Podcasts about Feigenbaum

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

Gisela Wichern über Lukas 21,29-38. (Autor: Gisela Wichern)

In which the Mister and Monsters join me in reviewing BLINK TWICE (2024), from writers Zoe Kravitz and E.T. Feigenbaum and directed by Zoe Kravitz.  After a waitress sneaks into a glamorous gala, Frida (Naomi Ackie) and her friend are invited by a tech billionaire, Slater King (Channing Tatum) to his private island. As the festivities unfold, she begins to notice unsettling events that make her question her reality.  The film clocks in at 1 h and 42 m, is rated R and is currently streaming on MGM+ and Prime Video but also to buy/rent on Prime Video.  Please note there are SPOILERS in this review.#BlinkTwice #ZoeKravitz #ETFeigenbaum #NaomiAckie #Frida #ChanningTatum #SlaterKing #AliaShawkat #Jess #ChristianSlater #Vic #SimonRex #Cody #AdriaArjona #Sarah #HaleyJoelOsment #Tom #LizCaribelSierra #Camilla #LevonHawke #Lucas #TrewMullen #Heather #GeenaDavis #Stacy #KyleMacLachlan #Rich #FemaleFilmmakerFriday  #WomenDirectors  #WomensHistoryMonth #PsychologicalThriller #Mystery  @MGM+  ⁠@PrimeVideo⁠  #FridayFamilyFilmNightOpening intro music: GOAT by Wayne Jones, courtesy of YouTube Audio Library

Willy und Freddy retten einen Feigenbaum in unsere Kirche, damit er nicht umgehauen wird. Ob das im Evangelium so gemeint war?

#Jesus - Botschaft für diese Zeit - Ein Feigenbaum | Daniel Liniger | Momentum Church Reinach | 23.03.2025 by Momentum Church

Zu jener Zeit kamen einige Leute und berichteten Jesus von den Galiläern, deren Blut Pilatus mit dem ihrer Opfertiere vermischt hatte.  Und er antwortete ihnen: Meint ihr, dass diese Galiläer größere Sünder waren als alle anderen Galiläer, weil das mit ihnen geschehen ist? Nein, sage ich euch, vielmehr werdet ihr alle genauso umkommen, wenn ihr nicht umkehrt.  Oder jene achtzehn Menschen, die beim Einsturz des Turms am Schiloach erschlagen wurden – meint ihr, dass sie größere Schuld auf sich geladen hatten als alle anderen Einwohner von Jerusalem? Nein, sage ich euch, vielmehr werdet ihr alle ebenso umkommen, wenn ihr nicht umkehrt.  Und er erzählte ihnen dieses Gleichnis: Ein Mann hatte in seinem Weinberg einen Feigenbaum gepflanzt; und als er kam und nachsah, ob er Früchte trug, fand er keine.  Da sagte er zu seinem Winzer: Siehe, jetzt komme ich schon drei Jahre und sehe nach, ob dieser Feigenbaum Früchte trägt, und finde nichts. Hau ihn um! Was soll er weiter dem Boden seine Kraft nehmen?  Der Winzer erwiderte: Herr, lass ihn dieses Jahr noch stehen; ich will den Boden um ihn herum aufgraben und düngen. Vielleicht trägt er in Zukunft Früchte; wenn nicht, dann lass ihn umhauen!  (© Ständige Kommission für die Herausgabe der gemeinsamen liturgischen Bücher im deutschen Sprachgebiet)

Bruder Alexander Einfach mal den Blickwinkel wechseln. Das heißt Fastenzeit für Bruder Alexander. Was das mit der Fastenzeit zu tun hat, hören wir im heutigen Sonntagsimpuls. [Evangelium: Lukas, Kapitel 13, Verse 1 bis 9] Zu jener Zeit kamen einige Leute und berichteten Jesus von den Galiläern, deren Blut Pilatus mit dem ihrer Opfertiere vermischt hatte. Und er antwortete ihnen: Meint ihr, dass diese Galiläer größere Sünder waren als alle anderen Galiläer, weil das mit ihnen geschehen ist? Nein, sage ich euch, vielmehr werdet ihr alle genauso umkommen, wenn ihr nicht umkehrt. Oder jene achtzehn Menschen, die beim Einsturz des Turms am Schilóach erschlagen wurden – meint ihr, dass sie größere Schuld auf sich geladen hatten als alle anderen Einwohner von Jerusalem? Nein, sage ich euch, vielmehr werdet ihr alle ebenso umkommen, wenn ihr nicht umkehrt. Und er erzählte ihnen dieses Gleichnis: Ein Mann hatte in seinem Weinberg einen Feigenbaum gepflanzt; und als er kam und nachsah, ob er Früchte trug, fand er keine. Da sagte er zu seinem Winzer: Siehe, jetzt komme ich schon drei Jahre und sehe nach, ob dieser Feigenbaum Früchte trägt, und finde nichts. Hau ihn um! Was soll er weiter dem Boden seine Kraft nehmen? Der Winzer erwiderte: Herr, lass ihn dieses Jahr noch stehen; ich will den Boden um ihn herum aufgraben und düngen. Vielleicht trägt er in Zukunft Früchte; wenn nicht, dann lass ihn umhauen! Abdruck des Evangelientextes mit freundlicher Genehmigung der Ständigen Kommission für die Herausgabe der gemeinsamen liturgischen Bücher im deutschen Sprachgebiet; Evangelien für die Sonntage: Lektionar I-III 2018 ff. © 2025 staeko.net Mehr Podcasts auf www.kapuziner.de/podcast

A FULL BLOWN TRADE WAR is now raging, after Donald Trump started slapping tariffs on goods from Canada, Mexico, China, and now, most of Europe. But what is his theory, and does it have any economic history? OUR GUEST is a JAMES FEIGENBAUM, a professor of economics who formerly worked for the Federal Reserve Bank, who says the president is following a centuries old script -- that most countries abandoned a long time ago. We also talk about another area -- the impact of illegal immigration on the economy, which Feigenbaum has researched and written about. Send us a textSupport the showSubscribe to the Key Biscayne Independent today

Bibelauslegung von Jörg Michel über Lukas 13,1-9. (Autor: Jörg Michel)

Der große Gewinner der diesjährigen Oscar-Preisverleihung ist der Film "Anora". Die Produktion erhielt insgesamt fünf Oscars. Unser Filmexperte Peter Beddies über den Film und weitere Highlights des Abends.

Sind wir das, was andere gerade von uns hören und sehen? Nicht unbedingt. Wir schließen uns manchmal der Meinung anderer an, um nicht aufzufallen oder anzuecken, obwohl das, was ein anderer sagt, nicht unbedingt unsere persönliche Überzeugung ist. Niemand bemerkt, wenn wir uns verstellen. Unser Äußeres ist wahrnehmbar, aber nicht unser Inneres, das, was wir denken. Niemand weiß also, wer oder wie wir wirklich sind.Völlig anders ist die Sachlage bei Gott. Er hat uns in seinem Wort mitgeteilt, dass vor ihm alles offen und aufgedeckt ist. Der Apostel Johannes schildert uns in seinem Evangelium (Johannes 1,43-50) folgende Begebenheit: Philippus wurde von Jesus aufgefordert, ihm nachzufolgen. So hatte Philippus die Gelegenheit, Jesus aus der Nähe kennenzulernen. Er war dann so beeindruckt von Jesus, dass er das sofort weitererzählen musste. So ging Philippus zu seinem Freund Nathanael. Der saß unter einem Feigenbaum und konnte nicht glauben, was ihm sein Freund erzählte: Ich habe den gefunden, von dem Mose bereits im Alten Testament geschrieben hat und den auch die Propheten angekündigt haben – Jesus aus Nazareth. Er forderte ihn auf, mitzukommen. Noch zurückhaltend, aber neugierig geworden, ging Nathanael mit. Völlig überrascht erlebte er, dass Jesus nicht nur den Ort kannte, wo er sich aufgehalten hatte, sondern sogar über seinen Charakter Bescheid wusste.Gott kennt alle Menschen. Er sieht in das Innerste jedes Menschen, kennt alle unsere geheimsten Gedanken und Taten! Das meiste davon sollte lieber nicht in die Öffentlichkeit gelangen, denken wir. Aber vor Gott können wir nichts verbergen. Manche erschrecken bei dem Gedanken, dass ihr Innerstes aufgedeckt ist. Andere sind froh darüber, wenn ihnen ihre Schuld endlich vergeben wird.Sebastian WeißbacherDiese und viele weitere Andachten online lesenWeitere Informationen zu »Leben ist mehr« erhalten Sie unter www.lebenistmehr.deAudioaufnahmen: Radio Segenswelle

Die Geschichte jeder Bekehrung zu Jesus Christus ist eine ganz persönliche und einzigartige Angelegenheit. Für einige ist die Hinwendung zu Jesus eine verhältnismäßig einfache Sache: Sie erkennen sich plötzlich als Sünder und entdecken, dass Jesus und nur Jesus die Antwort auf ihre Probleme ist. Andere kommen zu ihm durch ein Meer von Zweifeln und Vorurteilen. Einer von ihnen war Nathanael.Der erste Schritt, den er in Richtung Jesus tat, bestand darin, dass er ungehemmt Spott und Zweifeln freien Lauf ließ: »Kann aus Nazareth etwas Gutes kommen?« Die Reaktion war nicht sehr taktvoll seinem Freund Philippus gegenüber, der ihm begeistert vom Messias erzählte. Immerhin hatte Nathanael Argumente zu glauben, Philippus sei einer hinterwäldlerischen Sekte auf den Leim gegangen. Der verheißene Messias musste doch in Bethlehem geboren werden und nicht in Nazareth. So hatte er es aus dem Alten Testament in Micha 5,1 gelernt. Viele Menschen haben noch nicht einmal diesen ersten Schritt getan. Sie glauben nicht an Jesus, aber wissen nicht, warum.Wie wurde aus dem Skeptiker ein begeisterter Anhänger Jesu? Nathanael hatte eine persönliche Begegnung mit dem Messias. Jesus anerkannte, dass er durch und durch ehrlich war. »Siehe ein Israelit, in dem kein Trug ist!« Nathanael fragte erstaunt: »Woher kennst du mich?« Jesus nannte ihm präzise Details aus seinem Leben: »Ehe Philippus dich rief, als du unter dem Feigenbaum warst, sah ich dich.« Was dann geschah, ist schwer zu beschreiben. Nathanael merkte: Hier steht jemand vor mir, der alles weiß und der mich ganz und gar kennt. Es kann sich nur um den allwissenden und allmächtigen Gott handeln. Jesus hatte seine Zweifel ernst genommen. Aber in seiner Gegenwart lösten sie sich auf wie Nebel in der Morgensonne.Gerrit AlbertsDiese und viele weitere Andachten online lesenWeitere Informationen zu »Leben ist mehr« erhalten Sie unter www.lebenistmehr.deAudioaufnahmen: Radio Segenswelle

This week Trevor, Vida and Ken squad up to talk about the movie 'Blink Twice' and its relationship to the every day occurrences it attempts to depict.  A psychological thriller[5] film directed and produced by Zoë Kravitz (in her directorial debut) from a script she wrote with E.T. Feigenbaum. The film stars Naomi Ackie, Channing Tatum, Christian Slater, Simon Rex, Adria Arjona, Haley Joel Osment, Kyle MacLachlan, Geena Davis, and Alia Shawkat. It tells the story of a group of people invited to the private island of a billionaire tech mogul as something strange happens with the attendees. **THIS EPISODE CONTAINS SPOILERS** Links mentioned in this episode can be found at: Blink Twice: Zoë Kravitz and Naomi Ackie on Making People the Right Kind of Uncomfortable and How Channing Tatum Helped Change the Ending  https://www.vanityfair.com/hollywood/story/blink-twice-zoe-kravitz-and-naomi-ackie-ending-spoilers-interview?srsltid=AfmBOoo7YLjsYzaUBkzc8I-Mw_oY_TJ86Tm_PXIt6jR_CBg9shP9gRCc Blink Twice Director Confirms What We All Suspected About the Ending https://thedirect.com/article/blink-twice-ending This is a patreon only episode for paid subscribers.  Become a paid subscriber for $5/month over at patreon.com/champagnesharks and get access to the full archive of subscriber-only episodes, the Discord voice and chat server for patrons, detailed show notes for certain episodes, and our newsletter. Co-produced & edited by Aaron C. Schroeder / Pierced Ears Recording Co, Seattle WA (piercedearsrec.com). Opening theme composed by T. Beaulieu. Closing theme composed by Dustfingaz (https://www.youtube.com/user/TheRazhu_)

