層結構作參考，視乎涉及的範疇，由最高到最基層的執行，最少也有五層至七層。玩過 Telephone Game 就知道，一個訊息經過三傳，四傳之後就已經嚴重失真。而且這裡提的層，只是很粗略的階級區分，而不是實際溝通時涉及的人數。可以想像，在現實情況下，一個政策由上而下的傳達，到執行的時候，就只有最基層都能夠明白的指令，例如清零。「這種管理問題到處都有，為何在極權和專制社會的問題會更嚴重？」極權社會的問題，是資訊沒有透明度。明明掌握了在地資訊的，卻沒有權做決定；層層而上之後做的決定，幾乎可以肯定不是最前線所最著緊，又或者最可行。任何正常的管理，都會建議權力下放。但極權政府不能放權。所以，當權力不能下放，由上而下的 one-size-fit-all 的指令，往往就只可以是方向性的。無傷大雅的小事，結局就是「做咗當得咗」。不過，一旦涉及到具體執行的方法，指令就變成不顧一切代價的硬指令。清零，就是硬指令。住房不炒，就是沒有具體的「講咗當做咗」。以上兩種都同屬 communication breakdown。甚至有人認為，世間不可能有真正的極權統治，正如沒有真正的獨裁。另外，專制社會快要窒息的時候，為了生存，偶爾也會鬆一鬆。結果就是大家見到的周期現象：一放就亂，一亂就收，一收就死，一死又放。或者中共的夢想是演變成一個不會犯錯的極權社會；但現實中，是沒有可能由核心到外圍，仍然能夠鉅細無遺地監管十四億人每日的生活。越是甚麼都要管的極權統治，其實就製造越多漏洞；畢竟，每件事其實都可以視為 205 人與十四億鬥智鬥力。現代社會一個很重要的發明，就是官僚體制，但也有人認為，傳統中國社會就已經有官僚，例如唐律和科舉。但別忘了，在人類歷史上，很多概念都是在不同地方各自演化。官僚的極致，就是每個決定都是有規有舉，彷彿由機器人去做；官僚在處理已知的問題，可以很有效。所以，最能代表官僚文化的文具，就是圖章；官僚能夠表達的訊息，都應該是預先設計好的。所以，當官僚面對未知的事物，往往是不知所措；當指令不具體時，這些人肉機器亦不懂得自己要執行甚麼。法治和官僚體系是相輔相成的；偏偏在神奇國度，不少規則都是非正式的，對規則的解釋權，也是掌握在少數人的手上。正如以上所提到，集權不見得令神奇國度的決策質素更佳；決策很多時根本不能執行，又或者代價極高。集權越嚴重，越來越多政策不能被執行。就連香港本來高效的官僚，過去幾年都因為沒有自主，所以很多事情都做不出來。問題不只是人選的問題，而是整個決策的機制根本脫離現實；本身已經是一個死症。至於中國大陸裡面，情況也不會好到那裡。甚至乎，俄軍的作戰能力完全露底，軍備亦落。今年八月 Pelosi 訪台後，解放軍只可以用射導彈落海來宣洩情緒。軍演本來是要向其他國家展示作戰應變能力，而不是武器有多強大。人類早就有可以令生靈塗炭的大殺傷力武器；甚麼坦克大炮導彈，還有甚麼可怕？不方便的真相是，解放軍除了這些，就沒有能力組織更複雜的事。究竟中共知不知自己有以上的體制缺陷？我相信他們比任何人都更清楚問題所在。但對於政權，它的重點是要繼續執政，而不是改變這些問題。以上除了是政治，其實也是基本管理學。當然，知道應該怎樣去管理，和最終你可以選擇怎樣去管理，是兩回事。很多人身在體制中，也是無可奈何。如果未加入會員專享的討論區，可以循以下這個連結加入至於今日的 YouTube ，亦希望可以給大家在主流以外的一些另類觀點： This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit leesimon.substack.com/subscribe

This is episode 566. Tips for sales career success. Read the complete transcript on the Sales Game Changers Podcast website. MICHELLE'S TIP: “We can maintain 150 stable social relationships at a time. That's called Dunbar's number. If you can understand and be intentional about who are the 150 people who can continually move your goals forward, you can go actually build relationships with those folks because you have the time to do it, because you're so clear on such a small number. When you do that, then you have an exponential effect that keeps building over time.”  

Support Topic Lords on Patreon and get episodes a week early! (https://www.patreon.com/topiclords) Lords: * Erica plugs increasing optional mask compliance by farting * Jenni plugs birds * Jim plugs metaplugs repeating plugs Topics: * The System, and by extension, The Talenti Cup System * Decentralizing social media is gonna be real good for people not yelling at each other & kinda bad for sharing specialized information * We just taught Winston about "peeing in the woods" when we were going on a hike and now he wants to "pee in the woods" everywhere * https://www.poetryfoundation.org/poems/45521/i-wandered-lonely-as-a-cloud * Mark Rosewater designed devil fruits * Esper says: "As a longtime (since 1999, with only one substantial break) Magic: the Gathering player, it does my heart good to hear Mark Rosewater come up. His GDC talk about lessons he's learned in designing games is really sharp stuff (if a little 101 in places), check it out sometime." * Decarbonizing the language Microtopics: * Meta-plugging repeating plugs. * Bee Movie but it's text to speech. * Increasing optional mask compliance by farting. * Mass: the volume of gas inside you, and how to increase its compliance. * A meme that people teach to each other. * Packing a shoe into a box and opening up a big box of mold years later. * Categories of things that fit into one-pint gelato cups. * The Body Box. * How to make itinerant lifestyles bearable and possible. * Organizing your entire house into the House Box. * Using your Dunbar number to keep track of your house plants. * Getting on Topic Lords by searching "pineapple on pizza" * Social media platforms that are owned by a rich asshole. * Drastically improving productivity in the workplace by banning the email forwarding of news articles. * The overwhelming feeling of shame when you don't have a take on the latest discourse. * Going on Tori Amos AOL chat to talk to your social group. * Buddha's list of 89 things that make you angry. * We've invented a new way to be angry. * Repeating topics because you've forgotten what you were just talking about. * Peeing in the laundry closet and calling it peeing in the woods. * Explaining to a three year old when it's ok and when it's not ok to pee outside. * Pee-ka-boo. * Everything sucks and I have no control over anything but I can poop in the front yard. * Taking increasingly larger shits in Richard Kind's cat box. * How George Clooney gets away with poop modification. * Taking increasingly larger shits in the Li-Cor machine that measures leaf respiration. * Whether playing Tom Jones at work constitutes sexual harassment. * Tom Jones in his leisure suit. * Cleaning up the lyrics to make rock and roll palatable to white people but leaving in the line about the "one-eyed cat peepin' in a seafood store." * Whether it's still sexual harassment if nobody points out that it's sexual harassment. * Jocund company. * Telling the story of the time you saw a bunch of daffodils. * Seeing a bunch of daffodils and shouting "Fuck! These fucking flowers are fucking pretty as shit!" * Conceiving of yourself as an indoor person, separate from the outdoors. * Reading a Japanese dictionary of dirty words and saying "Fuck! These fucking dirty words are fucking good as shit!" * Conceiving of interior spaces as being one with exterior spaced. * You can't unpee the bush. * Finding and eating devil fruits. * Eating the fruit that lets you talk to dragons when dragons don't exist. * Seeing a gun dog and assuming that it was a dog that ate a gun fruit but actually it was a gun that ate a dog fruit. * What happens if you eat a second devil fruit. * Dengue fever creeping up into Texas from Mexico. * The best place to contract Dengue Fever. * Burning the candle at both ends of the day. * Eating the burrito from both ends. * Harvesting the bioluminescent fungus. * Turbines on a windless morn. * Burning solar panels as a fuel source. * The worst thing to happen to Twitter/the best thing to happen to Mastodon. * The Dunbar Number for plants. * Voting someone out of the marriage because there's only room for one person in here.

Friends. We love em. Sammie and Michelle cover platonic intimacy and how to maintain your friendships. They look through the framework and research provided by Robin Dunbar and his Dunbar Number and how that applies to platonic intimacy.  Show Notes: Gabby Windey from the Bachelor/Bachelorette  Attached: The New Science of Adult Attachment and How It Can Help You Find—and Keep—Love by Amir Levine and Rachel S.F. HellerDependency paradox (Wikipedia) Dunbar's Number You Can Only Maintain So Many Close Friendships (The Atlantic Interview with Robin Dunbar)Related Status Post Adulting Episodes:#14: Boundaries (Apple and Spotify) Status Post Adulting Instagram: @statuspostadultingStatus Post Adulting Email: statuspostadulting@gmail.comFind all show notes at statuspostadulting.com

“Pain shared, my brother, is pain not doubled but halved.”― Neil Gaiman My guest on this episode is Professor Robin Dunbar, the well-known anthropologist and evolutionary psychologist famous for his "Dunbar Number."  Robin is an Emeritus Professor of Evolutionary Psychology and head of the Social and Evolutionary Neuroscience Research Group in the Department of Experimental Psychology at the University of Oxford. He is also the author of 22 books including his most recent Friends — Understanding the Power of Our Most Important Relationships. For the few of you who have never heard of Dunbar's number, it is the discovery that there exists a cognitive limit on human groups of about 150. Generally, we can only maintain stable social relationships within a limited number in which each individual knows who the other is and how that person relates to each other.  On the show, Robin breaks down that upper number into concentric circles of much smaller groups that make up our close friends and best friends, explaining how they got there - and how we can maintain and grow them.  We discuss these topics… The importance of friends and the huge effect they have on our health A summary of his famous number - and its implications for friendships   How friendships change across a lifespan  How best friends are created  How and why friendships end  The pandemics impact on friendships, a bit about proximity  The effect of the internet, Zoom, and Social Media  Differences in friendship between the online and real-world The impact of individual differences in introversion and extraversion Friendships between men and women, the "When Harry Met Sally" question For show notes and more, visit www.larryweeks.com 

Baked and Awake Podcast 121 October 14 2021   Algorithms, Bots, Corporate, Internet, Social Media, Content Drift, Link Rot, Internet Rot, Potemkin Village , Google Search results, Deepfakes, Misinformation, FB Whistleblower, The Dunbar Number, Social Engineering Theory, COINTELPRO, Forum Sliding, Gaslight culture, Straw Men, Memetic weaponization, Devils' Advocate, Verifying the identity of someone on the internet is hard! Voice actors   In politics and economics, a Potemkin village is any construction (literal or figurative) whose sole purpose is to provide an external façade to a country that is faring poorly, making people believe that the country is faring better. The term comes from stories of a fake portable village built by Grigory Potemkin, former lover of Empress Catherine II, solely to impress the Empress during her journey to Crimea in 1787. While modern historians agree that accounts of this portable village are exaggerated, the original story was that Potemkin erected phony portable settlements along the banks of the Dnieper River in order to impress the Russian Empress; the structures would be disassembled after she passed, and re-assembled farther along her route to be viewed again as if another example.   Dead Internet Theory- what is it and why do we care?  Hello, welcome back once again to the Baked and Awake Podcast. I know it's been a few weeks since I read you all the story of The Smoky God, which if you missed it came back in September in two parts- but we are back together at the desk today to talk about a number of more contemporary matters, some of which I'm openly asking for your assistance with as regards fully understanding the matters described in the contents of one particular website I found recently while researching the initial topic, The Dead Internet Theory. Sounds awesome, doesn't it?  Dystopian even.  I'm sure there's an episode of Black Mirror about this out there somewhere, you know I never finished that particular anthology probably because it was all too believable to me, maybe. So, to explain a bit- the Dead Internet Theory seems to have come into existence just over the past year now online in forums like 4chan, reddit, and one much lesser known and truly unique community that I learned of called Agora Road, where threads discussing the extent of the theory have been written and heavily commented upon. Personally, I think I came across this on YouTube, where just a few but quite decent short pieces have been made on the topic, and I'll leave links to them below- and those videos sent me off a researching, including to a referenced recent journalistic piece written on The Dead Internet that was printed in The Atlantic back in August. I'll also be linking to the full article, but please be advised I believe The Atlantic only lets you read one or two articles per month without subscribing to the mag, so if you've just been bouncing off their website daily lately reading all their content like some kind of High falootin news addict, well you might just bump up against their paywall.  In that case I guess listen to me for a few more minutes then go find those videos in the description or show notes.  Long time listeners of the podcast will probably be well on their way already in terms of deducing what this is all about.  This theory is right in line with topics we have been talking about for years now here on the podcast, right?  Deepfakes, Artificial Intelligence, Pervasive Mass Surveillance and Social Engineering- Cybernetics, Silent Weapons for Quiet Wars. Those are all homework assignments for new listeners by the way.  Pretty much every phrase I just uttered there is a past show topic on one or more occasions, so feel free to dive into those archives because that's what they're there for, and every show I've ever produced includes a detailed show notes section with the resources I used to come up with the episode you're listening to.    And now, let's have a look at the think piece from The Atlantic to get a clear picture of what this dreadfully believable theory is all about. The piece was I think very well written by its creator, Kaitlyn Tiffany, so let's, shall we?    Former Colleague of mine from LinkedIn: Last summer googles results after the 5 or 6 item totally turned to garbage link bait, ripped and sliced diced sentence fragments that had logical meaning to the index but only negative net value. Especally frustrating if it was a technical paper that had citations, references to it were always to some sort of site that was craled and had its ip address in the results. Its gotten better, but it was a dark hole there for a while.   DEADGPK YT: I have only heard of it a few weeks ago as a full theory. Before there have been many things about AI being able to create things such as music, art and I believe there's an AI that even runs a YouTube channel. I have also looked into the digital influencers that have become popular or the years and they started around 2017 if i remember. While it's an interesting theory and definitely worth discussions, I'm not totally convinced it to the point of total AI take over. But it seems that it is definitely headed in that direction. Much of the interaction on social media seems manufactured to the point where you will see several accounts post the same exact thing. Bots are definitely used these days and it for the spread of misinformation imo.    Anecdotal from Nicole: Yesterday Nicole told me that she saw a post (likely on IG) that said something about “Conservatives are now waiting for Progressive accounts on Twitter to promulgate tweets that they know to be false out on the platform, and only when they know the meme has gained sufficient traction to maybe get to trending, they mass report the posts therefore often causing many people to be either suspended or banned from the platform. I said “that sounds like Culture Hacking to me”   What is Cult State?  A Website I found while researching The Dead Internet.  Help me understand what we've got a hold of here, and let me tell you what I've seen so far.  www.cultstate.com https://jigsaw.google.com/issues/#project-shield   https://therules.org/culture-hacking/ This is the article you need to read. “Welcome to The Butterfly War” https://www.cultstate.com/2017/10/13/The-Butterfly-War/ Pseudiom YT Channel and Dead Internet Theory Video:  https://www.youtube.com/watch?v=BEIZHlfjAT8   A White Paper cited early in Pseudiom's excellent video is itself a treasure trove of insight, and dated back to 2001: https://quod.lib.umich.edu/j/jep/3336451.0007.104?view=text;rgn=main Agora Road's Thread about Dead Internet https://forum.agoraroad.com/index.php?threads/dead-internet-theory-most-of-the-internet-is-fake.3011/page-6#post-15579   Join the Baked and Awake Discord: https://discord.gg/BKJ52JQ   My Website: www.bakedandawake.com  Email me: talktous@bakedandawake.com  Official Merch: https://www.teepublic.com/user/bakedandawake   My Peertube Channel: https://peertube.co.uk/accounts/baked_and_awake/video-channels    My LBRY Channel:  https://lbry.tv/@BakedandAwake:3?r=51gFhcjfVTWDBrSitnYrno8DVNqw3nHU   New 2021 Baked and Awake Podcast Theme Song by DJ Quod with original Viola Composition from Begin Scarseth.  Follow @thefamilyquod on Instagram to hear more    Additional Ambient Music generously provided by Antti Luode (http://www.soundclick.com/AnttiLuode),http://www.soundclick.com/_mobileFrame.cfm?bandID=1277008   Additional Music Provided with permission by Northwest Grab aka https://summoningsickness.bandcamp.com   I'm a Wikipedia Editor! (and you can be, too) https://en.wikipedia.org/wiki/User:Stephen_Cominski   DON'T CLICK THIS LINK: https://bit.ly/36towQy

Sun AM

In today's episode, I chat with Vineet Patawari - Co-Founder & CEO of StockEdge, and E-Learn Markets; two premier platforms for learning and getting better at financial trading in India. Vineet started off his career with a license in Chartered Accountancy and then went on to do his Masters at IIM-Indore in the mid-2000's. Foreseeing the boom of internet and the digital landscape in India, he ventured into Edtech with various ventures and eventually building and scaling two successful companies in E-learn markets which is a financial literacy platform with hundreds of courses, and StockEdge, which is an Equity markets analytics and research platform for retail investors. In 2020, Vineet was recognized by BusinessWorld as one of the 40 under 40 leaders in the Edtech industry. In this conversation, Vivek and I talk about how the pandemic has impacted Gen Z's mindset on finance and savings, insights on company building from his unique position in scaling two ventures in parallel and how he is tackling the Dunbar Number problem, and how over emphasis on user feedback paid back rich dividends for his product among other interesting tidbits. Without further ado, let's jump into the conversation.

This episode features Bad Econ Class, Clever Phrases, The Dunbar Number & Outdoor Transmissions! Learn more about your ad-choices at https://www.iheartpodcastnetwork.com

This podcast is sponsored by Verint. Verint helps the world's most iconic brands build enduring customer relationships by connecting work, data, and experiences across the enterprise. The Verint Customer Engagement Cloud Platform draws on the latest advancements in AI and analytics, an open cloud architecture, and The Science of Customer Engagement to meet ever-increasing, ever-shifting consumer interactions and demands. 5 Rules for Managing Your Customer Experience in Business to Business A lot of the behavioral sciences can feel intimidating. However, it doesn't have to be. The Five Rules Podcast Series is our attempt at giving you an easy entry point into the complex and messy world of Behavioral Science. There is a common misconception in organizations that their business customers buy rationally. However, these same organizations also think that their business is built on relationships. This dichotomy comes from a misunderstanding about business customers: they have emotional needs in their business-to-business relationships just like they do in their business-to-consumer ones.  Business customers want many of the same things retail customers do. Business customers share the same emotional needs to feel cared for by the companies they do business with for their business. They need to know they are appreciated and that they can trust the suppliers they use to help them reach their goals.  In other words, they need to feel happy and pleased with their business-to-business Customer Experience. In this episode, we share the 5 rules for managing your Customer Experience in business-to-business relationships, including: B2B is complicated, so you need to simplify it.  Recognize that customer emotions apply. Manage different customers differently. Define the experience to align the organization. Focus on the art of the possible. Key Ideas to Improve your Customer Experience  Here is a quick summary of why these are the five rules: B2B is complicated, so you need to simplify it. Due to the complex nature of businesses, particularly large corporate entities, it is essential to break down the Customer Experience into smaller, manageable parts.  Recognize that customer emotions apply. Emotions drive value in business relationships the same way they do in personal ones; how business customers feel in your experience is essential to manage.  Manage different customers differently. In your business relationships, you might have multiple contacts with various jobs within an account with different perceptions of your organization; understanding how these individual perceptions define the value your company provides is vital and might require adapting your approach depending upon the contact with whom you interact.  Define the experience to align the organization. It is critical to know what emotions are the most valuable to your organization's customers and how you want to evoke these emotions with your experience. However, we recommend setting the goal of the emotion and allowing the organization's departments determine how they will evoke that emotion in their part of the customer process.  Focus on the art of the possible. Not everyone will be on board with your plan, and that's okay. Some departments will and these early-adopters will score the first wins for the program. Once the other, less enthusiastic departments see the early-adopter's results, they will come around and join in the effort.  Here are some highlights of the discussion: 03:27 Colin shares some context about the complexity of managing Customer Experiences for large global corporate entities. 07:09 Ryan reviews the concept behind the Dunbar Number, which dictates how many relationships people can manage. 10:57 Colin explains a common dichotomy in thinking he encounters at his meetings with business-to-business clients. 13:40 Colin shares a story about working with a healthcare company and what it taught him about segmenting customers within a single account. 17:35 Colin explains how the Customer Experience manager should empower organizational departments to determine how to evoke the desired emotional outcome from customers in that department's part of the process. 22:25 Colin shares his advice for managing the departments that buy-in to the process—and how to handle the ones that don't. Please tell us how we are doing! Complete this short survey.  Customer Experience Information & Resources Download the new Verint research report on the Engagement Capacity Gap, by visiting www.Verint.com/boundless  Customer engagement is critical to your success. Join this three-day, virtual conference to discover tools and techniques that can help you build enduring customer relationships. Register at www.Verint.com/engage LinkedIn recognizes Colin Shaw as one of the 'World's Top 150 Business Influencers.' As a result, he has 289,000 followers of his work. Shaw is Founder and CEO of Beyond Philosophy LLC, which helps organizations unlock growth by discovering customers' hidden, unmet needs that drive value ($). The Financial Times selected Beyond Philosophy LLC as one of the best management consultancies for the last two years. Follow Colin on LinkedIn and Twitter. Click here to learn more about Professor Ryan Hamilton of Emory University.  Why Customers Buy: As an official "Influencer" on LinkedIn, Colin writes a regular newsletter on all things Customer Experience. Click here to join the other 22,000 subscribers.  Experience Health Check: You already have an experience, even if you weren't deliberate about it. Our Experience Health Check can help you understand what you have today. Colin or one of our team can assess your digital or physical Customer Experience, interacting with your organization as a customer to define what is good and what needs improving. Then, they will provide a list of recommendations for critical next steps for your organization. Click here to learn more.  How can we help? Click here to learn more about Beyond Philosophy's Suite of Services.