In der heutigen Episode nimmt uns Ruben Sommer mit hinein in eine ungewöhnliche Begebenheit aus Markus 11,12-14, in der Jesus einen Feigenbaum verflucht, der keine Früchte trägt. Auf den ersten Blick scheint die Reaktion von Jesus übertrieben, doch wenn wir genauer hinsehen, entdecken wir eine tiefere Botschaft. Der Feigenbaum steht symbolisch für den Tempel in […]

AI in Public Health & Medicine For more information checkout: (1) Turing, A. M. (1950). Computing Machinery and Intelligence. Mind, 59(236), 433–460. DOI (2) Wiener, N. (1948). Cybernetics: Or Control and Communication in the Animal and the Machine. MIT Press. (3) McCarthy, J., Minsky, M. L., Rochester, N., & Shannon, C. E. (1955). A Proposal for the Dartmouth Summer Research Project on Artificial Intelligence. (4) Newell, A., & Simon, H. A. (1956). The Logic Theory Machine—A Complex Information Processing System. IRE Transactions on Information Theory, 2(3), 61–79. DOI (5) Weizenbaum, J. (1966). ELIZA—A Computer Program for the Study of Natural Language Communication Between Man and Machine. Communications of the ACM, 9(1), 36–45. DOI (6) Crevier, D. (1993). AI: The Tumultuous History of the Search for Artificial Intelligence. Basic Books. (7) Feigenbaum, E. A., & McCorduck, P. (1983). The Fifth Generation: Artificial Intelligence and Japan's Computer Challenge to the World. Addison-Wesley. (8) Campbell, M., Hoane, A. J., & Hsu, F. H. (2002). Deep Blue. Artificial Intelligence, 134(1–2), 57–83. DOI (9) Silver, D., et al. (2016). Mastering the game of Go with deep neural networks and tree search. Nature, 529(7587), 484–489. DOI (10) Brown, T., et al. (2020). Language Models are Few-Shot Learners. Advances in Neural Information Processing Systems. (11) Ramesh, A., et al. (2021). Zero-Shot Text-to-Image Generation. OpenAI. (12) Binns, R. (2018). Fairness in Machine Learning: Lessons from Political Philosophy. Proceedings of the 2020 Conference on Fairness, Accountability, and Transparency. DOI (13) Statista Research Department. (2023). Daily Per Capita Data Interactions Worldwide. (14) "AI in Health Care: Applications, Benefits, and Examples" Authors: Coursera Team Published: October 2024 (15) "AI in Healthcare: Benefits and Examples" Authors: Cleveland Clinic Health Essentials Published: September 2024 (16) "AI in Healthcare: The Future of Patient Care and Health Management" Authors: Mayo Clinic Press Published: March 2024 (17) "10 Top Artificial Intelligence (AI) Applications in Healthcare" Authors: VentureBeat Staff Published: August 2022 (18) "10 Real-World Examples of AI in Healthcare" Authors: Philips News Center Published: November 2022 (19) "AI in Healthcare: Uses, Examples & Benefits" Authors: Built In Staff Published: November 2024 (20) "Artificial Intelligence in Health Care: Benefits and Challenges of Machine Learning in Drug Development" Authors: U.S. Government Accountability Office Published: December 2020 (21) "Integrated Multimodal Artificial Intelligence Framework for Healthcare Applications" Authors: Luis R. Soenksen, Yu Ma, Cynthia Zeng, Leonard D. J. Boussioux, Kimberly Villalobos Carballo, Liangyuan Na, Holly M. Wiberg, Michael L. Li, Ignacio Fuentes, Dimitris Bertsimas Published: February 2022 (22) "Remote Patient Monitoring Using Artificial Intelligence: Current State, Applications, and Challenges" Authors: Thanveer Shaik, Xiaohui Tao, Niall Higgins, Lin Li, Raj Gururajan, Xujuan Zhou, U. Rajendra Acharya Published: January 2023 (23) Artificial Intelligence in Medicine and Healthcare: A Review and Classification of Current and Near-Future Applications and Their Ethical and Social Impact" Authors: Emilio Gómez-González, Emilia Gómez, Javier Márquez-Rivas, Manuel Guerrero-Claro, Isabel Fernández-Lizaranzu, María Isabel Relimpio-López, Manuel E. Dorado, María José Mayorga-Buiza, Guillermo Izquierdo-Ayuso, Luis Capitán-Morales Published: January 2020 (24) Parums DV. Editorial: Infectious Disease Surveillance Using Artificial Intelligence (AI) and its Role in Epidemic and Pandemic Preparedness. Med Sci Monit. 2023;29:e941209. Published 2023 Jun 1. doi:10.12659/MSM.941209 (25) Chen, S., Yu, J., Chamouni, S. et al. Integrating machine learning and artificial intelligence in life-course epidemiology: pathways to innovative public health solutions. BMC Med 22, 354 (2024). (26) Abdulkareem M, Petersen SE. The Promise of AI in Detection, Diagnosis, and Epidemiology for Combating COVID-19: Beyond the Hype. Front Artif Intell. 2021;4:652669. Published 2021 May 14. doi:10.3389/frai.2021.652669 (27) Hamilton AJ, Strauss AT, Martinez DA, et al. Machine learning and artificial intelligence: applications in healthcare epidemiology. Antimicrob Steward Healthc Epidemiol. 2021;1(1):e28. Published 2021 Oct 7. doi:10.1017/ash.2021.192

Study zu Mk 11,12-14.20-26: 12 Als sie am nächsten Morgen Betanien verließen, hatte Jesus Hunger. 13 Von Weitem bemerkte er einen Feigenbaum mit vielen Blättern. Er ging hin, um zu sehen, ob auch Feigen daran waren. Aber der Baum trug nur Blätter, denn es war nicht die Jahreszeit, in der es Feigen gab. 14 Da sagte Jesus zu dem Baum: »Nie wieder soll jemand von deinen Früchten essen!« Und die Jünger hörten seine Worte.  […] 20 Als sie am nächsten Morgen an dem Feigenbaum vorüberkamen, den Jesus verflucht hatte, sahen die Jünger, dass er bis zu den Wurzeln verdorrt war. 21 Petrus erinnerte sich an das, was Jesus am Vortag zu dem Feigenbaum gesagt hatte, und rief aus: »Sieh doch, Rabbi! Der Feigenbaum, den du verflucht hast, ist vertrocknet!« 22 Da sagte Jesus zu den Jüngern: »Habt den Glauben Gottes. 23 Ich versichere euch: Wenn ihr zu diesem Berg sagt: ›Hebe dich in die Höhe und wirf dich ins Meer‹, wird es geschehen. Entscheidend ist, dass ihr glaubt und in euren Herzen nicht daran zweifelt. 24 Hört auf meine Worte! Alles, was ihr im Gebet erbittet – glaubt, dass ihr es bekommen habt, und ihr werdet es erhalten. 25-26 Doch wenn ihr betet, dann vergebt zuerst allen, gegen die ihr einen Groll hegt, damit euer Vater im Himmel euch eure Sünden auch vergeben kann.«

In this episode of the Bendy Bodies Podcast, Dr. Linda Bluestein speaks with sexual health experts Dr. Irwin Goldstein & Sue Goldstein. This amazing husband and wife team share insights on common issues such as vestibulodynia, libido challenges, and treatment options ranging from physical therapy to hormone therapy. They explore the often-overlooked intersection of joint hypermobility conditions like Ehlers-Danlos Syndrome (EDS), Mast Cell Activation Syndrome (MCAS), and Postural Orthostatic Tachycardia Syndrome (POTS) with sexual dysfunction. They discuss how connective tissue disorders impact sexual health, the role of the sacral nerve in arousal and pain, and how patients can advocate for better care. Whether you're struggling with pain during intimacy or looking for solutions, this episode offers practical advice and hope. Takeaways: Connective Tissue Impacts Sexual Health: Conditions like EDS can affect the sacral nerve, leading to pain, discomfort, and sexual dysfunction that many doctors overlook. Mast Cell Dysfunction Can Trigger Pain: MCAS can cause issues such as vestibulodynia, leading to painful penetration and impacting quality of life beyond intimacy. Pelvic Floor Therapy is Essential: Specialized pelvic floor physical therapy can significantly improve sexual function and reduce pain for individuals with hypermobility disorders. Hormone Therapy May Help: Addressing hormonal imbalances, particularly testosterone and estrogen levels, can improve symptoms of vaginal dryness and pain. Communication is Key: Open conversations with partners and healthcare providers about sexual health concerns are crucial for finding the right treatments and maintaining intimacy. Check out Ep 116 with Dr Feigenbaum to learn more about Tarlov Cysts, which were discussed in this episode: https://youtu.be/Uq4OrVa6deM Connect with YOUR Hypermobility Specialist, Dr. Linda Bluestein, MD at https://www.hypermobilitymd.com/. Thank YOU so much for tuning in. We hope you found this episode informative, inspiring, useful, validating, and enjoyable. Join us on the next episode for YOUR time to level up your knowledge about hypermobility disorders and the people who have them. Join YOUR Bendy Bodies community at https://www.bendybodiespodcast.com/. Learn more about Human Content at http://www.human-content.com Podcast Advertising/Business Inquiries: sales@human-content.com YOUR bendy body is our highest priority! Learn about Dr. Irwin Goldstein & Sue Goldstein Facebook: @SDSexMed Youtube: @sdsexualmed Keep up to date with the HypermobilityMD: YouTube: youtube.com/@bendybodiespodcast Twitter: twitter.com/BluesteinLinda LinkedIn: linkedin.com/in/hypermobilitymd Facebook: facebook.com/BendyBodiesPodcast Blog: hypermobilitymd.com/blog Part of the Human Content Podcast Network Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode of the Bendy Bodies Podcast, Dr. Linda Bluestein speaks with sexual health experts Dr. Irwin Goldstein & Sue Goldstein. This amazing husband and wife team share insights on common issues such as vestibulodynia, libido challenges, and treatment options ranging from physical therapy to hormone therapy. They explore the often-overlooked intersection of joint hypermobility conditions like Ehlers-Danlos Syndrome (EDS), Mast Cell Activation Syndrome (MCAS), and Postural Orthostatic Tachycardia Syndrome (POTS) with sexual dysfunction. They discuss how connective tissue disorders impact sexual health, the role of the sacral nerve in arousal and pain, and how patients can advocate for better care. Whether you're struggling with pain during intimacy or looking for solutions, this episode offers practical advice and hope. Takeaways: Connective Tissue Impacts Sexual Health: Conditions like EDS can affect the sacral nerve, leading to pain, discomfort, and sexual dysfunction that many doctors overlook. Mast Cell Dysfunction Can Trigger Pain: MCAS can cause issues such as vestibulodynia, leading to painful penetration and impacting quality of life beyond intimacy. Pelvic Floor Therapy is Essential: Specialized pelvic floor physical therapy can significantly improve sexual function and reduce pain for individuals with hypermobility disorders. Hormone Therapy May Help: Addressing hormonal imbalances, particularly testosterone and estrogen levels, can improve symptoms of vaginal dryness and pain. Communication is Key: Open conversations with partners and healthcare providers about sexual health concerns are crucial for finding the right treatments and maintaining intimacy. PS. The vestibule refers to the vulva (female external genitalia) between the labia minora (two inner skin folds that surround the vaginal opening). PSS. Neuroproliferative vestibulodynia is where there are too many nerve endings in the vestibule tissue.   Check out Ep 116 with Dr Feigenbaum to learn more about Tarlov Cysts, which were discussed in this episode: https://youtu.be/Uq4OrVa6deM Connect with YOUR Hypermobility Specialist, Dr. Linda Bluestein, MD at https://www.hypermobilitymd.com/. Find Bendy Bodies episode transcripts here. Thank YOU so much for tuning in. We hope you found this episode informative, inspiring, useful, validating, and enjoyable. Join us on the next episode for YOUR time to level up your knowledge about hypermobility disorders and the people who have them. Join YOUR Bendy Bodies community at https://www.bendybodiespodcast.com/. Learn more about Human Content at http://www.human-content.com Podcast Advertising/Business Inquiries: sales@human-content.com YOUR bendy body is our highest priority! Learn about Dr. Irwin Goldstein & Sue Goldstein Facebook: @SDSexMed Youtube: @sdsexualmed Keep up to date with the HypermobilityMD: YouTube: youtube.com/@bendybodiespodcast Twitter: twitter.com/BluesteinLinda LinkedIn: linkedin.com/in/hypermobilitymd Facebook: facebook.com/BendyBodiesPodcast Blog: hypermobilitymd.com/blog Part of the Human Content Podcast Network Learn more about your ad choices. Visit megaphone.fm/adchoices