A lot of the behavioral sciences can feel intimidating. However, it doesn't have to be. The Five Rules Podcast Series is our attempt at giving you an easy entry point into the complex and messy world of Behavioral Science. There is a common misconception in organizations that their business customers buy rationally. However, these same organizations also think that their business is built on relationships. This dichotomy comes from a misunderstanding about business customers: they have emotional needs in their business-to-business relationships just like they do in their business-to-consumer ones.  Business customers want many of the same things retail customers do. Business customers share the same emotional needs to feel cared for by the companies they do business with for their business. They need to know they are appreciated and that they can trust the suppliers they use to help them reach their goals.  In other words, they need to feel happy and pleased with their business-to-business Customer Experience. In this episode, we share the 5 rules for managing your Customer Experience in business-to-business relationships, including: B2B is complicated, so you need to simplify it.  Recognize that customer emotions apply. Manage different customers differently. Define the experience to align the organization. Focus on the art of the possible. Key Ideas to Improve your Customer Experience  Here is a quick summary of why these are the five rules: B2B is complicated, so you need to simplify it. Due to the complex nature of businesses, particularly large corporate entities, it is essential to break down the Customer Experience into smaller, manageable parts.  Recognize that customer emotions apply. Emotions drive value in business relationships the same way they do in personal ones; how business customers feel in your experience is essential to manage.  Manage different customers differently. In your business relationships, you might have multiple contacts with various jobs within an account with different perceptions of your organization; understanding how these individual perceptions define the value your company provides is vital and might require adapting your approach depending upon the contact with whom you interact.  Define the experience to align the organization. It is critical to know what emotions are the most valuable to your organization's customers and how you want to evoke these emotions with your experience. However, we recommend setting the goal of the emotion and allowing the organization's departments determine how they will evoke that emotion in their part of the customer process.  Focus on the art of the possible. Not everyone will be on board with your plan, and that's okay. Some departments will and these early-adopters will score the first wins for the program. Once the other, less enthusiastic departments see the early-adopter's results, they will come around and join in the effort.  Here are some highlights of the discussion: 03:27 Colin shares some context about the complexity of managing Customer Experiences for large global corporate entities. 07:09 Ryan reviews the concept behind the Dunbar Number, which dictates how many relationships people can manage. 10:57 Colin explains a common dichotomy in thinking he encounters at his meetings with business-to-business clients. 13:40 Colin shares a story about working with a healthcare company and what it taught him about segmenting customers within a single account. 17:35 Colin explains how the Customer Experience manager should empower organizational departments to determine how to evoke the desired emotional outcome from customers in that department's part of the process. 22:25 Colin shares his advice for managing the departments that buy-in to the process—and how to handle the ones that don't. Please tell us how we are doing! Complete this short survey.  Customer Experience Information & Resources This podcast is sponsored by Verint. Verint helps the world's most iconic brands build enduring customer relationships by connecting work, data, and experiences across the enterprise. The Verint Customer Engagement Cloud Platform draws on the latest advancements in AI and analytics, an open cloud architecture, and The Science of Customer Engagement to meet ever-increasing, ever-shifting consumer interactions and demands. Download the new Verint research report on the Engagement Capacity Gap, by visiting www.Verint.com/boundless  Customer engagement is critical to your success. Join this three-day, virtual conference to discover tools and techniques that can help you build enduring customer relationships. Register at www.Verint.com/engage LinkedIn recognizes Colin Shaw as one of the 'World's Top 150 Business Influencers.' As a result, he has 289,000 followers of his work. Shaw is Founder and CEO of Beyond Philosophy LLC, which helps organizations unlock growth by discovering customers' hidden, unmet needs that drive value ($). The Financial Times selected Beyond Philosophy LLC as one of the best management consultancies for the last two years. Follow Colin on LinkedIn and Twitter. Click here to learn more about Professor Ryan Hamilton of Emory University.  Why Customers Buy: As an official "Influencer" on LinkedIn, Colin writes a regular newsletter on all things Customer Experience. Click here to join the other 22,000 subscribers.  Experience Health Check: You already have an experience, even if you weren't deliberate about it. Our Experience Health Check can help you understand what you have today. Colin or one of our team can assess your digital or physical Customer Experience, interacting with your organization as a customer to define what is good and what needs improving. Then, they will provide a list of recommendations for critical next steps for your organization. Click here to learn more.  How can we help? Click here to learn more about Beyond Philosophy's Suite of Services.

Chapter 1: New preliminary data suggests that mixing Pfizer-BioNtech and AstraZeneca COVID-19 vaccines is safe, but it’s still too soon to tell whether combining doses will provide protection against the virus. Guest: Crystal Goomansingh, Global News European Bureau Chief. Chapter 2: Ellen DeGeneres will end her talk show after 19 seasons.  This comes on the heels of wild allegations of a toxic workplace environment, which she says, had nothing to do with her decision to step away. Chapter 3: Vancouver’s mayor says he understands that some drug users aren’t happy with the city’s proposed model for decriminalization but time is of the essence and the details can be worked out later. Guest: Kennedy Stewart, Mayor of Vancouver. Chapter 4: A new survey has found strong support for virtual care at BC Children’s Hospital, with patients and their families saying it is the same, or even better, than in-person visits. Guest: Brenden Hursh, Pediatric endocrinologist at BC Children’s Hospital. Chapter 5: The BC School Fruit and Vegetable Nutritional Program, which provides fresh B.C. fruits, vegetables and milk to students, appears to be nixed after B.C. Agriculture Minister Lana Popham refused to acknowledge whether program funding will be continued. Guest: Patt Tonn, the executive director of the B.C. Agriculture in the Classroom Foundation. Chapter 6: You might have heard of the ‘Dunbar Number’ which is based on a 1993 study by Dr. Robin Dunbar.  The theory goes that humans could have no more than about 150 meaningful relationships, a measure that became known as Dunbar’s number. Chapter 7: By all accounts, there is a humanitarian crisis going on in India right now because of Covid-19. The stories coming out of that country are awful and it’s clear they need all the help they can get. Canada has been sending supplies but there is a way to do more. Chapter 8: The B.C. government says people who don’t pay COVID-19-related fines could be refused driver’s or vehicle licences.  Public Safety Minister Mike Farnworth announced the move Wednesday, which will be accomplished by amending the Motor Vehicle Act. Guest: Mike Farnworth, BC Public Safety Minister and Solicitor General. See omnystudio.com/listener for privacy information.

Hour 4 of A&G features the Dunbar Number, more trouble in the Middle East, the East Coast gas shortage, a community rakes in the dough--without really graduating any students and a gal plans a run in a wedding dress--why? Learn more about your ad-choices at https://www.iheartpodcastnetwork.com

Richard Kilgarriff shares OMI with Professor Robin Dunbar (famous for creating The "Dunbar Number" of 150 - the maximum number of relationships the human brain can maintain at any one time). Professor Dunbar leads the social and evolutionary neuroscience research group at Oxford University and has dedicated his career to exploring and explaining the Human Social World, possibly, he says, “the most complex phenomenon in the observed universe." His new book FRIENDS  goes deeper into the digital age to describe the power and impact of the social circles that ripple out from our most intimate relationships with family and friends to the people we just recognise in the street or on the screen.

In this episode we explore the Dunbar number theory that suggests we have a limit on how many friends we can have. We also go through the possibility of countries and cities productivity to be dependent on heat and we finish with a current trend on public transportation. Time stamps: Dunbar Number - Min 0.50; Heat Vs GDP - Min 15:39; Public Transportation Trend - Min 26:25

BigDHui, R. Scott Bolton and Joey talk about what's going on in the world .... and it's always something.

Audio source: https://share.transistor.fm/s/5337aec0Do you have a question you'd like me to address? Email me (sound files welcome!) swyx @ hey dot com!

There is a number, a very special number, which is inside all of us. It is inside you, inside me, and inside every person on Earth. It dictates our social interactions. It has determined the size of communities, Christmas Card lists, and has implications for social media.  Learn more about the Dunbar Number on this episode of Everything Everywhere Daily. Sign up for the Travel Photography Academy: http://TravelPhotographyAcademy.com -------------------------------- Executive Producer James Makkyla Associate Producer Thor Thomsen   Become a supporter on Patreon: https://www.patreon.com/everythingeverywhere   Discord Server: https://discord.gg/UkRUJFh   Instagram: https://www.instagram.com/everythingeverywhere/ Twitter: https://twitter.com/everywheretrip Reddit: https://www.reddit.com/r/EEDailyPodcast/ Website: https://everything-everywhere.com/everything-everywhere-daily-podcast/

Matt Selig wears many hats at SerVaas Labs, maker of Bar Keepers Friend (BKF). When facing pain points to running more efficiently before COVID struck, Matt knew how he wanted the BKF data to look, but he wasn't sure how to get there. Enter his relationship with P3 that began in February 2020. Matt kept the in-demand cleaning product of a post-COVID world top of mind and easily accessible with the help of customized and integrated dashboards to read real-time data for better business decisions.  Read the BKF/P3 Case Study!   Episode Timeline: 1:05 - The fascinating history of Bar Keepers Friend and founder Beurt SerVaas 3:00 - People's excited reactions to BKF are similar to people's excited reactions to Power BI 7:00 - Matt's many hats that he wears - From forklift driver to Executive Vice President, from curating and caretaking the Bar Keepers Friend Museum to BI Director- he does it all! 10:50 - Matt's history with Excel and how new tech and software was (and still sometimes is) shunned by the C-Suite 18:55 - A frustrating Pain Point that led Matt to the Power BI and P3 path, and the infamous Cocktail Napkin Dashboard Sketch 23:45 - Discovering Power BI was like discovering fire, and the ever-present pushback by the status quo 26:30 - The sociological aspect of large and small corporations, and The Dunbar Number-the rule of how many people one can maintain cognitive relationships with effectively 29:55 - The concept of one version of the truth is essential in answering vital business questions 36:40 - Matt Selig could be the Nostradamus of the modern age. He implemented Power BI at SerVaas Labs in February 2020, and it was truly the better way in the post-COVID world. He also managed to avoid some predatory "huckster" consultants before he partnered with P3 42:15 - Rob's crucial BI project timeline advice for 2021, Matt the BI and Power Platform sponge, and how SerVaas Labs and P3 work together to create amazing reports 53:00 - A peek inside of what's coming for SerVaas Labs and Bar Keeper's Friend in 2021 is Enterprise level stuff

Thirst Trap: A sexy photograph or flirty message posted on social media for the intent of causing others to publicly profess their attraction. This is done not to actually respond or satisfy any of this attraction, but to feed the posters ego or need for attention, at the expense of the time, reputation, and sexual frustration of those who view the image or reply. Simping: A male overly catering to the exaggerated emotions of a woman. Also; a man saying things to a woman he does not believe but only saying them because he thinks that she wants to hear them. Intimacy: close familiarity or friendship; closeness. Dunbar's Number: A suggested cognitive limit to the number of people with whom one can maintain stable social relationships—relationships in which an individual knows who each person is and how each person relates to every other person. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/everyoneneedsalittle/support

THE REFERRAL BUSINESS Tune in to this very informative conversation between Dean and Kevin Kauffman. Dean is a 30+ year veteran in the real estate business using his expertise in marketing and applying this knowledge to real estate. HOW MUCH HAS CHANGED in the REAL ESTATE BUSINESS? Dean’s reflection on how much has changed in the Real Estate world and how much hasn’t changed. In the beginning, Realtors had all of the information contained in a book and searches for properties were physical – you had to go to the open house, read the newspapers, talk to other agents. Now, everything is online and Buyers oftentimes know more than the Realtors. Back in the day, people desired getting top dollar in the least amount of time with little to no hassle. This was true 30 years ago and is still true today with the added benefit of more opportunities to make it happen. What hasn’t changed is Days on Market and the asking price percentage. (Kevin) How have you taken your Real Estate experience and your marketing experience and brought them both together? What’s really happening in the Real Estate world? (Dean) I spent 30 years to study how to crack the code of the real estate puzzle pieces of: 1. Getting listings 2. Multiplying your listings 3. Getting referrals 4. Converting leads 5. Finding Buyers. One area that is competition proof is the referral business. Dean employs the Dunbar Number and markets to his Inner Circle of 150 people defined as this – these are the people you recognize by their name, you would stop and have a conversation with them, and you know your position in their life. (Dean) So then the problem to solve is – How can you manage this ‘Relationship Profile’ as an asset for a 20% yield (which is the target and gold standard) to generate 30 referred transactions a year? For example: Take the number of repeat and referrals you had in the last year and divide by the 150 in your inner circle). Fifteen referrals yields a 10% repeat, 5 referrals yields a 3% repeat yet the goal is a 20% Return on Relationship and this requires real orchestration. 80% of referrals are passive and 20% are reactive. This makes up all referrals but leaves out the proactive referrals. What is an Orchestrated Referral Program? Ex: When showing a home in a particular neighborhood call or email a friend who lives in that neighborhood explaining what you are doing and ask if they know of anyone in that neighborhood who is interested in selling their home. This is a proactive referral. Discussion on the psychology of the herd – changing mass behavior, making people feel good to do something for you and elevating their perceived status and giving them opportunities to do so. We are all hard-wired to provide value to people in our inner circle of 150 and are constantly looking for an opportunity to add value. (Kevin) Yes, it’s like invoking the law of reciprocity. How can you make this happen? (Dean) By deconstructing the mechanics of how a referral works and orchestrating the situation in the mind of your inner circle of 150. 1. Get them to notice when a conversation about real estate is happening 2. Get them to think about you in that conversation 3. Get them to introduce you to the person they are having the conversation with. 4. Get them to keep you on their mind so you come to mind in their conversations with others What are the high probability conversations? Anyone buying, selling, moving up, downsizing, vacation home, investment home, sweat equity, winterize your home, etc.   INTRODUCTION TO THE WORLD’S GREATEST POSTCARD To stay on people’s minds, Dean sends out a postcard to his inner circle of 150 to stay on the minds of his friends. In this way, he manages his relationship portfolio asset for a 20% yield in new business by changing the mindset and conversation and programming this into the minds of his friends using the postcard as a proactive referral tool. http://theworldsmostinterestingpostcard.com/   LISTING MULTIPLIER INDEX Explanation of the Metric Index for listings. Take how many listings you obtained from one listing and divide by 10 to get an index. Each listing should yield 5 opportunities for more business: 1. Get is SOLD 2. You find a buyer for this listing 3. A buyer in interested in another property from you 4. Another listing 5. A referral from the seller before the transaction is closed   IN CLOSING (Kevin) Using the two metrics of the Listing Multiplier Index and the Return on Relationship Asset to find out where you are at in your own business and how to increase those numbers speaks to the ‘competition proof’ solution that Dean talks about. (Dean) There’s always been constant challenges in this business but the bottom line is people will gravitate to the most convenient thing. (Kevin) I learned an important lesson from you that you can’t remind people to come to your event or to refer you; speak about the 9 Word Email. (Dean) There are always two timeframes: NOW and not NOW. I am in 100% pursuit of NOW and that is where the 9 Word email came from. The old mindset of (pre) judging leads as being good or bad has been replaced with the 9 Word Email. The reality is leads are what they are (is what it is) and nothing is going to change that. We all look for the 5 Star Leads which is a compilation of people willing to engage in a dialogue, are friendly and cooperative, they know what they want, they know when they want it, and they would like us to help them get it.   How to discover the 5 Star Prospects from all the rest of your leads? Everyone has leads that have slipped through the cracks or were prejudged as not good. Gather up those leads and send the 9 Word Email which revives dead leads from NOT now to NOW. https://ilovemarketing.com/have-you-tried-a-9-word-email/ Reference links: http://www.gogoagent.com/ http://gettingreferrals.com/   DEAN JACKSON BIO There have been men throughout history who have captured ideas seemingly plucking out them out of thin air and giving them to an incredulous population. Dean Jackson is one of those men. Dean’s greatest joy in life is to find a new idea and share it with those around him. This is Dean’s unique approach to marketing. His inspirational approach to marketing is bringing new DNA to the net. His approach is to compartmentalize your business model into three phases: Before, During, and After and using a steady drip campaign finding the multipliers to launch your business into a new dimension. (Conversation is condensed and paraphrased for convenience and flow.)

In this episode, Allen joined Shahin to talk about what truly Agile is in today’s world of Software Development. Topics We conversed about and around the following topics: Agile or Not Agile is nothing more than Better Software Better What is Real Agile Thinking? Reasons to Avoid Agile Fake Agile, Dark Agile (Foe Agile) Trust is the heart of agile SAFE v.s. Scrum; Kanban Board Assumes Linear Process Agile in The Time of Corona Scrum’s Response to Corona Remote Working Went Bad – More Silos The Complexity Of Working From Home Work Is A Human Activity Challenges of Successful Agile Transformation in Large Organization (And Typically Failures) Experiments Failure in Big Organizations; PMO and Agile Failure Pattern ING Transformation Story (New Zealand) + Home Depot Dunbar Number Agile Architecture Designing Flexible (Agile) Code and Dependency (of code) with the Client; The Holub Principle Architecture Process Code Culture Connected for True Agile Mob Moves Forward Even If Individual Has To Drop Out And Come Back In Social Software Development & Mentorship People & Resources: We referred to and/or mentioned the following people and/or resources: Books Fixing Your Scrum – (Amazon US – Amazon CA) Scrum: The Art of Doing Twice the Work in Half the Time – (Amazon US – Amazon CA) Holub on Patterns (Amazon US – Amazon CA) People: Ryan Ripley Jeff Sutherland Ken Schwaber The New New Product Simon Brown Gerry Weinberg For more details please visit http://podcast.leanonagile.com. Twitter: twitter.com/LeanOnAgileShow  LinkedIn: linkedin.com/company/lean-on-agile