Haben Sie vielleicht die Einsetzung des amerikanischen Präsidenten angeschaut, in Ausschnitten, oder in den Nachrichten oder Brennpunkten? Es galt mal als das Hochamt der amerikanischen Demokratie. Dieser Einzug, die Wechsel von Musik, Texten und bedeutungsvollen Symbolen, der Eid mit der Hand auf der Bibel und die Hymne. Über all das Drumherum diesmal kann man hinwegsehen, aber die Rede des neuen Präsidenten kann nur Entsetzen ausgelöst haben. Ich habe mal geschaut, wie das vor 4 Jahren war – nach der ersten Trump-Ära und am ersten Tag von Joe Biden. Amanda Gorman, eine junge Dichterin, war eingeladen zu diesem Akt einen Text zu lesen. Aber es war völlig anders als sonst: sie hat aus der Not kommend im Angesicht der letzten vier Jahre, ihrem Land neue Hoffnung gegeben. Wenn Sie können, lesen Sie mal in Ruhe den ganzen Text. Ich lese Ihnen einige Zeilen daraus vor:"Wenn der Tag kommt, fragen wir uns, wo können wir Licht finden in diesem nicht enden wollenden Schatten? Wir durchwaten den Verlust, den wir mit uns tragen. Wir haben gelernt, dass Ruhe nicht immer Frieden bedeutet. In den Normen und Vorstellungen von dem, was richtig sei, ist Gerechtigkeit nicht immer zu finden. Doch in uns brach die Morgendämmerung an, bevor wir es merkten. Irgendwie haben wir es geschafft, irgendwie haben wir eine Nation erlebt, die nicht zerbrochen ist - sie ist nur noch nicht fertig." Und einen Abschnitt weiter sagt sie: "Wir schauen nicht auf das, was zwischen uns steht, wir schauen auf das, was vor uns steht. Wir schließen die Kluft, weil wir die Zukunft an die erste Stelle setzen und die Unterschiede hinter uns lassen. Wir strecken die Waffen, so können wir uns umarmen. Niemandem schaden und den Einklang mit allen - das möchten wir." Und mittendrin steht noch: "Die Bibel sagt, dass wir davon träumen dürfen, dass jeder unter seinem Weinstock und unter seinem Feigenbaum sitzen wird und niemand mehr Angst und Schrecken verbreitet. Wenn wir es heute begreifen, dann wird dieser Sieg nicht in der Klinge liegen, sondern in den Brücken, die wir bauen. Das ist ein Versprechen, das wir einlösen müssen. Das ist der Hügel, den wir erklimmen." Soweit Amanda Gorman 2021. Und wieder hoffe ich und viele andere sehr, dass dieses Land und die Welt die nächsten vier Jahre übersteht und die Hoffnung nicht verliert.

1. Adventssonntag Von schönen Liedern, Kreisläufen und dem Weltuntergang. Heute mit P. Korbinian Mendler FSSP. Evangelium: Lk. 21, 25-33 In jener Zeit sprach Jesus zu seinen Jüngern: Es werden Zeichen sein an Sonne, Mond und Sternen, und auf Erden wird Bedrängnis sein unter den Völkern und Verwirrung wegen des Tosens des Meeres und der Fluten. Den Menschen stockt der Atem vor Angst und Erwartung dessen, was über den ganzen Erdkreis kommen wird, denn die Kräfte des Himmels werden erschüttert werden. Dann werden sie den Menschensohn in einer Wolke kommen sehen mit großer Macht und Majestät. Wenn dies nun seinen Anfang nimmt, schaut auf und erhebt eure Häupter, denn es naht eure Erlösung. ‒ Und er trug ihnen ein Gleichnis vor: Seht den Feigenbaum und alle Bäume! Wenn sie schon Frucht hervorbringen, dann wisst ihr, dass der Sommer nahe ist. So sollt auch ihr, wenn ihr dies geschehen seht, wissen, dass das Reich Gottes nahe ist. Wahrlich, ich sage euch: Dieses Geschlecht wird nicht vergehen, bis alles geschieht. Himmel und Erde werden vergehen, aber meine Worte werden nicht vergehen. - - - Follow / Folgen: Telegram: https://t.me/FSSP_PodcastSpotify: https://spoti.fi/3GNH1nI YouTube: http://bit.ly/3kXm9SGApple Podcast: https://bit.ly/3MH6cfnAmazon Music: https://amzn.to/3L0sp6T

In jener Zeit sagte Jesus seinen Jüngern ein Gleichnis: Seht euch den Feigenbaum und die anderen Bäume an: Sobald ihr merkt, dass sie Blätter treiben, erkennt ihr, dass der Sommer nahe ist. So erkennt auch ihr, wenn ihr das geschehen seht, dass das Reich Gottes nahe ist. Amen, ich sage euch: Diese Generation wird nicht vergehen, bis alles geschieht. Himmel und Erde werden vergehen, aber meine Worte werden nicht vergehen. (Lk 21,29-33)

In jener Zeit sagte Jesus seinen Jüngern ein Gleichnis: Seht euch den Feigenbaum und die anderen Bäume an: Sobald ihr merkt, dass sie Blätter treiben, erkennt ihr, dass der Sommer nahe ist. So erkennt auch ihr, wenn ihr das geschehen seht, dass das Reich Gottes nahe ist. Amen, ich sage euch: Diese Generation wird nicht vergehen, bis alles geschieht. Himmel und Erde werden vergehen, aber meine Worte werden nicht vergehen. (Lk 21,29-33)

Wähle deine Lieblings-Plattform Youtube: https://cutt.ly/rk1EJxY Whatsapp: http://dozz.es/10mja Telegram: https://t.me/zehnmmj Spotify: https://shorturl.at/yGIJ3 Ivoox: https://cutt.ly/Ok1EOoV Web: https://10minutenmitjesus.org Hast du Fragen oder hat dich diese Betrachtung besonders angesprochen? Du kannst einen Priester aus unserem Team per Mail unter 10minutenmitjesus@gmail.com kontaktieren! Aus dem heiligen Evangelium nach Lukas In jener Zeit gebrauchte Jesus einen Vergleich und sagte: Seht euch den Feigenbaum und die anderen Bäume an: Sobald ihr merkt, dass sie Blätter treiben, wisst ihr, dass der Sommer nahe ist. Genauso sollt ihr erkennen, wenn ihr all das geschehen seht, dass das Reich Gottes nahe ist. Amen, ich sage euch: Diese Generation wird nicht vergehen, bis alles eintrifft. Himmel und Erde werden vergehen, aber meine Worte werden nicht vergehen. PKKS

Wähle deine Lieblings-Plattform Youtube: https://cutt.ly/rk1EJxY Whatsapp: http://dozz.es/10mja Telegram: https://t.me/zehnmmj Spotify: https://shorturl.at/yGIJ3 Ivoox: https://cutt.ly/Ok1EOoV Web: https://10minutenmitjesus.org Hast du Fragen oder hat dich diese Betrachtung besonders angesprochen? Du kannst einen Priester aus unserem Team per Mail unter 10minutenmitjesus@gmail.com kontaktieren! Aus dem heiligen Evangelium nach Lukas In jener Zeit gebrauchte Jesus einen Vergleich und sagte: Seht euch den Feigenbaum und die anderen Bäume an: Sobald ihr merkt, dass sie Blätter treiben, wisst ihr, dass der Sommer nahe ist. Genauso sollt ihr erkennen, wenn ihr all das geschehen seht, dass das Reich Gottes nahe ist. Amen, ich sage euch: Diese Generation wird nicht vergehen, bis alles eintrifft. Himmel und Erde werden vergehen, aber meine Worte werden nicht vergehen. PKKS

Das Losungswort und der Lehrtext der Herrnhuter Brüdergemeine:Der HERR ist gnädig, barmherzig, geduldig und von großer Güte, und es reut ihn bald die Strafe.Joel 2,13Der Weingärtner sprach zu dem Besitzer des Weinbergs: Herr, lass den Feigenbaum noch dies Jahr, bis ich um ihn herum grabe und ihn dünge; vielleicht bringt er doch noch Frucht; wenn aber nicht, so hau ihn ab.Lukas 13,8-9Titel der Andacht: "Von großer Güte"Nachzulesen in nah-am-leben.de

Losung und Lehrtext für Mittwoch, 20.11.2024 Der HERR ist gnädig, barmherzig, geduldig und von großer Güte, und es reut ihn bald die Strafe. Joel 2,13 Der Weingärtner sprach zu dem Besitzer des Weinbergs: Herr, lass den Feigenbaum noch dies Jahr, bis ich um ihn herum grabe und ihn dünge; vielleicht bringt er doch noch Frucht; wenn aber nicht, so hau ihn ab. Lukas 13,8-9 Sprecher & Produktion: Jan Primke, www.janprimke.de Der Podcast ist und bleibt kostenlos. Wenn Sie meine Arbeit unterstützen möchten, freue ich mich über eine Spende: www.paypal.me/JPLosungenPodcast Vielen Dank!

Der HERR ist gnädig, barmherzig, geduldig und von großer Güte, und es reut ihn bald die Strafe. Joel 2,13 Der Weingärtner sprach zu dem Besitzer des Weinbergs: Herr, lass den Feigenbaum noch dies Jahr, bis ich um ihn herum grabe und ihn dünge; vielleicht bringt er doch noch Frucht; wenn aber nicht, so hau ihn ab. Lukas 13,8-9 Autorin: Gunda Fitschen

Bruder Alexander Worauf hoffen wir? Dies wurde Bruder Alexander einmal gefragt. Im heutigen Sonntagsimpuls greift er diese Frage auf und fragt uns worauf wir hoffen. [Evangelium: Markus, Kapitel 13, Verse 24 bis 32] In jener Zeit sprach Jesus zu seinen Jüngern: In jenen Tagen, nach jener Drangsal, wird die Sonne verfinstert werden und der Mond wird nicht mehr scheinen; die Sterne werden vom Himmel fallen und die Kräfte des Himmels werden erschüttert werden. Dann wird man den Menschensohn in Wolken kommen sehen, mit großer Kraft und Herrlichkeit. Und er wird die Engel aussenden und die von ihm Auserwählten aus allen vier Windrichtungen zusammenführen, vom Ende der Erde bis zum Ende des Himmels. Lernt etwas aus dem Vergleich mit dem Feigenbaum! Sobald seine Zweige saftig werden und Blätter treiben, erkennt ihr, dass der Sommer nahe ist. So erkennt auch ihr, wenn ihr das geschehen seht, dass er nahe vor der Tür ist. Amen, ich sage euch: Diese Generation wird nicht vergehen, bis das alles geschieht. Himmel und Erde werden vergehen, aber meine Worte werden nicht vergehen. Doch jenen Tag und jene Stunde kennt niemand, auch nicht die Engel im Himmel, nicht einmal der Sohn, sondern nur der Vater. Abdruck des Evangelientextes mit freundlicher Genehmigung der Ständigen Kommission für die Herausgabe der gemeinsamen liturgischen Bücher im deutschen Sprachgebiet; Evangelien für die Sonntage: Lektionar I-III 2018 ff. © 2024 staeko.net Mehr Podcasts auf www.kapuziner.de/podcast

In jener Zeit sprach Jesus zu seinen Jüngern: In jenen Tagen, nach jener Drangsal, wird die Sonne verfinstert werden und der Mond wird nicht mehr scheinen; die Sterne werden vom Himmel fallen und die Kräfte des Himmels werden erschüttert werden. Dann wird man den Menschensohn in Wolken kommen sehen, mit großer Kraft und Herrlichkeit. Und er wird die Engel aussenden und die von ihm Auserwählten aus allen vier Windrichtungen zusammenführen, vom Ende der Erde bis zum Ende des Himmels. Lernt etwas aus dem Vergleich mit dem Feigenbaum! Sobald seine Zweige saftig werden und Blätter treiben, erkennt ihr, dass der Sommer nahe ist. So erkennt auch ihr, wenn ihr das geschehen seht, dass er nahe vor der Tür ist. Amen, ich sage euch: Diese Generation wird nicht vergehen, bis das alles geschieht. Himmel und Erde werden vergehen, aber meine Worte werden nicht vergehen. Doch jenen Tag und jene Stunde kennt niemand, auch nicht die Engel im Himmel, nicht einmal der Sohn, sondern nur der Vater.  (© Ständige Kommission für die Herausgabe der gemeinsamen liturgischen Bücher im deutschen Sprachgebiet)

Zeiten der Freude und des Wohlstands sind wunderbar, für uns persönlich wie für ganze Gesellschaften. Doch wenn schwere Zeiten kommen - wie können wir uns darauf vorbereiten, auch diese zu bewältigen? Es gibt eine ganze Reihe an Bibelstellen, die dabei besonders hilfreich sind. Vielleicht ist keine davon so bedeutsam wie das Buch Habakuk. Der Prophet erlebte den Zerfall seiner eigenen Nation während das babylonische Reiches gerade aufstieg. Habakuk rief dazu auf, inmitten der zerfallenden Umstände sich glaubend Gott zuzuwenden und fand darin Hilfe. "Denn der Feigenbaum grünt nicht, und es ist kein Gewächs an den Weinstöcken. Aber ich will mich freuen des HERRN und fröhlich sein in Gott, meinem Heil." (Habakuk 3,17-18)

In jener Zeit sprach Jesus zu seinen Jüngern: In jenen Tagen, nach jener Drangsal, wird die Sonne verfinstert werden und der Mond wird nicht mehr scheinen; die Sterne werden vom Himmel fallen und die Kräfte des Himmels werden erschüttert werden. Dann wird man den Menschensohn in Wolken kommen sehen, mit großer Kraft und Herrlichkeit. Und er wird die Engel aussenden und die von ihm Auserwählten aus allen vier Windrichtungen zusammenführen, vom Ende der Erde bis zum Ende des Himmels. Lernt etwas aus dem Vergleich mit dem Feigenbaum! Sobald seine Zweige saftig werden und Blätter treiben, erkennt ihr, dass der Sommer nahe ist. So erkennt auch ihr, wenn ihr das geschehen seht, dass er nahe vor der Tür ist. Amen, ich sage euch: Diese Generation wird nicht vergehen, bis das alles geschieht. Himmel und Erde werden vergehen, aber meine Worte werden nicht vergehen. Doch jenen Tag und jene Stunde kennt niemand, auch nicht die Engel im Himmel, nicht einmal der Sohn, sondern nur der Vater. (© Ständige Kommission für die Herausgabe der gemeinsamen liturgischen Bücher im deutschen Sprachgebiet)

Gedanken zum Evangelium von Kardinal Christoph Schönborn, am 17. November 2024Markus 13,24-32 Jesus liebt es, seine Zuhörer auf die Natur aufmerksam zu machen. „Lernt etwas aus dem Vergleich mit dem Feigenbaum.“ Mir ist dabei als erstes der Klimawandel eingefallen: Je wärmer es bei uns wird, desto mehr gedeihen auch bei uns die Feigenbäume mit ihren köstlichen Früchten.

Zu jener Zeit kamen einige Leute und berichteten Jesus von den Galiläern, deren Blut Pilatus mit dem ihrer Opfertiere vermischt hatte. Und er antwortete ihnen: Meint ihr, dass diese Galiläer größere Sünder waren als alle anderen Galiläer, weil das mit ihnen geschehen ist? Nein, sage ich euch, vielmehr werdet ihr alle genauso umkommen, wenn ihr nicht umkehrt. Oder jene achtzehn Menschen, die beim Einsturz des Turms am Schiloach erschlagen wurden – meint ihr, dass sie größere Schuld auf sich geladen hatten als alle anderen Einwohner von Jerusalem? Nein, sage ich euch, vielmehr werdet ihr alle ebenso umkommen, wenn ihr nicht umkehrt. Und er erzählte ihnen dieses Gleichnis: Ein Mann hatte in seinem Weinberg einen Feigenbaum gepflanzt; und als er kam und nachsah, ob er Früchte trug, fand er keine. Da sagte er zu seinem Winzer: Siehe, jetzt komme ich schon drei Jahre und sehe nach, ob dieser Feigenbaum Früchte trägt, und finde nichts. Hau ihn um! Was soll er weiter dem Boden seine Kraft nehmen? Der Winzer erwiderte: Herr, lass ihn dieses Jahr noch stehen; ich will den Boden um ihn herum aufgraben und düngen. Vielleicht trägt er in Zukunft Früchte; wenn nicht, dann lass ihn umhauen! (© Ständige Kommission für die Herausgabe der gemeinsamen liturgischen Bücher im deutschen Sprachgebiet)Das Lukasevangelium ist der erste Teil eines Doppelwerks; der zweite Teil ist die Apostelgeschichte. Lukas will den engen Zusammenhang zwischen der Verkündigung Jesu und dem österlichen Aufbruch der Kirche zeigen. Er richtet sein Werk an Theophilos (deutsch: Freund Gottes), den er tiefer in den Glauben einführen will. Als Verfasser gilt traditionell Lukas, der Begleiter des Paulus. Er schreibt einen eleganten Stil, der den kulturellen Anspruch des Christentums widerspiegelt.

In this episode of the Bendy Bodies podcast, Dr. Linda Bluestein, the Hypermobility MD, reconnects with her neurosurgeon, Dr. Frank Feigenbaum, who performed her Tarlov cyst surgery in 2011. Dr. Feigenbaum, a leading expert in Tarlov cyst treatment, shares the complexities of diagnosing these cysts, how they affect the nerves, and the groundbreaking surgical techniques he developed. Dr. Bluestein reflects on her personal journey through surgery and recovery, providing listeners with a unique patient-surgeon perspective. Tune in to learn about Tarlov cyst symptoms, diagnostic challenges, and how surgery can restore quality of life. Takeaways: Tarlov Cysts Can Be Symptomatic: While often dismissed as asymptomatic, Tarlov cysts can cause severe pain and neurological symptoms by compressing surrounding nerves. Selective Nerve Blocks Are Key for Diagnosis: To confirm that Tarlov cysts are the source of symptoms, selective nerve blocks can help diagnose and plan surgical interventions. Surgery Is a Lasting Solution: Dr. Feigenbaum's unique surgical approach, involving draining and wrapping the cysts, has shown long-term success with no cyst recurrence at the treated sites. Recovery Takes Time: Nerve healing after surgery can take weeks, months, or even years. Patience is key, as symptoms may improve gradually. The Least Invasive Approach Wins: Dr. Feigenbaum emphasizes doing as little as possible to the cysts during surgery to reduce nerve damage, offering the best chances for recovery. Connect with YOUR Bendy Specialist, Dr. Linda Bluestein, MD at https://www.hypermobilitymd.com/. Thank YOU so much for tuning in. We hope you found this episode informative, inspiring, useful, validating, and enjoyable. Join us on the next episode for YOUR time to level up your knowledge about hypermobility disorders and the people who have them. Join YOUR Bendy Bodies community at https://www.bendybodiespodcast.com/. Learn more about Human Content at http://www.human-content.com Podcast Advertising/Business Inquiries: sales@human-content.com YOUR bendy body is our highest priority! Learn about Dr. Frank Feigenbaum: Website: https://www.frankfeigenbaum.com Keep up to date with the HypermobilityMD: YouTube: youtube.com/@bendybodiespodcast Twitter: twitter.com/BluesteinLinda LinkedIn: linkedin.com/in/hypermobilitymd Facebook: facebook.com/BendyBodiesPodcast Blog: hypermobilitymd.com/blog Part of the Human Content Podcast Network Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode of the Bendy Bodies podcast, Dr. Linda Bluestein, the Hypermobility MD, reconnects with her neurosurgeon, Dr. Frank Feigenbaum, who performed her Tarlov cyst surgery in 2011. Dr. Feigenbaum, a leading expert in Tarlov cyst treatment, shares the complexities of diagnosing these cysts, how they affect the nerves, and the groundbreaking surgical techniques he developed. Dr. Bluestein reflects on her personal journey through surgery and recovery, providing listeners with a unique patient-surgeon perspective. Tune in to learn about Tarlov cyst symptoms, diagnostic challenges, and how surgery can restore quality of life. Takeaways: Tarlov Cysts Can Be Symptomatic: While often dismissed as asymptomatic, Tarlov cysts can cause severe pain and neurological symptoms by compressing surrounding nerves. Selective Nerve Blocks Are Key for Diagnosis: To confirm that Tarlov cysts are the source of symptoms, selective nerve blocks can help diagnose and plan surgical interventions. Surgery Is a Lasting Solution: Dr. Feigenbaum's unique surgical approach, involving draining and wrapping the cysts, has shown long-term success with no cyst recurrence at the treated sites. Recovery Takes Time: Nerve healing after surgery can take weeks, months, or even years. Patience is key, as symptoms may improve gradually. The Least Invasive Approach Wins: Dr. Feigenbaum emphasizes doing as little as possible to the cysts during surgery to reduce nerve damage, offering the best chances for recovery. Connect with YOUR Bendy Specialist, Dr. Linda Bluestein, MD at https://www.hypermobilitymd.com/. Thank YOU so much for tuning in. We hope you found this episode informative, inspiring, useful, validating, and enjoyable. Join us on the next episode for YOUR time to level up your knowledge about hypermobility disorders and the people who have them. Join YOUR Bendy Bodies community at https://www.bendybodiespodcast.com/. Learn more about Human Content at http://www.human-content.com Podcast Advertising/Business Inquiries: sales@human-content.com YOUR bendy body is our highest priority! Learn about Dr. Frank Feigenbaum: Website: https://www.frankfeigenbaum.com Keep up to date with the HypermobilityMD: YouTube: youtube.com/@bendybodiespodcast Twitter: twitter.com/BluesteinLinda LinkedIn: linkedin.com/in/hypermobilitymd Facebook: facebook.com/BendyBodiesPodcast Blog: hypermobilitymd.com/blog Part of the Human Content Podcast Network Learn more about your ad choices. Visit megaphone.fm/adchoices

Oh man, do we have a packed show for you this week! Lafayette has returned from vacation and fills us in on his time away, giving us all the juicy details about his adventures. But that's just the beginning. We dive into the latest buzz surrounding Sean "P-Diddy" Combs and his infamous parties—what's really going on behind those closed doors? Lafayette also reviews Blink Twice, a 2024 American psychological thriller directed by Zoë Kravitz in her directorial debut. Written by Kravitz and E.T. Feigenbaum, the film boasts an all-star cast including Naomi Ackie, Channing Tatum, Christian Slater, Simon Rex, and Geena Davis. The story follows a group of people invited to a private island owned by a billionaire tech mogul, where things start getting strange—particularly for the female guests. Is this Kravitz's breakout moment behind the camera? Carlos tackles I Saw The TV Glow, a 2024 psychological horror drama written and directed by Jane Schoenbrun. Starring Justice Smith and Brigette Lundy-Paine, the film explores the eerie connection between two troubled high school students and their favorite TV show, which leads them to question their reality and identity. With an intriguing supporting cast including Helena Howard, Fred Durst, and Danielle Deadwyler, Carlos breaks down what makes this film a haunting and thought-provoking ride. Meanwhile, Laura spices things up with a game called Deadwood or Shakespeare?—can the guys guess whether the quote comes from the classic western or the Bard himself? And in a blast from the past, Laura also digs up an old commercial that everyone remembers, prompting the gang to dial the number and see if they can still order some cassettes. Spoiler alert: hilarity ensues. All that and much more on this week's episode of Nerds Talking The Podcast! Don't miss it! --- Support this podcast: https://podcasters.spotify.com/pod/show/nerdstalking/support