This week, we saw an article in NewScientist titled, “Psychology tips for maintaining social relationships during the lockdown.”  For those of you who haven’t seen it, we thought it would be valuable to review that and other tips on staying sane during a shelter-in-place order.In this episode, Kurt and Tim look at hints and tips to stay more socially connected while needing to be physically distant.The article that got us excited about this topic was written by Robin Dunbar, PhD, a British anthropologist, evolutionary psychologist and an expert in social bonding. Dr. Dunbar created a concept called the “Dunbar Number,” which explores the number of people with whom we can maintain stable social relationships – relationships in which we know who each person is and how each person relates to every other person.We hope you enjoy this week’s episode.LinksPsychology tips for maintaining social relationships during lockdown: https://www.newscientist.com/article/2240487-psychology-tips-for-maintaining-social-relationships-during-lockdown/?utm_source=NSDAY&utm_campaign=adbf6d03c7-NSDAY_150420&utm_medium=email&utm_term=0_1254aaab7a-adbf6d03c7-373930907Dunbar Number – Wikipedia: https://en.wikipedia.org/wiki/Dunbar%27s_numberHarlow’s monkey Experiment: https://www.psychologynoteshq.com/harlows-monkey-experiment/Endorphins: effects and how to increase levels: https://www.medicalnewstoday.com/articles/320839#low-endorphins-and-health-conditionsMusic reduces stress: https://www.thehealthy.com/mental-health/anxiety/songs-to-reduce-anxiety/Debussy “Clair de Lune”: https://www.youtube.com/watch?v=WNcsUNKlAKwChopin “Mazurka”: https://www.youtube.com/watch?v=Yn2tOKHjEMQOpioid release after high-intensity interval training in healthy human subjects: https://www.nature.com/articles/npp2017148

In the third episode in their series, How to Attract More Guests to Your Sunday Morning Assembly, Kerry and Becky discuss a simple method to grow the Sunday Morning assembly: invite your unchurched friends to church.  But, how many of us have unchurched friends?  And how can we develop relationships with the unchurched?

We live in a world so complicated and immense it challenges our comparably simple minds to even know which information we should use to make decisions. The human brain seems tuned to follow simple rules, and those rules change depending on the people we can turn to for support: when we decide to follow the majority or place our trust in experts, for example, depends on the networks in which we’re embedded. Consequently, much of learning and decision-making has as much or more to do with social implications as it has to do with an objective world of fact…and this has major consequences for the ways in which we come together to solve complex problems. Whether in governance, science, or private life, the strategies we lean on — mostly unconsciously — determine whether we form wise, effective groups, or whether our collective process gets jammed up with autocrats or bureaucrats. Sometimes the crowd is smarter than the individual, and sometimes not, and figuring out which strategies are better requires a nuanced look at how we make decisions with each other, and how information flows through human networks. Given the scale and intensity of modern life, the science of our social lives takes on profound importance.This week’s guest is SFI Professor & Cowan Chair in Human Social Dynamics Mirta Galesic, External Faculty at the Complexity Science Hub in Vienna, and Associate Researcher at the Harding Center for Risk Literacy at the Max Planck Institute for Human Development in Berlin. In this episode we talk about her research into how simple cognitive mechanisms interact with social and physical environments to produce complex social phenomena…and how we can understand and cope with the uncertainty and complexity inherent in many everyday decisions.If you enjoy this podcast, please help us reach a wider audience by leaving a five-star review at Apple Podcasts. Thanks for listening!Visit our website for more information or to support our science and communication efforts.Join our Facebook discussion group to meet like minds and talk about each episode.Mirta’s Website.Visit Mirta’s Google Scholar Page for links to all the papers we discuss.Mirta’s 2015 talk at SFI: “How interaction of mind and environment shapes social judgments.”Digital Transformation documentary about Mirta and her work.Michelle Girvan’s SFI Community Lecture on reservoir computing.Podcast Theme Music by Mitch Mignano.Follow us on social media:Twitter • YouTube • Facebook • Instagram • LinkedIn

Can a brand experience feel like an authentic experience? How can brands improve trust? What are ways that a brand can showcase their values? In this special episode of IBM thinkLeaders, recorded live at Cannes Lions, we are joined by Justin Shriber (Head of Marketing for LinkedIn Sales Solutions) & Reid Blackman (Founder & CEO of Virtue). We talk to Justin and Reid about navigating the customer experience, building authentic relationships, and whether platforms can empower one-to-one relationships. We also dive into the merits of the Dunbar Number and scaling relationship online, brand safety, data as currency, and when it might be appropriate to automate our communication. “We talk a lot about authenticity and I think that that conversation is going to evolve. Authenticity to me is simply being transparent with what your motives and your aspirations are. And the reality is that as marketers, as sales professionals, we can be authentic and that may not necessarily align with what customers are interested in. If as a marketer, what I really care about is moving more merchandise, moving more products and services, I'm being authentic, but that isn't necessarily the answer. So I think that there's going to be an evolution not just of being authentic, but also making sure that the things that you're being authentic about aligning to the audience that you're trying to reach.” -Justin Shriber, Head of Marketing for LinkedIn Sales Solutions “Those kinds of things are really important and they're good, but they could also be misleading in the following sense. It's easy to be the hero in one way by doing some grand gesture. It's difficult to be good day in and day out. And so one thing that companies really need to do is not just think about what are the big gestures we can make that would be a useful way of communicating our values. But what can we do day in and day out? What can we build into operations and workflow to make it the case that we really do take our values seriously?” -Reid Blackman, Founder & CEO of Virtue BIOS Justin Shriber is the Head of marketing for LinkedIn Sales Solutions. For two decades Shriber has helped companies accelerate growth and profitability by building strategies that align marketing, sales and service with customer needs. At Oracle, he headed Oracle’s CRM OnDemand organization, and at Siebel he was one of the early pioneers of the cloud, leading product teams responsible for delivering the first generation of SaaS applications. He was also vice president of products at C9, where he led product management, product marketing and strategy. @jshriber Reid Blackman is the founder & CEO of Virtue, an ethical tech consultancy.Reid was gripped by ethical problems the first semester of his first year in college over 20 years ago. Countless hours later, after reading, arguing, and teaching about ethics, he’s still hungry for more. While his early research concerned issues largely contained within the ivory tower, his research has become increasingly action-orientated, particularly as it concerns the ethics of institutions like governments and corporations, and also the ethics of emerging technologies. He has taught at Northwestern University, the University of Texas in Austin, the University of North Carolina in Chapel Hill, and Colgate University. He currently sits on the committee for “Methods to Guide Ethical Research and Design” for the IEEE Global Initiative on Ethics of Autonomous and Intelligent Systems and is a member of the European Union Artificial Intelligence Alliance. When he isn’t doing ethics you can find him with his wife and children, unless there’s rock climbing to be done.

THE REFERRAL BUSINESS Tune in to this very informative conversation between Dean and Kevin Kauffman. Dean is a 30+ year veteran in the real estate business using his expertise in marketing and applying this knowledge to real estate. HOW MUCH HAS CHANGED in the REAL ESTATE BUSINESS? Dean's reflection on how much has changed in the Real Estate world and how much hasn't changed. In the beginning, Realtors had all of the information contained in a book and searches for properties were physical – you had to go to the open house, read the newspapers, talk to other agents. Now, everything is online and Buyers oftentimes know more than the Realtors. Back in the day, people desired getting top dollar in the least amount of time with little to no hassle. This was true 30 years ago and is still true today with the added benefit of more opportunities to make it happen. What hasn't changed is Days on Market and the asking price percentage. (Kevin) How have you taken your Real Estate experience and your marketing experience and brought them both together? What's really happening in the Real Estate world? (Dean) I spent 30 years to study how to crack the code of the real estate puzzle pieces of: 1. Getting listings 2. Multiplying your listings 3. Getting referrals 4. Converting leads 5. Finding Buyers. One area that is competition proof is the referral business. Dean employs the Dunbar Number and markets to his Inner Circle of 150 people defined as this – these are the people you recognize by their name, you would stop and have a conversation with them, and you know your position in their life. (Dean) So then the problem to solve is – How can you manage this ‘Relationship Profile' as an asset for a 20% yield (which is the target and gold standard) to generate 30 referred transactions a year? For example: Take the number of repeat and referrals you had in the last year and divide by the 150 in your inner circle). Fifteen referrals yields a 10% repeat, 5 referrals yields a 3% repeat yet the goal is a 20% Return on Relationship and this requires real orchestration. 80% of referrals are passive and 20% are reactive. This makes up all referrals but leaves out the proactive referrals. What is an Orchestrated Referral Program? Ex: When showing a home in a particular neighborhood call or email a friend who lives in that neighborhood explaining what you are doing and ask if they know of anyone in that neighborhood who is interested in selling their home. This is a proactive referral. Discussion on the psychology of the herd – changing mass behavior, making people feel good to do something for you and elevating their perceived status and giving them opportunities to do so. We are all hard-wired to provide value to people in our inner circle of 150 and are constantly looking for an opportunity to add value. (Kevin) Yes, it's like invoking the law of reciprocity. How can you make this happen? (Dean) By deconstructing the mechanics of how a referral works and orchestrating the situation in the mind of your inner circle of 150. 1. Get them to notice when a conversation about real estate is happening 2. Get them to think about you in that conversation 3. Get them to introduce you to the person they are having the conversation with. 4. Get them to keep you on their mind so you come to mind in their conversations with others What are the high probability conversations? Anyone buying, selling, moving up, downsizing, vacation home, investment home, sweat equity, winterize your home, etc.   INTRODUCTION TO THE WORLD'S GREATEST POSTCARD To stay on people's minds, Dean sends out a postcard to his inner circle of 150 to stay on the minds of his friends. In this way, he manages his relationship portfolio asset for a 20% yield in new business by changing the mindset and conversation and programming this into the minds of his friends using the postcard as a proactive referral tool. http://theworldsmostinterestingpostcard.com/   LISTING MULTIPLIER INDEX Explanation of the Metric Index for listings. Take how many listings you obtained from one listing and divide by 10 to get an index. Each listing should yield 5 opportunities for more business: 1. Get is SOLD 2. You find a buyer for this listing 3. A buyer in interested in another property from you 4. Another listing 5. A referral from the seller before the transaction is closed   IN CLOSING (Kevin) Using the two metrics of the Listing Multiplier Index and the Return on Relationship Asset to find out where you are at in your own business and how to increase those numbers speaks to the ‘competition proof' solution that Dean talks about. (Dean) There's always been constant challenges in this business but the bottom line is people will gravitate to the most convenient thing. (Kevin) I learned an important lesson from you that you can't remind people to come to your event or to refer you; speak about the 9 Word Email. (Dean) There are always two timeframes: NOW and not NOW. I am in 100% pursuit of NOW and that is where the 9 Word email came from. The old mindset of (pre) judging leads as being good or bad has been replaced with the 9 Word Email. The reality is leads are what they are (is what it is) and nothing is going to change that. We all look for the 5 Star Leads which is a compilation of people willing to engage in a dialogue, are friendly and cooperative, they know what they want, they know when they want it, and they would like us to help them get it.   How to discover the 5 Star Prospects from all the rest of your leads? Everyone has leads that have slipped through the cracks or were prejudged as not good. Gather up those leads and send the 9 Word Email which revives dead leads from NOT now to NOW. https://ilovemarketing.com/have-you-tried-a-9-word-email/ Reference links: http://www.gogoagent.com/ http://gettingreferrals.com/   DEAN JACKSON BIO There have been men throughout history who have captured ideas seemingly plucking out them out of thin air and giving them to an incredulous population. Dean Jackson is one of those men. Dean's greatest joy in life is to find a new idea and share it with those around him. This is Dean's unique approach to marketing. His inspirational approach to marketing is bringing new DNA to the net. His approach is to compartmentalize your business model into three phases: Before, During, and After and using a steady drip campaign finding the multipliers to launch your business into a new dimension. (Conversation is condensed and paraphrased for convenience and flow.)