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: Perplexity wins my AI race, published by Elizabeth on August 24, 2024 on LessWrong. Perplexity is the first generalized AI chatbot I've found useful enough to integrate into any part of my daily workflow, much less across multiple domains. It speeds me up enough that I'm planning an increase in my freelancing rate. Perplexity has three key advantages: 1. It provides citations, cleanly, in context 2. It has the persona of a sharp human instead of an intolerable customer service agent. 3. It is useful (and sufferable) across a wide variety of domains. The citations are a bigger deal than they sound at first. I could of course google anything ChatGPT tells me and check the results, but that's costly. I have to spin up a new mental thread (and browser tab), sort through Google's increasingly shitty results, remember what claim I'm trying to check… the process eats up a lot of working memory at a time when it is scarce. If I wanted to trawl a sea of content farms I would have gone to Google in the first place. Perplexity's high quality inline citations solve that . Want to check if a claim is justified? Click the number next to it and look for the relevant quote. Not a perfect substitute for a 30 hour literature search, but a lot of power per minute. I don't have to spin up a new mental thread, so the whole thing feels much lower friction. Also thus far I've never caught it in a hallucination on a question of fact, although if real answers are scarce it will sometimes do the thing where it draws increasingly tenuous connections instead of just telling me no. I also found perplexity easier to talk to while trying to learn some math and math history. It felt about as useful as my human tutor- better at some things, worse at others. Test Questions The real test was which AI do I find myself using, and the answer to that is definitively Perplexity. But just for fun or in case I was wrong, I ran a few questions Perplexity through all major engines to see what they said. In all cases I used the top free model available. I have Perplexity Pro thanks to a promo, but I haven't ended up finding Pro to be much of an improvement. I do expect to use the pro-only PDF-analysis tool in the near future. Comments from me are in italics and [brackets] How do fractals relate to chaos theory? I have a project investigating chaos theory as a case study in the development of scientific/mathematical paradigms. This doesn't require I become a mathematician, but I do need to understand how discoveries relate to each other and generally not be an idiot on the topic. Perplexity is my always available, infinitely patient tutor. This should have been a challenging role for an AI to fill, because I have a friend who loves explaining math more than almost anything, and did his PhD in a related area. I even feel comfortable looking stupid in front of him. And yet Perplexity still had a value add, because it was never offline and I didn't feel a need to respect its time the way I would a friend's. Perplexity (link to result including citations) Fractals and chaos theory are closely intertwined concepts in mathematics and physics, with several key connections: Self-Similarity and Complex Patterns Fractals are geometric objects that exhibit self-similarity across different scales, meaning smaller parts resemble the whole. This property is often found in chaotic systems, where complex patterns emerge from simple rules. Visualization of Chaotic Processes Fractals frequently arise as visual representations of chaotic systems: The Feigenbaum diagram, which illustrates population dynamics in chaos theory, displays fractal-like structures. The Mandelbrot set, a famous fractal, is closely related to chaotic processes and can be used to visualize complex number behavior in iterative functions. Characteristics of Co...

In jener Zeit traf Philíppus Natánaël und sagte zu ihm: Wir haben den gefunden, über den Mose im Gesetz und auch die Propheten geschrieben haben: Jesus, den Sohn Josefs, aus Nazaret.Da sagte Natánaël zu ihm: Kann aus Nazaret etwas Gutes kommen? Philíppus sagte zu ihm: Komm und sieh! Jesus sah Natánaël auf sich zukommen und sagte über ihn: Sieh, ein echter Israelit, an dem kein Falsch ist. Natánaël sagte zu ihm: Woher kennst du mich? Jesus antwortete ihm: Schon bevor dich Philíppus rief, habe ich dich unter dem Feigenbaum gesehen. Natánaël antwortete ihm: Rabbi, du bist der Sohn Gottes, du bist der König von Israel! Jesus antwortete ihm: Du glaubst, weil ich dir sagte, dass ich dich unter dem Feigenbaum sah; du wirst noch Größeres als dieses sehen. Und er sprach zu ihm: Amen, amen, ich sage euch: Ihr werdet den Himmel geöffnet und die Engel Gottes auf- und niedersteigen sehen über dem Menschensohn. (© Ständige Kommission für die Herausgabe der gemeinsamen liturgischen Bücher im deutschen Sprachgebiet)

In this season finale episode, Seth and Pete explore the concept of emotional capital in divorce with experienced matrimonial and family law attorney Al Feigenbaum. They dive into how preserving emotional well-being during and after a divorce is crucial for effective co-parenting and moving forward in life.The conversation touches on the importance of attorneys being attuned to their clients' mental health, the impact of the pandemic on divorcing couples, and how lawyers' own emotional capital can be affected by their work. Al shares insights on managing difficult conversations with clients and the pitfalls of getting overly emotionally invested as a divorce attorney.Questions we answer in this episode:• What is emotional capital in the context of divorce?• How can your emotional state impact divorce outcomes?• What role should a divorce attorney play in addressing a client's mental health?Key Takeaways:• Preserving emotional capital is crucial for effective co-parenting post-divorce• Attorneys need to be mindful of how their own communication can escalate emotions• It's important for attorneys to set boundaries and manage difficult client conversationsThis episode is a must-listen for anyone navigating a divorce who wants to understand the importance of emotional well-being in the process. Seth, Pete, and Al offer valuable perspectives on how to approach divorce in a way that prioritizes mental health and sets you up for a positive post-divorce future.Links & NotesSchedule a consult with SethGot a question you want to ask on the show? Click here!About Alan R. Feigenbaum | Blank Rome LLPInstagram (@nonlinearlovestories)Visit NonLinear Love and share your story (00:00) - Welcome to How to Split a Toaster (02:16) - What is Emotional Capital? (07:04) - Mental Health (18:34) - Financial Impact of Emotional Disregulation (26:18) - Nonlinear Love (31:36) - Learn More (33:00) - Listener Questions (33:16) - How does Greyson's Law impact those who have already gone through the courts but evidence was not submitted? (34:56) - Where does the 50/50 split line get drawn? (37:11) - Can I be forced to take a breathalyzer? (38:00) - Are there tax implications associated with our divorce filing date?