Did you know there is a theory that says there is a cap on the number of friends you can have an actual real social connection? Discussing the Dunbar Number theory today and if social media has any effect on the method since Facebook wasn't around when anthropologist Robin Dunbar published the approach in the 1990's. Wikipedia's Dunbar Number description: https://en.wikipedia.org/wiki/Dunbar%27s_number --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/everyoneneedsalittle/support

I wish I could forget the fact that my X girlfriend was right, why can't I control the Dunbar number, garbage in equals garbage out If you cannot see the audio controls, your browser does not support the audio element

What an incredible conversation! - Ashutosh is a scientist of physics in training and a very talented musician. Check out his latest releases "Spaceship" and "Being Human" here: https://spoti.fi/2t4dT4D. Ash grew up on the small island of Maruitius off the coast of Madagascar and now resides in Leeds, UK. In this episode we talked about how important it is for the human spirit to be “wary” of fame, the relevance of the Dunbar Number, how physics and music intersect, codifying your life experience to share with others, and embracing your inner nerd. Anything Goes! - If you have a message or feel missunderstood... I want to chat with you on the podcast! Hit me up at: anythinggoesjoe@gmail.com

Where will the Agile space be in ten years? This great question kicks off this edition of Round Table Roulette with our guests Aidee Fischer, Corey Post and Steve Kovach, three experienced Agile coaches here at SolutionsIQ. On the topic of the future of Agile, our guests are unanimous: "Agile will be everywhere." Other questions and conversation topics that host Howard Sublett guides our guests through include: Can Agile work at any scale? If no, at what size does it break down? (Fischer: "Depends on what we mean by Agile. If we're talking about the idea of delivery value quickly to customers, being more customer-centric... making our people or products the best that they can be, then I think that, yes: it could work at any scale.") What do you tell managers that want to compare Agile teams to each other? Is there a "Dunbar Number" for Agile? How do you know if someone is a good or great Agile coach? Share a story about Agile outside of software. (Kovach was moved last year by a session he attended at Mile High Agile by the teenaged Aaron Vadakkana who has been using Scrum at home for years. Listen here: Agileamped – Using-scrum-at-home-with-aaron-vadakkan) If you could only give one piece of advice to a new ScrumMaster, what would it be? Podcast library: www.agileamped.com Connect with us on social media! Twitter: twitter.com/AgileAmpedFacebook: www.facebook.com/agileampedInstagram: www.instagram.com/agileamped/

JSJ 277: Dojo 2 with Dylan Schiemann and Kitson Kelly This episode of JavaScript Jabber features panelists Aimee Knight, Cory House, and Charles Max Wood. They talk with Dylan Schiemann and Kitson Kelly about Dojo 2. [00:02:03] Introduction to Dylan Schiemann Dylan is the CEO at Sitepen and co-founder of the Dojo Toolkit. [00:02:22] Introduction to Kitson  Kitson is the CTO at Sitepen and project lead for Dojo 2. [00:02:43] Elevator Pitch for Dojo Dojo 1 has been around forever. Started back in 2004 as a way to solve the challenge of "I want to build something cool in a browser." Promises and web components were inspired by or created by Dojo. It's been a huge influence on the web development community. Dojo 2 is a ground up re-write with ES 2015, TypeScript and modern API's. It's a modernized framework for Enterprise applications. [00:04:29] How is Dojo different from other frameworks? There's a spectrum: small libraries like React with an ecosystem and community of things you add to it to Angular which is closer to the MV* framework with bi-directional data binding. Vue lands somewhere in the middle. Dojo 2 is also somewhere in the middle as well. It's written in TypeScript and has embraced the TypeScript experience. [00:06:00] Did the Angular 2 move influence the Dojo 2 development and vice-versa? Dojo 2 had moved to TypeScript and 2 days later Angular announced that they were going to TypeScript. Angular also moved very quickly through their BETA phase, which caused some challenges for the Angular community. With Dojo 2, they didn't start the public discussion and BETA until they knew much better what was and wasn't going to change. They've also been talking about Dojo 2 for 6 or 7 years. The update was held up by adoption of ES6 and other technologies. Dojo 1 was also responsible for a lot of the low-level underpinning that Angular didn't have to innovate on. Dojo 2 was built around a mature understanding of how web applications are built now. People doing Enterprise need a little more help and assistance from their framework. Dojo provides a much more feature rich set of capabilities. Angular could have pushed much more of TypeScript's power through to the developer experience. Dojo much more fully adopts it. It's also easier if all of your packages have the same version number. Call out to Angular 4 vs Angular 2. [00:12:44] AMD Modules Why use AMD instead of ES6 modules? You can use both. Dojo 2 was involved in the creation of UMD. James Burke created UMD while working on Dojo. ES6 modules and module loading systems weren't entirely baked when Dojo 2 started to reach maturity, so they went with UMD. It's only been a few months since Safari implemented the ES6 module system. Firefox and friends are still playing catchup. The Dojo CLI build tool uses webpack, so it's mostly invisible at this point. So, at this point, should I be using UMD modules? or ES6? Is there an advantage to using AMD? With TypeScript you'd use ES6 modules, but UMD modules can be loaded on the fly. [00:16:00] Are you using Grunt? Internally, for tasks we use Grunt. But for users, we have a CLI tool that wraps around Webpack. For package builds and CI, Grunt is used. [00:18:30] What is the focus on Enterprise all about? There are a lot of different challenges and complexities to building Enterprise apps. Dojo was the first framework with internationalization, large data grids, SVG charts, etc. Dojo has spend a long time getting this right. Many other systems don't handle all the edge cases. Internationalization in Angular 2 or 4 seems unfinished. Most Dojo users are building for enterprises like banks and using the features that handle large amounts of data and handle those use cases better. [00:21:05] If most application frameworks have the features you listed, is there a set of problems it excels at? The Dojo team had a hard look at whether there was a need for their framework since many frameworks allow you to build great applications. Do we want to invest into something like this? React has internationalization libraries. But you'll spend a lot of time deciding which library to use and how well it'll integrate with everything else. A tradeoff in decision fatigue. In the Enterprise, development isn't sexy. It's necessary and wants to use boring but reliable technology. They like to throw bodies at a problem and that requires reliable frameworks with easily understood decision points. Producing code right is a strong case for TypeScript and they pull that through to the end user. Many frameworks start solving a small set of problems, become popular, and then bolt on what they need to solve everything else... Dojo tried to make sure it had the entire package in a clear, easy to use way. You can build great apps with most of the big frameworks out there. Dojo has been doing this for long enough that they know where to optimize for maintainability and performance. [00:29:00] Where is Dojo's sweet spot?  The Sitepen Blog series on picking a framework The biggest reason for using Dojo over the years is the data grid component. They also claim to have the best TypeScript web development experience. You may also want a component based system with the composition hassles of React. The composability of components where one team may write components that another uses is a big thing in Dojo where one person doesn't know the entire app you're working on. Theming systems is another selling point for Dojo. [00:34:10] Ending the framework wars Try Dojo out and try out the grid component and then export it to your Angular or React app. There are a lot of frameworks out there that do a great job for the people who use them. The focus is on how to build applications better, rather than beating out the competition. Sitepen has build apps with Dojo 2, Angular, React, Dojo + Redux, etc. [00:39:01] The Virtual DOM used by Dojo 2 years ago or so they were looking for a Virtual DOM library that was small and written in TypeScript. They settled on Maquette. The more you deal with the DOM directly, the more complex your components and libraries become. Makes things simpler for cases like server side rendering getting fleshed out in BETA 3. It also allows you to move toward something like React Native and WebVR components that aren't coupled to the DOM. They moved away from RxJS because they only wanted observables and shimmed in (or polyfilled) the ES-Next implementation instead of getting the rest of the RxJS  that they're not using. [00:46:40] What's coming next? They're finishing Dojo 2. They're polishing the system for build UI components and architecture and structuring the app. They plan to release before the end of the year. They're also wrapping up development on the Data Grid, which only renders what shows on the screen plus a little instead of millions of rows. [00:49:08] Testing They've got intern. It pulls together unit testing, functional testing, continuous integration hooks, accessibility testing, etc. It's rewritten in TypeScript to take advantage of modern JavaScript. The Dojo CLI uses intern as the default test framework. Kitson build the test-extras library to help with Dojo testing with intern. Dojo Links dojo.io github.com/dojo/meta sitepen.com/blog gitter channel github.com/dylans twitter.com/dylans twitter.com/sitepen twitter.com/dojo github.com/kitsonk twitter.com/kitsonk Picks Cory Amateur vs Professional Aimee DevFest Florida (use code 'jsjabber') Chuck Taking some time off AudioTechnica ATR2100 How to define your life purpose in 5 minutes Dylan zenhub HalfStack Conference How to choose a framework series on the Sitepen Blog Kitson Dunbar Number  

JSJ 277: Dojo 2 with Dylan Schiemann and Kitson Kelly This episode of JavaScript Jabber features panelists Aimee Knight, Cory House, and Charles Max Wood. They talk with Dylan Schiemann and Kitson Kelly about Dojo 2. [00:02:03] Introduction to Dylan Schiemann Dylan is the CEO at Sitepen and co-founder of the Dojo Toolkit. [00:02:22] Introduction to Kitson  Kitson is the CTO at Sitepen and project lead for Dojo 2. [00:02:43] Elevator Pitch for Dojo Dojo 1 has been around forever. Started back in 2004 as a way to solve the challenge of "I want to build something cool in a browser." Promises and web components were inspired by or created by Dojo. It's been a huge influence on the web development community. Dojo 2 is a ground up re-write with ES 2015, TypeScript and modern API's. It's a modernized framework for Enterprise applications. [00:04:29] How is Dojo different from other frameworks? There's a spectrum: small libraries like React with an ecosystem and community of things you add to it to Angular which is closer to the MV* framework with bi-directional data binding. Vue lands somewhere in the middle. Dojo 2 is also somewhere in the middle as well. It's written in TypeScript and has embraced the TypeScript experience. [00:06:00] Did the Angular 2 move influence the Dojo 2 development and vice-versa? Dojo 2 had moved to TypeScript and 2 days later Angular announced that they were going to TypeScript. Angular also moved very quickly through their BETA phase, which caused some challenges for the Angular community. With Dojo 2, they didn't start the public discussion and BETA until they knew much better what was and wasn't going to change. They've also been talking about Dojo 2 for 6 or 7 years. The update was held up by adoption of ES6 and other technologies. Dojo 1 was also responsible for a lot of the low-level underpinning that Angular didn't have to innovate on. Dojo 2 was built around a mature understanding of how web applications are built now. People doing Enterprise need a little more help and assistance from their framework. Dojo provides a much more feature rich set of capabilities. Angular could have pushed much more of TypeScript's power through to the developer experience. Dojo much more fully adopts it. It's also easier if all of your packages have the same version number. Call out to Angular 4 vs Angular 2. [00:12:44] AMD Modules Why use AMD instead of ES6 modules? You can use both. Dojo 2 was involved in the creation of UMD. James Burke created UMD while working on Dojo. ES6 modules and module loading systems weren't entirely baked when Dojo 2 started to reach maturity, so they went with UMD. It's only been a few months since Safari implemented the ES6 module system. Firefox and friends are still playing catchup. The Dojo CLI build tool uses webpack, so it's mostly invisible at this point. So, at this point, should I be using UMD modules? or ES6? Is there an advantage to using AMD? With TypeScript you'd use ES6 modules, but UMD modules can be loaded on the fly. [00:16:00] Are you using Grunt? Internally, for tasks we use Grunt. But for users, we have a CLI tool that wraps around Webpack. For package builds and CI, Grunt is used. [00:18:30] What is the focus on Enterprise all about? There are a lot of different challenges and complexities to building Enterprise apps. Dojo was the first framework with internationalization, large data grids, SVG charts, etc. Dojo has spend a long time getting this right. Many other systems don't handle all the edge cases. Internationalization in Angular 2 or 4 seems unfinished. Most Dojo users are building for enterprises like banks and using the features that handle large amounts of data and handle those use cases better. [00:21:05] If most application frameworks have the features you listed, is there a set of problems it excels at? The Dojo team had a hard look at whether there was a need for their framework since many frameworks allow you to build great applications. Do we want to invest into something like this? React has internationalization libraries. But you'll spend a lot of time deciding which library to use and how well it'll integrate with everything else. A tradeoff in decision fatigue. In the Enterprise, development isn't sexy. It's necessary and wants to use boring but reliable technology. They like to throw bodies at a problem and that requires reliable frameworks with easily understood decision points. Producing code right is a strong case for TypeScript and they pull that through to the end user. Many frameworks start solving a small set of problems, become popular, and then bolt on what they need to solve everything else... Dojo tried to make sure it had the entire package in a clear, easy to use way. You can build great apps with most of the big frameworks out there. Dojo has been doing this for long enough that they know where to optimize for maintainability and performance. [00:29:00] Where is Dojo's sweet spot?  The Sitepen Blog series on picking a framework The biggest reason for using Dojo over the years is the data grid component. They also claim to have the best TypeScript web development experience. You may also want a component based system with the composition hassles of React. The composability of components where one team may write components that another uses is a big thing in Dojo where one person doesn't know the entire app you're working on. Theming systems is another selling point for Dojo. [00:34:10] Ending the framework wars Try Dojo out and try out the grid component and then export it to your Angular or React app. There are a lot of frameworks out there that do a great job for the people who use them. The focus is on how to build applications better, rather than beating out the competition. Sitepen has build apps with Dojo 2, Angular, React, Dojo + Redux, etc. [00:39:01] The Virtual DOM used by Dojo 2 years ago or so they were looking for a Virtual DOM library that was small and written in TypeScript. They settled on Maquette. The more you deal with the DOM directly, the more complex your components and libraries become. Makes things simpler for cases like server side rendering getting fleshed out in BETA 3. It also allows you to move toward something like React Native and WebVR components that aren't coupled to the DOM. They moved away from RxJS because they only wanted observables and shimmed in (or polyfilled) the ES-Next implementation instead of getting the rest of the RxJS  that they're not using. [00:46:40] What's coming next? They're finishing Dojo 2. They're polishing the system for build UI components and architecture and structuring the app. They plan to release before the end of the year. They're also wrapping up development on the Data Grid, which only renders what shows on the screen plus a little instead of millions of rows. [00:49:08] Testing They've got intern. It pulls together unit testing, functional testing, continuous integration hooks, accessibility testing, etc. It's rewritten in TypeScript to take advantage of modern JavaScript. The Dojo CLI uses intern as the default test framework. Kitson build the test-extras library to help with Dojo testing with intern. Dojo Links dojo.io github.com/dojo/meta sitepen.com/blog gitter channel github.com/dylans twitter.com/dylans twitter.com/sitepen twitter.com/dojo github.com/kitsonk twitter.com/kitsonk Picks Cory Amateur vs Professional Aimee DevFest Florida (use code 'jsjabber') Chuck Taking some time off AudioTechnica ATR2100 How to define your life purpose in 5 minutes Dylan zenhub HalfStack Conference How to choose a framework series on the Sitepen Blog Kitson Dunbar Number  