In this episode, Bill Bellows and Andrew Stotz discuss David Garvin's 8 Dimensions of Quality and how they apply in the Deming world. Bill references this article by Garvin: https://hbr.org/1987/11/competing-on-the-eight-dimensions-of-quality TRANSCRIPT 0:00:02.4 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today, I'm continuing my discussion with Bill Bellows, who has spent 31 years helping people apply Dr. Deming's ideas to become aware of how their thinking is holding them back from their biggest opportunities. This is the Misunderstanding Quality series, episode two, The Eight Dimensions of Quality. Bill, take it away.   0:00:30.4 Bill Bellows: Welcome back, Andrew. Great to see you again. All right, episode two, we're moving right along. So in episode one, which the title I proposed, waiting to see what comes out, the title I proposed was, Quality, Back to the Start. And that was inspired by some lyrics from Coldplay. Anyway, but this is a, it's going back to my start in quality and last time I mentioned discovering Taguchi's work long before I discovered Dr. Deming. In fact, Gipsie Ranney, who is the first president of the Deming Institute, the nonprofit formed by Dr. Deming and his family just before he passed away, and Gipsie became the first president and was on the board when I was on the board for many years. And I spoke with her nearly every day, either driving to work or driving home. And once, she calls me up and she says, "Bill," that was her Tennessee accent, "Bill."   0:01:50.5 BB: She says, "It says on The Deming Institute webpage that you infused Dr. Taguchi's work into Dr. Deming's work," something like that, that I... Something like I infused or introduced or I brought Taguchi's work into Deming's work, and I said, "Yes." I said, "Yeah, that sounds familiar." She says, "Isn't it the other way around?" That I brought Deming's work into Taguchi's work. And I said, "No, Gipsie," I said, "It depends on your starting point. And my starting point was Dr. Taguchi." But I thought it was so cool. She says, "Bill don't you have it? Don't you... " She is like, "Isn't it the other way around?" I said, "No, to me, it was all things Taguchi, then I discovered Dr. Deming." But I was thinking earlier before the podcast, and I walked around putting together how, what I wanna talk about tonight. And I thought, when I discovered Taguchi's work, I looked at everything in terms of an application of Dr. Taguchi's ideas.   0:03:29.7 AS: And one question about Taguchi for those people that don't know him and understand a little bit about him, was he... If I think about where Dr. Deming got at the end of his life, it was about a whole system, the System of Profound Knowledge and a comprehensive way of looking at things. Was Taguchi similar in that way or was he focused in on a couple different areas where he really made his contribution?   0:04:03.9 BB: Narrower than Dr. Deming's work. I mean, if we look at... And thank you for that... If we look at Dr. Deming's work in terms of the System of Profound Knowledge, the elements of systems psychology, variation, theory of knowledge, Taguchi's work is a lot about variation and a lot about systems. And not systems in the sense of Russ Ackoff systems thinking, but variation in the sense of where's the variation coming from looking upstream, what are the causes of that variation that create variation in that product, in that service?   0:04:50.9 BB: And then coupled with that is that, how is that variation impacting elsewhere in the system? So here I am receiving sources of variation. So what I deliver it to you has variation because of what's upstream of me and Taguchi's looking at that coupled with how is that variation impacting you? So those are the systems side, the variation side. Now, is there anything in Deming, in Taguchi's work about psychology and what happens when you're labelling workers and performance appraisals and, no, not at all.   0:05:37.6 AS: Okay, got it.   0:05:38.4 BB: Is there anything in there about theory of knowledge, how do we know that what we know is so? No, but there's a depth of work in variation which compliments very much so what Dr. Deming was doing. So anyway, so no. And so I discovered Taguchi's work, and I mentioned that in the first episode. I discovered his work, became fascinated with it, started looking at his ideas in terms of managing variation to achieve incredible... I mean, improved uniformity to the extent that it's worthwhile to achieve. So we were not striving for the ultimate uniformity, it's just the idea that we can manage the uniformity. And if we... And we'll look at this in more detail later, but for our audience now, if you think of a distribution of the variation in the performance of a product or a service, and you think in terms of... It doesn't have to be a bell-shaped distribution, but you have a distribution and it has an average and it has variation.   0:06:50.4 BB: What Dr. Taguchi's work is about in terms of a very brief, succinct point here in episode two is how might we change the shape of that distribution? How might we make it narrower, if that's a worthwhile adventure? It may be worthwhile to make it wider, not just narrower, but in both cases, we're changing the shape of the distribution and changing the location. So Taguchi's work, Taguchi's Methods, driven by variation comes to me, variation impacts you is how do I change the shape and location of that distribution? So on a regular basis, as I became more fascinated with that, I started thinking about, well, how might I apply Taguchi's ideas to these things that I encountered every day? Well, prior to that before discovering Taguchi's work, when I was a facilitator in problem solving and decision making training, I did the same thing, Andrew.   0:07:52.4 BB: I started looking at, oh, is this a problem? Is this a decision? Is this a situation that needs to be appraised? And so prior to that, what I was thinking about is when I was just a heat transfer analyst working on my Ph.D., I didn't look at how the heat transfer stuff affected all these other aspects of my lives. I didn't think about it when I went into a supermarket, but there was something about the problem solving and decision making that just infatuated me. And I would look at, oh, is Andrew talking about a decision or is Andrew talking about a problem? So I started hearing things. And so when I went into Taguchi's work, it was the same thing. And then shifting into Deming's work, it's the same thing. And I've... There's nothing else that I've studied that I look at things through those lenses. Anyway, so in studying, getting exposed to Taguchi, I mentioned that I had some time away from work, I went out on medical for some reasons and went and bought a book, a bunch of books.   0:09:02.4 BB: And one of the books I bought by David Garvin had come out in 1987, is entitled "The Eight Dimensions of Quality." There's a Harvard Business Review article that I wanna reference in this episode, and I'll put a link to the article. It's a free link. And so when you hear people talk about a quality product or a quality service or quality healthcare. We think in terms of it's quality as things, it's either good quality or bad quality or high quality, or somebody calls it low quality, or we just say it's a quality product. But what does that mean? So what I find is very loosely, we think in terms of categories of quality, good, bad, high, low. What we'll look at in a future episode is what would happen if we thought about quality on a continuum, which I believe Taguchi's work really demonstrates vividly as well as Dr. Deming's work.   0:10:07.4 BB: But even to back up before we talk about the eight dimensions of quality, I wanted to give some background on the word quality. The word quality, and this comes from an article and I'll put a link to this article, I wrote it for the Lean Management Journal a number of years ago, the word quality has Latin roots, beginning as qualitas, T-A-S, coined by the Roman philosopher and statesman, Marcus Tullius Cicero. He later became an adversary of this bad guy named Mark Antony. You've heard of him. Feared by Antony, this guy was feared by Antony because his power of speech led, you know what it led to, Andrew, his power of speech?   0:10:54.5 AS: What?   0:10:54.6 BB: His beheading.   0:10:55.8 AS: Oh my goodness.   0:10:56.5 BB: So for those of you with great powers of speech, watch out for your Mark Antony. But meanwhile, he introduced fellow Romans to the vocabulary of qualitas, quantitas, quantity, humanitas, humanities, essentia, which is, essence, he also is credited with an extensive list of expressions that translate into English today. Difference, infinity, science, morale. Cicero spoke of qualitas with his peers when focusing on the essential nature, character or property of an object. And this is kind of interesting. I mean, you can count how many apples do we have. And again, he came up with the term quantitas for quantity, but he is also talking about the essence of the apples. That's the quality word. And then 2000 years later when writing "The New Economics", Dr. Deming provided his definition and a little bit different.   0:12:05.3 BB: He says, "The problem anywhere is quality. What is quality?" Says the good doctor, "A product or service possesses quality if it helps somebody, it enjoys a good and sustainable market." And I said in the article, "As with Cicero, Deming saw quality as a property." And then some other background on quality before I talk about Garvin, "long after Cicero and well before Deming, quality as a property was a responsibility of guilds." Guilds. I mean, now we have writers guilds, we have actors guilds, and it's kind of cool that these guilds still exist and they are associations of artisans who control the practice of their craft, each with a revered trademark. So here in Los Angeles, we have writers guilds, actors guilds. They were organized as professional societies, just like unions.   0:13:00.2 BB: And these fraternities were developed, and within these fraternities they created standards for high quality. All right. So what is this quality management stuff from David Garvin? So this article was written 37 years ago and reviewing it for tonight's episode and I thought it fit in really, really well. I was reminded of... First time I read this article, 1989, I knew a lot about... Well, I knew, I was excited about Taguchi as I knew a lot about Taguchi, didn't know a lot about Dr. Deming. So I'm now reviewing it years later with a much deeper, broader Deming perspective than at that time. But I do believe, and I would encourage the listeners to get ahold of the article, look at it, if you wanna go into more depth, there's Garvin's book. And doing some research for tonight, I found out that he passed away in 2017, seven or so years ago.   0:14:04.6 BB: He was, I guess from, most of his career and education he was at the Harvard Business School, very well respected there. And so in the article it talks about, again, this, 1987, that's the era of Total Quality Management. That's the era in which Dr. Deming was attracting 2000 people to go to his seminars. 1987 is two years before Six Sigma Quality, two years before “The Machine That Changed The World.” And in the article, he says, "Part of the problem, of course, is that Japanese and European competition have intensified. Not many companies tried to make quality programs work even as they implemented them." This is back when quality was an era of quality circles. He says, "In my view, most of the principles about quality were narrow in scope. They were designed as purely defensive measures to preempt failures or eliminate defects, eliminate red beads."   0:15:10.3 BB: "What managers need now is an aggressive strategy to gain and hold markets with high quality," there we go again, "as a competitive linchpin." All right. So in the article, he has some interesting explanations of... Highlights. In the book is more depth. He talks about Joseph Juran, "Juran's Quality Handbook". Juran observed that quality could be understood in terms of avoidable and unavoidable costs. Dr. Deming talked about the economics. The New Economics, right? But Juran is looking at avoidable, unavailable costs resulting from defects in product failures. That's very traditional quality today.  The latter associated with prevention, inspection, sampling, sorting, quality control. And so this is what I found fascinating, is 37 years later, this is still the heavy sense of what quality is all about. Avoiding failure, avoiding defects.   0:16:18.3 BB: Then he talks about Total Quality Control coming from Armand Feigenbaum, who was a big name in the '80s. Again Dr. Deming's work kind of created this big quality movement but it wasn't just Dr. Deming people discovered, they discovered Philip Crosby in a Zero Defects advocacy, Feigenbaum, Juran, sometime later. Again, mid '80s, Dr. Taguchi's name started to be heard. All right. And then the reliability. All right. Now I wanna get into the... Oh, here's, this is good. "In 1961, the Martin Corporation, Martin Company was building Pershing missiles for the US Army. The design of the missile was sound, but Martin found that it could maintain high quality only through massive inspection programs."   0:17:13.0 BB: You know what Dr. Deming would say about inspection? It's after the fact. Sorting the good ones from the bad ones after the fact. No prevention there. But Martin found that it could only do it with inspection. And decided to offer... Again, this is 1961, and this is still the solution today, decided to offer workers incentives to lower the defect rate. And in December, 1961, delivered a Pershing missile to Cape Canaveral with zero discrepancies. Buoyed by this success, Martin's general manager in Florida accepted a challenge issued by the Army's missile command to deliver the first Pershing missile one month ahead of schedule. He went even further, he promised that the missile would be perfect. Perfect. You know what that means, Andrew?   0:18:12.3 AS: Tell us.   0:18:12.8 BB: All good, not bad.   0:18:14.9 AS: All good, not bad.   0:18:15.9 BB: He promised missile would be perfect with no hardware problems or document errors, and that all equipment would be fully operational 10 days after delivering. And so what was neat in going back to this is we still have this mindset that quality is about things being good, not bad. What is bad we call that scrap, we call that rework. That's alive and well today.   0:18:45.0 AS: The proclamations are interesting when you listen to what he's saying, when you're quoting that.   0:18:52.4 BB: Yeah, no, and I remember, 'cause again, I read this recently for the first time in 37 years and I'm going through it. And at the time I was thinking, "Wow, wow, wow, this is a really big deal. This is a really big deal." Now I look at it and say, "This is what we're still talking about today, 37 years later." The absence of defects is the essence of quality. All right. But so I would highly recommend the article. Now we get into what he proposes as eight critical dimensions of quality that can serve as a framework for strategic analysis. And I think even in a Deming environment, I think it's... I think what's really cool about this is it provides a broad view of quality that I think Deming's work fits in very well to, Dr. Taguchi's work fits in very well to, and I think covers a lot of what people call quality. So the first dimension he talks about is performance.   0:20:01.4 BB: And he says, "Of course, performance refers to a product's primary operating characteristics." He says, "For an automobile, performance would include traits like acceleration, handling, cruising speed. For a television, sound and picture clarity." He says "A power shovel in the excavation business that excavates 100 cubic yards per hour will outperform one that excavates 10 cubic yards per hour." So the capacity, that could be miles per gallon, carrying capacity, the resolution of the pixels, that's what he calls performance. Okay. Features is the second dimension of quality. Examples include free drinks on an airplane, but not if you're flying a number of airlines they charge you for those drinks, permanent press cycles on a washing machine, automatic tuners on a color television set. A number of people in our audience won't know what those are, bells and whistles. Features are bells and whistles.   0:21:17.2 BB: There was a time people would say the number of cup holders in your automobile, a feature could be intermittent wipers. So these are features. So again, I mean, so performance is kind of cool. What is the capacity, is it 100 horsepower, 200 horsepower, that's performance. Features, bells and whistles. Okay. Fine. Reliability, now we're talking. The dimension represents the probability of a product malfunctioning or failing within a specified period of time. So your car breaking down, are you gonna drive to work every day and one morning you're gonna go out and it's... That's a reliability issue. Okay. That's... When I think about reliability, that's a Taguchi thing, that's a Deming thing.  And looking at time between failures, okay, fine. Reliability comes down to... And if importance for the impact of downtime, if you're looking at engines not working and you're sitting at the gate, that's a reliability issue. The reliability is, it can be repaired, but it's gonna take some time, perhaps. Conformance. All right.   0:22:40.4 AS: Is number four, right?   0:22:42.2 BB: This is number four, a related dimension of quality is conformance or the degree to which a product's design and operating characteristics meet established standards. "This dimension owes to the importance of traditional approaches," it says, "to quality pioneers such as Juran." All products and services involve specifications of some sort. When new designs or models are developed, dimensions are set for parts or purity, these specifications are normally expressed as a target or a center. Now it's starting to sound a little bit like Dr. Taguchi's work, an ideal value, deviance from the center within a specified range. But this approach equates good quality with operating inside the tolerance band. There is little interest in whether the specifications have been met exactly. For the most part, dispersion within specifications is ignored. Ignored. That's balls and strikes, Andrew, balls and strikes.   0:23:51.2 BB: As long as the ball is somewhere in the strike zone, as long as the characteristic is somewhere within requirements, conformance, this gets into what I talk about in terms of the question number one of quality management. Has the requirement been met, the requirement for the performance, the dimension, is it within requirements? And there's only two answers, yes or no. That's conformance. I used to think that the American Society for Quality might be better known as the American Society for the Preservation of Conformance. I find there's a lot of conformance thinking. I'm reminded of, I'm a member of the American Society for Quality as I'm on the Deming Medal Committee, so I have to be a member of ASQ. So I get a daily or every other day newsletter with comments and conformance is a big part of the conversation. Good parts and bad parts, scrap and rework. All right.   0:25:02.3 BB: Conformance is number four. And it's not to say there isn't a place for the conformance, but conformance is then again different from what Dr. Taguchi is talking about. All right. Durability, the measure of a product life. Durability has both economic and technical dimensions. Durability is how long does it work before I throw it away? So reliability is about, I can repair it. Okay. And that's an inconvenience. Durability is like light bulbs. It runs and runs or a refrigerator and someone says, "Well, it's time for a new one." That's a durability issue. Okay. Durability is the amount of use you get before you haul it off to the junkyard. That's durability. Okay. Serviceability. And back in the '60s, now I'm dating myself, there would be commercials for... I don't know which television brand, but what they talked about is, and these would be commercials. Commercials on television as to "our TV is easy to repair." And I thought, is that a good thing?   [laughter]   0:26:22.4 AS: Is that a foreboding?   0:26:24.4 BB: Yeah. And so... But again, the last couple of days I had to fix the sprinkler system in the backyard. And here in California we have, everybody has a sprinkler system. In the East Coast, people have above ground sprinkler systems. Here, they're all below ground. You don't have to worry about the lines freezing, at least in Los Angeles. And so anyway, one of the valves broke and I thought I was gonna buy a new one and take some of the parts from the new one to put it into the old one. And that didn't quite work. And so meaning to say, serviceability on the design was awful. I couldn't service it.   0:27:11.5 BB: I had to replace the whole damn thing, which was a lot more work than I was expecting. Anyway, however they designed it, serviceability didn't seem to be a consideration in the... That's dimension number six. Again, not to say there's anything wrong with thinking about serviceability. In terms of... Yeah. Okay, I'll leave it with that. Okay, serviceability. Number seven, aesthetics. The final two dimensions of quality are the most subjective, aesthetics, how a product looks, feels, sounds, taste, or smells is clearly a matter of personal judgment. Nevertheless, there seem to be patterns, a rich and full flavor aroma.   0:28:01.0 BB: That's got nothing to do with Dr. Taguchi's work. I mean, you can go off and do market research, find out what is the most appealing flavor, the most appealing taste, the most appealing aroma. And this is what I used to tell students is, and once you understand that or that vivid color that attracts the customer, then you could use Dr. Taguchi's work for, how can I reliably, predictably recreate, week after week, day by day, car by car, that aroma, that flavor, but Taguchi's work is not gonna tell you what it is. And then the last dimension of quality, you ready, Andrew?   0:28:45.8 AS: Give it to me, Bill.   0:28:47.7 BB: Perceived quality. "Consumers do not always have complete information on a product's attributes and direct measure is maybe their only basis. A product's durability can seldom be observed." And so we talk about perceptions of quality. Again, this is 1987, he says, "For this reason, Honda, which makes cars in Marysville, Ohio, and Sony, which builds color TVs have been reluctant to publicize that their products..." Ready? "Are made in America." Because the perception in 1987 is we want them to be made in Japan. And then we could talk about the perception of Cadillac quality, the perception of Jaguar quality.   0:29:35.7 BB: My father's gas station back in the early '70s, it was a block away from the nearby hospital. So a lot of our customers were doctors and they came in in their Cadillacs and Mercedes. And it was just a lot of fun. It was pretty cool. And one doctor against all of his peers' recommendations bought a Jaguar XJ12, V12, 12 cylinders, and they told him again and again, they said, "It'll spend more time in the shop than you driving it." No, no, no, he had to have one, he had to have one. And sure enough, it spent most of the time in the shop, but I got to drive it now and then, which was pretty cool. But that's perceived quality.   0:30:27.5 BB: So I just wanted to, in this episode, throughout those eight dimensions of quality. Again, I encourage our listeners, viewers, I think to get a broader sense of quality before you just look at quality from Dr. Deming's perspective, quality from anyone else's. I think that Garvin has done a really good job covering eight bases, if I can use that term, of quality. And then what I think is neat is to look at which of these tie into Deming's work, which of these tie into Dr. Taguchi's work? And that's what I wanted to cover in this episode.   0:31:01.8 AS: Fantastic. Well, let's just review that for the listeners and the viewers out there, eight dimensions. The first one is performance, the second one is features, the third one is reliability, the fourth one is conformance, the fifth one is durability, the sixth one is serviceability, the seventh one is aesthetics, how it feels and all that, and then the eighth one is perceived quality. Woah, that was...   0:31:29.4 BB: All about... Yeah. And it is reputation. You either have a great reputation or not.   0:31:38.3 AS: All right. Well, Bill, on behalf of everyone at the Deming Institute, I want to thank you again for this discussion. For listeners, remember to go to deming.org to continue your journey. And if you wanna keep in touch with Bill, just find him on LinkedIn. This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming, "People are entitled to joy in work."