JSJ 277: Dojo 2 with Dylan Schiemann and Kitson Kelly This episode of JavaScript Jabber features panelists Aimee Knight, Cory House, and Charles Max Wood. They talk with Dylan Schiemann and Kitson Kelly about Dojo 2. [00:02:03] Introduction to Dylan Schiemann Dylan is the CEO at Sitepen and co-founder of the Dojo Toolkit. [00:02:22] Introduction to Kitson  Kitson is the CTO at Sitepen and project lead for Dojo 2. [00:02:43] Elevator Pitch for Dojo Dojo 1 has been around forever. Started back in 2004 as a way to solve the challenge of "I want to build something cool in a browser." Promises and web components were inspired by or created by Dojo. It's been a huge influence on the web development community. Dojo 2 is a ground up re-write with ES 2015, TypeScript and modern API's. It's a modernized framework for Enterprise applications. [00:04:29] How is Dojo different from other frameworks? There's a spectrum: small libraries like React with an ecosystem and community of things you add to it to Angular which is closer to the MV* framework with bi-directional data binding. Vue lands somewhere in the middle. Dojo 2 is also somewhere in the middle as well. It's written in TypeScript and has embraced the TypeScript experience. [00:06:00] Did the Angular 2 move influence the Dojo 2 development and vice-versa? Dojo 2 had moved to TypeScript and 2 days later Angular announced that they were going to TypeScript. Angular also moved very quickly through their BETA phase, which caused some challenges for the Angular community. With Dojo 2, they didn't start the public discussion and BETA until they knew much better what was and wasn't going to change. They've also been talking about Dojo 2 for 6 or 7 years. The update was held up by adoption of ES6 and other technologies. Dojo 1 was also responsible for a lot of the low-level underpinning that Angular didn't have to innovate on. Dojo 2 was built around a mature understanding of how web applications are built now. People doing Enterprise need a little more help and assistance from their framework. Dojo provides a much more feature rich set of capabilities. Angular could have pushed much more of TypeScript's power through to the developer experience. Dojo much more fully adopts it. It's also easier if all of your packages have the same version number. Call out to Angular 4 vs Angular 2. [00:12:44] AMD Modules Why use AMD instead of ES6 modules? You can use both. Dojo 2 was involved in the creation of UMD. James Burke created UMD while working on Dojo. ES6 modules and module loading systems weren't entirely baked when Dojo 2 started to reach maturity, so they went with UMD. It's only been a few months since Safari implemented the ES6 module system. Firefox and friends are still playing catchup. The Dojo CLI build tool uses webpack, so it's mostly invisible at this point. So, at this point, should I be using UMD modules? or ES6? Is there an advantage to using AMD? With TypeScript you'd use ES6 modules, but UMD modules can be loaded on the fly. [00:16:00] Are you using Grunt? Internally, for tasks we use Grunt. But for users, we have a CLI tool that wraps around Webpack. For package builds and CI, Grunt is used. [00:18:30] What is the focus on Enterprise all about? There are a lot of different challenges and complexities to building Enterprise apps. Dojo was the first framework with internationalization, large data grids, SVG charts, etc. Dojo has spend a long time getting this right. Many other systems don't handle all the edge cases. Internationalization in Angular 2 or 4 seems unfinished. Most Dojo users are building for enterprises like banks and using the features that handle large amounts of data and handle those use cases better. [00:21:05] If most application frameworks have the features you listed, is there a set of problems it excels at? The Dojo team had a hard look at whether there was a need for their framework since many frameworks allow you to build great applications. Do we want to invest into something like this? React has internationalization libraries. But you'll spend a lot of time deciding which library to use and how well it'll integrate with everything else. A tradeoff in decision fatigue. In the Enterprise, development isn't sexy. It's necessary and wants to use boring but reliable technology. They like to throw bodies at a problem and that requires reliable frameworks with easily understood decision points. Producing code right is a strong case for TypeScript and they pull that through to the end user. Many frameworks start solving a small set of problems, become popular, and then bolt on what they need to solve everything else... Dojo tried to make sure it had the entire package in a clear, easy to use way. You can build great apps with most of the big frameworks out there. Dojo has been doing this for long enough that they know where to optimize for maintainability and performance. [00:29:00] Where is Dojo's sweet spot?  The Sitepen Blog series on picking a framework The biggest reason for using Dojo over the years is the data grid component. They also claim to have the best TypeScript web development experience. You may also want a component based system with the composition hassles of React. The composability of components where one team may write components that another uses is a big thing in Dojo where one person doesn't know the entire app you're working on. Theming systems is another selling point for Dojo. [00:34:10] Ending the framework wars Try Dojo out and try out the grid component and then export it to your Angular or React app. There are a lot of frameworks out there that do a great job for the people who use them. The focus is on how to build applications better, rather than beating out the competition. Sitepen has build apps with Dojo 2, Angular, React, Dojo + Redux, etc. [00:39:01] The Virtual DOM used by Dojo 2 years ago or so they were looking for a Virtual DOM library that was small and written in TypeScript. They settled on Maquette. The more you deal with the DOM directly, the more complex your components and libraries become. Makes things simpler for cases like server side rendering getting fleshed out in BETA 3. It also allows you to move toward something like React Native and WebVR components that aren't coupled to the DOM. They moved away from RxJS because they only wanted observables and shimmed in (or polyfilled) the ES-Next implementation instead of getting the rest of the RxJS  that they're not using. [00:46:40] What's coming next? They're finishing Dojo 2. They're polishing the system for build UI components and architecture and structuring the app. They plan to release before the end of the year. They're also wrapping up development on the Data Grid, which only renders what shows on the screen plus a little instead of millions of rows. [00:49:08] Testing They've got intern. It pulls together unit testing, functional testing, continuous integration hooks, accessibility testing, etc. It's rewritten in TypeScript to take advantage of modern JavaScript. The Dojo CLI uses intern as the default test framework. Kitson build the test-extras library to help with Dojo testing with intern. Dojo Links dojo.io github.com/dojo/meta sitepen.com/blog gitter channel github.com/dylans twitter.com/dylans twitter.com/sitepen twitter.com/dojo github.com/kitsonk twitter.com/kitsonk Picks Cory Amateur vs Professional Aimee DevFest Florida (use code 'jsjabber') Chuck Taking some time off AudioTechnica ATR2100 How to define your life purpose in 5 minutes Dylan zenhub HalfStack Conference How to choose a framework series on the Sitepen Blog Kitson Dunbar Number  

After hearing the Theories of Everything Part 1 and Part 2, everyone got suuuuuuper jealous that Hunter was getting Spiros all to himself. In the spirit of Mixed Mental Arts, Hunter decided to share Spiros with Dave Colan, Cate Fogarty, Andrew Hunter and Christopher Leon Price. Continuing off from the last conversation, Spiros unpacks how he thinks of truth in thinking about physical reality. Then, Dave Colan (after struggling to remember Sam Harris' name) brings up Sam's recent comments about Hunter on the Joe Rogan Experience. Sam's comments prove to be an excellent teaching opportunity because they reveal the sort of theories we form about other people based on limited and emotionally provocative evidence. The whole point that I (Hunter) was trying to clumsily make on Joe Rogan was that because of the Dunbar Number most humans are an abstraction. We have to stereotype. The question is what we stereotype around. Spending time at Oaks Christian, it was clear that the stereotype people had of scientists was formed around people like Sam Harris and Richard Dawkins was formed around people who insulted beliefs they did not understand. In fact, I came to realize that Jesus Christ was a better neuroscientist than Sam Harris which you can read about here. Now, Sam has proved my point. He has formed an opinion about me based on very limited evidence and his feeeeeeeeeelings about me. It's an amazing demonstration of #DescartesError and the #DunbarNumber. Is the model that Sam Harris laid out of Hunter Maats a good model of me? Well, I'll leave that for you to judge. But take a look at what he has said here. For regular listeners to Mixed Mental Arts, you'll see that while Sam's impression of me is perfectly understandable that it's a great example of what Spiros talks about with "truncate and renormalize." Sam has a truncated data set around who I am and that he has then renormalized around that very limited data. Can he justify his impression? Of course! He can point to that very limited amount of information and justify his impression. And yet, there's other data. There's over 200 episodes of Bryan and me interviewing hundreds of different scientists and then synthesizing those ideas together into a coherent worldview. Sam Harris has said I'm wrong about the "relevant biology." That's a huge problem. Whether I'm wrong or he is doesn't much matter. What matters is that the "relevant biology" has become so overcomplicated and atomized that either me (a Harvard biochemistry grad who has interviewed hundreds of scientists) or him (a neuroscience PhD) don't understand the "relevant biology." If we can't figure it out, then it's no wonder science can't win the public over. Science needs to figure out and present a coherent worldview in order to effectively win people over. The #MarchForScience is a nice show of support...but which science are these people in favor of? Is it rationalism or intuitionism? Is it the multi-level selection of David Sloan Wilson, Jon Haidt and Joe Henrich or the gene-centric model of Dawkins and Harris? And, more basically, what is science anyway? Because it's clear that Spiros, Jon Haidt and me are operating on a very different understanding of what science is than Sam Harris is. Sam Harris has painted a picture of religious people with statistics that is actually a terrible model of who they actually are. I'm an apatheist. I don't really care about God. I don't go to Church or Mosque. I care about practically improving people's lives using whatever tools are available. And that's why I'd moved on from Sam Harris and was focused on making Smart Go Pop but then Brentwood Boy got so emotional about the whole thing that he couldn't help saying Candyman five times. As Cate Fogarty points out in this article, I was just doing exactly what Joe Rogan did with Carlos Mencia. I was calling out someone who was hurting the community. Why does Joe defend Sam? Because Joe has feeeeeeeeeelings about Sam that cause him to value defending his friend over examining the evidence impartially. Sam Harris is Joe Rogan's sacred cow. And that's okay. That's the way humans work. All of us. You, me, New Atheists and old school Arabs. And if we want to have a better world, then we all have to stop pretending like we have it all figured out and start reflecting on the problems in our own culture and do the difficult work of self-reflection and calling out the Fundamentalists who have wrapped themselves in the flag of our cherished causes. As I've covered in earlier episodes, the challenge for people is to spot who is and who is not a Fundamentalist and to see who preaches our values but doesn't actually practice them. Joe Rogan's defense of Sam Harris will reveal before this community just how hard this is. Thank you, Sam Harris! You're the best. You beautifully proved my point and have created the social drama that will drive attention to the science. Don't believe me. Decide for yourself. That's what science is about. It's not about authority or Harvard or PhDs. It's about forming better Theories of Everything by breaking your old theories to make room for better and better ones. People do that all the time with TV shows. Look at Game of Thrones. People had theories about whether Jon Snow was dead. Then, they were confronted with the evidence of the next season. Many theories died and people moved on. You can't break your old theories unless you're exposed to the evidence and you can't be exposed to the evidence if the people who are the public faces of science don't tell you about it. That's why Mixed Mental Arts has branded an alternative to The Four Horsemen. We call it The Holy Trinity of Cultural Evolution. They present newer and much more powerful Theories of Everything. WE DO NOT WANT YOU TO BELIEVE US. That's not what science is about. It's not about human authority. It's about the evidence. So, examine it and draw your own conclusions and then let's hash them out and see if we can all evolve better Theories of Everything together. The internet is our intellectual thunderdome. Sam Harris just dragged his public persona into the arena when he said I was wrong about the "relevant biology." May the best ideas win. Two ideas enter. One idea leaves. Idea dying time is here. In other news, Spiros is now going to be taking any and all questions and answering them for you through Mixed Mental Arts. Send questions to @quantum_spiros! Also send him requests for more 80's cartoon theme songs in Greek. Love to all humanity - Toto

Download For Eternity Cate Fogarty is the Callenphate's Chief Artillery Officer and has been making pretty amazing knowledge bombs for MixedMentalArts.co. If you want to help Cate in her work as The Callenphate's Chief Artillery Officer, you can contact her on Twitter at @cateclysmic or find her in the Mixed Mental Arts Facebook group. You too can make #knowledgebombs! In this #knowledgebomb, she covers The Dunbar Number. You can read the original article at mixedmentalarts.co/thedunbarnumber As always, all t-shirt sales and Patreon.com/mixedmentalarts donations go to fund intellectual terrorism. So many minds need to be blown and with people like Cate on the team...nobody's pre-conceived notions are safe!

6 AM - 1 - Marshall Phillips is back!; The Dunbar Number; Openings. 2 - MailBag. 3 - Marshall's News. 4 - Keystone Pipeline XL and NSA votes both went down.

This week we thought we'd try to keep it short... and ended up making it long again. Nicola didn't get to go to a parkrun due to 'BIME's' wedding whilst Danny went to Bedfont Lakes parkrun. They discuss the Dunbar Number, celebrate more 250 Club members and Chairman Joe is back with some words.

Hints and tips for media appearances, speaking and social media. This week; Apple iPad; Marthas and Arthurs; The Big Event; Billy Connolly; Tesco; It happened to me; Can I see the story before you run it?; The Dunbar Number; An Interview with Rory Cellan-Jones; Music from Dawn Langstroth