Alan Feigenbaum and Ariella Steinhorn have come together to present Nonlinear Love, a collection of unique relationship stories that reframe the way we think about dating, romance, break-ups, divorce, and love, by talking about the issues without subscribing to the self-help drive that has permeated pop culture for decades and continues to do so today. Al and Ari discuss their story of how they got together to create Nonlinear Love, their own histories with relationships and romance, and how their inspiration for telling these incredible stories.Follow To Dine For:Official Website: ToDineForTV.comFacebook: Facebook.com/ToDineForTVInstagram: @ToDineForTVTwitter: @KateSullivanTVEmail: ToDineForTV@gmail.com Thank You to our Sponsors!American National InsuranceFollow Our Guests:Official Site: NonLinearLove.comInstagram: @NonlinearLoveStories Hosted on Acast. See acast.com/privacy for more information.

When aiming for healthy aging and reducing chronic disease risk over the lifecourse, exercise, specifically a combination of resistance training and cardiorespiratory fitness, has a fundamental role to play. In addition it can mitigate age-related declines and support independence in later years. A strong evidence base exists showing the benefits of increased strength and cardiorespiratory fitness on a range of important outcomes related to lifespan and healthspan. But some intriguing questions remain, such as: How strong is strong enough? At what point do we maximize the benefits of exercise? How “fit” do we need to be? Is simple participation enough or do we need a true training adaptation? How can this actually be implemented in practice so that it is doable? In this episode, Dr. Jordan Feigenbaum shares his insights on this topic and offers advice on how we can increase our probability of a long healthspan, through exercise interventions. Links: Subscribe to Sigma Nutrition Premium Go to episode page Join Sigma's email list Barbell Medicine Timestamps: 04:40 Dr. Feigenbaum's Journey and Barbell Medicine's Mission 05:57 Defining and Achieving Healthy Aging 10:37 The Impact of Exercise on Health and Longevity 28:52 Strength Training: How Much is Enough? 38:43 Muscle Mass vs. Strength: What Matters More for Health? 47:18 The Paradox of Muscle Mass vs. Strength 49:05 Designing an Effective Strength Training Program 01:01:27 Cardiorespiratory Fitness: Importance and Assessment 01:06:19 Optimizing Cardio Training: Intensity and Volume

Dr. Feigenbaum, of Barbell Medicine,  joins the Working Weights LLC podcast to explain the differences in exercise types, and why strength can improve your health.

ALAN FEIGENBAUM is an experienced matrimonial and family law attorney whose prime focus is the maximization of his clients' long-term, post-divorce, emotional capital. Alan assists a diverse range of professionals and their spouses, including business owners, lawyers, investors, and entertainers, on their family law matters, with a notable focus on evaluating the optimal strategies to manage and resolve complex financial and custody disputes. He is well-versed in managing agreements (separation, prenuptial, and postnuptial) to create a framework for his clients' futures, and approaches dispute resolution with an eye toward facilitating cooperation and reducing conflict, making every effort to settle cases out of court. Understanding that divorce can affect the trajectory of a person's life, Alan focuses on his clients' long-term financial and familial best interests. His multifaceted approach has included: Working with financial experts to identify and define the scope of assets acquired by a spouse before the marriage, thereby eliminating litigation over whether those assets are part of the marital pot; Resolving the disposition of a spouse's interest in a business without resorting to a pro forma approach that assumes complex valuation of that interest is always required; Reaching agreement on the payment of expenses while a divorce action is pending, without the need for costly, interim support motion practice; Negotiating interim parenting schedules by empowering parents and not substituting attorney judgment for that of the parents; Settling contentious custody disputes without involving court-appointed professionals, sparing the family from the potentially lasting effects of domestic relations litigation; and Prioritizing the value clients place on financial independence both during and after the divorce action concludes, including in the case of the nonmonied spouse evaluating the financially feasibility of retaining the marital home. Alan also has significant courtroom experience, including first-chair trial experience in domestic relations matters and, at an early stage in his career, examining witnesses before the U.S. International Trade Commission. He also speaks and writes frequently on matters of family law. Alan is a regular contributing columnist for the New York Law Journal on matters of divorce law. For his pro bono work at the firm, Alan is a volunteer discharge upgrade attorney for The Veterans Consortium. Outside the Firm, Alan and his wife, Talia, live in Maplewood, New Jersey with their two children. Alan's info: Website: https://www.blankrome.com/people/alan-r-feigenbaum Website: https://www.nonlinearlove.com/ LinkedIn: https://www.linkedin.com/in/alan-feigenbaum/ Instagram: https://www.instagram.com/alrichard_f/ Instagram: https://www.instagram.com/nonlinearlovestories/ Please click the button to subscribe so you don't miss any episodes and leave a review if your favorite podcast app has that ability. Thank you! Visit http://drlaurabrayton.com/podcasts/ for show notes and available downloads. © 2014 - 2024 Dr. Laura Brayton

As lawmakers in the Legislature continue negotiations for the state's Fiscal Year 2025 budget, one addition specific to transportation involves a $5 million appropriation for a pilot program to assess replacing traditional fuel taxes with a mileage-based road usage fee.This week's Talking Michigan Transportation podcast features another conversation with Baruch Feigenbaum, senior managing director of transportation policy for the Reason Foundation. Feigenbaum has done extensive study on the need for long-term changes to funding policy for roads and bridges. He's also testified before legislative committees at the federal level and in several states.He recently told Michigan lawmakers that a fuel tax is akin to “a rock star on his farewell tour” as increased fuel efficiency diminishes returns on fuel taxes.

My guest is Ariel Feigenbaum! Ariel is a Co-Founder and serves as the Chief Operating Officer at PeakNIL.   PeakNIL is a full-service Name, Image, and Likeness (NIL) platform that restructures the way athletes, fans, and brands interact. With a diverse team of business leaders, professional athletes, and renowned celebrities from various genres, its cutting-edge technology ensures seamless transactions, while its commitment to transparency and integritykeeps all parties protected and informed throughout the process. The company aims to create a safe, secure, and transparent ecosystem where high integrity is the cornerstone of every partnership.   Social and Website: Linkedin: https://www.linkedin.com/in/arielfeigenbaum/ Linkedin:https://www.linkedin.com/company/peaknil/ Website: https://www.peaknil.com/ For more episodes and information, visit us at https://www.digitalnicheagency.com/media Apple Podcasts: https://podcasts.apple.com/us/podcast... Spotify: https://open.spotify.com/show/4zS5V79... Stitcher: https://www.stitcher.com/s?fid=524781... Follow Digital Niche Agency on Socials for Up To Date Marketing Expertise and Insights Facebook: https://www.facebook.com/digitalniche... Linkedin: https://www.linkedin.com/company/digi... Instagram: DNA - Digital Niche Agency @digitalnicheagency • Instagram photos and videos. Twitter: https://twitter.com/DNAgency_CA YouTube: https://www.youtube.com/channel/UCDlz…

Episode 158: Strength Training PrinciplesFuture Dr. Hasan explains the importance of adding muscle strength exercises to our routine physical activity. Dr. Arreaza asked questions about some terminology and reminded us of the physical activity guidelines for Americans.    Written by Syed Hasan, MSIV, Ross University School of Medicine. Editing by Hector Arreaza, MD.You are listening to Rio Bravo qWeek Podcast, your weekly dose of knowledge brought to you by the Rio Bravo Family Medicine Residency Program from Bakersfield, California, a UCLA-affiliated program sponsored by Clinica Sierra Vista, Let Us Be Your Healthcare Home. This podcast was created for educational purposes only. Visit your primary care provider for additional medical advice.An Introduction to Strength Training Principles.Arreaza: Hello, everyone. Welcome to episode 158. [Introduce myself]. We are recording this episode right before Christmas but by the time you listen to this episode it will be 2024, so Happy New Year! It has been a busy time in our residency, we had lots of interviews, parties, and, of course, lots of learning and teaching. I apologize for our absence in the last few weeks, but we are back for good. We have Syed today, hi, Syed, please introduce yourself.Syed: Hi Dr. Arreaza, and hello everybody. My name is Syed. I am a fourth-year medical student at Ross University School of Medicine. I'm also a lifting enthusiast. One of my many goals in life is to look like I lift. Until I reach that goal, I will take solace in the fact that at least I sound like I lift. Arreaza: You are getting there, keep going! Give us an intro for today's episode. Syed: (laughs) Thanks! Well, today, I want to present a framework with which to approach resistance training. The benefits of weight training are well-known, and a quick Google search gives us plenty to learn about them. But a clear framework for resistance training is a bit more difficult to come by. So, in this podcast, I will attempt to provide you, the listeners, with such a framework. By the end of the episode, my goal is to get most of you to start thinking about strength training seriously. Arreaza: I'm excited to hear it. I'm ready to learn more. I exercise, but I have to confess that I need to add more lifting to my routines. I enjoy cardio exercise, especially if I'm listening to my favorite music or watching a Netflix show. So, today I will go to bed being a little wiser. I have low gym literacy, but I think many of our listeners will appreciate my silly questions. Syed: (laughs) If you're thinking it, it's not a silly question, Dr. Arreaza! Before we begin though, some housekeeping. Because there is some technical stuff like names of muscles, their function, and exercises to target them, we will add a quick glossary at the end of the attached transcript. I will also include sources for the information I present. As well, a lot of other sources on hypertrophy training and exercise science. Arreaza: So, let's start with the definition of strength training, Syed. Syed: Yeah. So put simply, any exercise where you produce force against a resistance can be thought of as a resistance training exercise. Doing this kind of exercise over a long period of time is what causes strength and muscle gain. By the way, strength and muscle gains are like chicken and eggs. Scientists are not sure which comes first, just that both are correlated. Practically, it means that when we look at two people, the person with bigger muscles is probably going to be stronger.Arreaza: On the Physical Activity Guidelines for Americans, available online at health.gov, we find that it is recommended that adults engage in “muscle-strengthening activities of moderate or greater intensity… [involving] all major muscle groups on 2 or more days a week,” and that's ON TOP of the 150-300 minutes of moderate physical activity a week for general health benefits.Syed: Yeah, and we are talking about it today because a lot of times it's unclear to people what such exercise entails. Some common examples are bodyweight exercises like push-ups, pull-ups, and squats. Syed: In these exercises, our body is the resistance against which our muscles are producing force. So, in push-ups, it is our chest and triceps that are mostly involved. In pull-ups, it is our back and biceps that work the hardest. When it comes to squats, it is our quads and glutes that are used most. Quads are the muscles in the front part of the thighs, and glutes are the buttock muscles. Arreaza: Push-ups, pull-ups, and squats are examples of bodyweight exercises. Syed: Yeah, so now let's talk about free weight exercises. Just like in body weight exercises, we are using our body weight as resistance, in free weight exercises we use free weights, like barbells or dumbbells, as resistance. So, instead of a push-up, we could do a bench press with a barbell or dumbbell, for example. Arreaza: Barbells and dumbbells. What's the difference?Syed: The difference is the size, dumbbells fit in your hand and barbells are larger. Bench press with them is a substitute for push-ups. These would target the chest and triceps just like push-ups. For pull-ups, the substitute would be barbell rows or dumbbell rows, to target the upper back. And the free-weight version of bodyweight squats is simply having a barbell on the upper back/shoulders and do squats. This exercise is called barbell squat. If we don't have barbells but have dumbbells, we can grab one, hold it with both hands in front of our chest, and do squats. That is called a goblet squat.Arreaza: And don't forget the kettlebells that can be used for squats too.Syed: That's right. So far in our discussion, some themes have emerged. There are big muscle groups that work together, like the back and biceps, chest and triceps, and quads and glutes.There are exercise groups that target these muscle groups.These big muscle groups are either part of the trunk or are nearest to the trunk of the bodyMost people know what trunk is, but I'll describe it as the area between the neck and groin. You can imagine our limbs and neck sprouting from our trunk just as branches sprout from a tree trunk.So, chest is part of the trunk, and biceps are near the trunk; back is part of the trunk, and triceps are near the trunk. For our lower body, quads and glutes are near the trunk.Now, let's also summarize the muscle groups and exercise groups mentioned so far. Chest and triceps: Can be targeted with push-ups, bench press (when using barbells), or dumbbell press (when using dumbbells).By the way, in the world of lifting, the same exercise might have different names. I don't want anyone to be married to the names. Understanding the movement pattern is the important thing.So, again, reiterate #1Back and biceps can be targeted with pull-ups, barbell rows, or dumbbell rows. There is also an exercise called lat pull-down that is like the movement pattern of pull-ups (basically starting with arms above our body and then bringing our elbows towards the ribs). But a lat-pull down uses a cable machine found at most gyms.So again, for back and biceps, we can do pull-ups, barbell or dumbbell rows, or lat pull-downs, depending on what we have access to.Finally, we talked about quads that can be targeted with body weight squats, barbell, or dumbbell squats. To these exercises, we can also add lunges, that can be done with bodyweight, dumbbells, or barbells.Arreaza: What are lunges?Syed: Lunges are like walking but you lower your hips and bend your knees with every step. And you do this with dumbbells in hands or a barbell on the back. You can also do it with just body weight. Arreaza: You said these muscle and exercise groups cover the big muscles on or nearest to the trunk. You have not mentioned the shoulders and the back of the thighs. Syed: To that, I would say, thank you for listening so closely! All of these exercises have been compound movements, meaning they target more than one muscle group. These are the exercises that give you the biggest bang for your buck, that is time.Syed: The compound exercises for back of the thigh is deadlifts. Muscles in the back of the thigh are called hams (short for hamstrings). The bread-and-butter compound exercise for hams is the deadlift. It can be done with a barbell or dumbbells. On top of targeting your hams, it also makes your erector muscles work hard. Erectors are also called erector spinae. These are a group of muscles in the back that work hard to keep your spine stable and help us stand straight. They also allow us to bend our spine side to side and even backwards a bit. So the deadlift is done with the lifter bending at the hips and knees, keeping the back straight. And reversing that movement to stand back up.Arreaza: It is important to exercise your erectors. Deadlifts for your hams. And for your shoulders?Syed: For shoulders, the go-to compound lift is the shoulder press (and again, this can be done with a barbell or dumbbell). It targets your delts, short for deltoids. Shoulder press also targets our triceps, traps, and upper chest. Syed: The thing with both deadlifts and shoulder press is that they are taxing on your spine. It's true for squats too, but squats are a relatively simple movement compared to deadlifts and shoulder press. With deadlifts and shoulder press, you have to pay special attention to keeping a neutral spine, and that does not come intuitively. Often the best way to master these movements without putting your spine in a compromised position is under expert supervision, at least when learning the movement. Don't get me wrong; it can be learned by paying close attention to exercise videos online as well. But yeah, it takes practice.Arreaza: So we have covered all big muscles groups that can be trained together using compound movements: back and biceps; chest and triceps; hams, erectors, and glutes; quads and glutes. Syed: Yes, glutes and abs are freebies. They get worked in a lot of movements. More directly in some exercises and less in others. So, these muscle groups really don't need extra attention in most cases, at least not at the beginner level. So, now we know the muscle groups and the compound exercises to target these muscle groups. The final piece is how much and how often to train them. The recommended frequency, in general, for strength training is two days or more per week. Syed: How many exercises in a session? Generally, 3-5. Syed: How many sets for each exercise? The standard answer is 2-5 sets of 5-15 reps per exercise. Stopping 2-3 reps shy of failure (this is called the reps-in-reserve or RIR model). Make sure to take plenty of rest between sets. Arreaza: How much is plenty? Syed: 1) your muscles feel sufficiently recovered, 2) your breathing is back to normal or almost normal, and 3) your will to push for another set is back. You can use this 3-point checklist for both rest periods between sets and rest periods between training sessions. Between sets, the rest time may be 2 minutes; it may be 5 minutes. It may go from 5 to 2 minutes as your cardio improves over time. But the most important thing is, listening to our body.  Not overexerting. Otherwise, our subconscious is going to tell us, you just punish me when exercising. So, now it is going to rebel. And before we know it, weeks have passed between training sessions, we have lost the momentum for training, and we missed out on potential gains. Arreaza: My patients talk about being afraid of injuries when lifting. Can you talk about that? Syed: Anything in life has risks and benefits. I heard a resident at Rio Bravo once say, “being alive has its risks.” The good news is, resistance training of any kind, whether it is Olympic lifting, powerlifting, or bodybuilding, carries a lot less risk of injury compared to any other sport. And the benefits, physical, mental, and reduced all-cause mortality far outweigh the risks. I have never regretted a training session. This is something you will hear most people who lift say. And for good reason. The only thing is, start slowly, and increase weights slowly over time. Arreaza: Injury prevention is important. You need to make sure you are keeping a correct posture and body positioning during weight-lifting. A personal trainer can be a way to prevent injuries but if you are very motivated, you can find videos to guide you. Do you have any recommendations on sources where our listeners can learn more about this?Syed: To learn about the principles of muscle hypertrophy, the people I benefited the most from are Dr. Eric Helms, Dr. Mike Israetel,  Dr. Milo Wolf, and Barbell Medicine (Drs. Baraki and Feigenbaum whose articles I referred to when preparing for this podcast). All these people have tons of sources available in the forms of books, articles, YouTube videos, and Instagram posts. In other words, they are everywhere trying to teach us!. I can link some of the playlists for exercises by muscle groups.Arreaza: Thanks.Syed: Thank you for listening, I hope this episode gives us a better idea to guide our patients or ourselves in strength training. GlossaryCompound exercise A strength training exercise that involves the use of multiple muscle groups and joints to perform the movement. Chest Pecs or pectoralis muscles (major and minor)The pecs work to help us push things away in front of us.  Compound exercises targeting chest also work the front delts.  Triceps Tris (pronounced “tries”)The triceps help us straighten our arms.Chest and tris can be thought of as pushing muscles. ShouldersDelts or deltoids (front, medial, and rear) The delts raise arms up to around shoulder level, although some evidence suggests they work even when the arm has crossed the 90-100 degree mark. Back  Lats or latissimus dorsi helps us bring elbow close to our body (either from in front of us in a horizontal plane or from above us in a vertical plane). Most back exercises also work other muscles in the back like rear delts, traps, and erectors.GlutesGluteal muscles (gluteus maximus, medius, and minimus)Have many functions including pelvic stability, overall posture, force production in athletic movements, and so much more. Involved heavily in exercises for the quads and hams.  AbsCore or Abdominal muscles (rectus abdominis, internal and external obliques, and transverse abdominis)A group of muscles in the front of the torso. When body fat is low (10-15% in men and 15-25% in women), they lead to the appearance of the “six packs” (the rectus abdominis). They are used in most exercises when we brace before executing the movements.  Note: In most cases, being leaner than the percentages mentioned above is not good for overall hormonal health.   _____________________Conclusion: Now we conclude episode number 158, “Strength Training Principles.” Future Dr. Hasan explained how to strengthen groups of muscles by adding bodyweight and free weight exercises. He answered some questions about basic terminology and Dr. Arreaza added a few words about injury prevention. This week we thank Hector Arreaza and Syed Hasan. Audio editing by Adrianne Silva.Even without trying, every night you go to bed a little wiser. Thanks for listening to Rio Bravo qWeek Podcast. We want to hear from you, send us an email at RioBravoqWeek@clinicasierravista.org, or visit our website riobravofmrp.org/qweek. See you next week! _____________________References:Baraki A, Feigenbaum J, et al. Practical guidelines for implementing a strength training program for adults. In: UpToDate, Connor RF (Ed), Wolters Kluwer. (Accessed on December 15, 2023.). https://www.uptodate.com/contents/practical-guidelines-for-implementing-a-strength-training-program-for-adultsFranklin BA, Sallis RE, et al. Feigenbaum J, et al. Exercise prescription and guidance for adults. In: UpToDate, Connor RF (Ed), Wolters Kluwer. (Accessed on December 15, 2023.) https://www.uptodate.com/contents/exercise-prescription-and-guidance-for-adultsSullivan J, Feigenbaum J, et al. Strength training for health in adults: Terminology, principles, benefits, and risks. In: UpToDate, Connor RF (Ed), Wolters Kluwer. (Accessed on December 15, 2023.) https://www.uptodate.com/contents/strength-training-for-health-in-adults-terminology-principles-benefits-and-risksRoyalty-Free Music: Sur-La-Tabla_Beat. Downloaded on May 19th, 2023, from  https://www.videvo.net/Suggested Reading:Helms, E., Morgan, A., & Valdez, A. (2019). The Muscle & Strength Pyramid: Training. Muscle and Strength Pyramids, LLC.Helms, E., Morgan, A., & Valdez, A. (2019a). The Muscle & Strength Pyramid: Nutrition. Muscle and Strength Pyramids.Israetel, M. (2021). Scientific principles of hypertrophy training. Renaissance Periodization. Schoenfeld, B. (2021).Science and development of muscle hypertrophy. Human Kinetics.

August 31st: Carl Feigenbaum Attacks Juliana Hoffman(1894) One death can trigger wild speculation. On August 31st 1894 a woman was killed inside her own home and, in the aftermath of her assailant's execution, many added her name to the long list of victims belonging to one of the most notorious serial killers of all time.  https://www.jack-the-ripper.org/carl-feigenbaum.htm, https://en.wikipedia.org/wiki/Carl_Feigenbaum, https://www.casebook.org/suspects/carl-feigenbaum.html, https://thejacktherippertour.com/blog/who-was-carl-feigenbaum-and-was-he-jack-the-ripper/, http://policegazette.us/FromTheMorgue_5-16-1896_Feigenbaum.html, https://www.executedtoday.com/2017/04/27/1896-carl-feigenbaum-the-ripper-abroad/, https://www.nytimes.com/1896/04/28/archives/carl-feigenbaum-executed-was-convicted-of-having-killed-jo-hanna.html

On this week's podcast, Drs. Baraki and Feigenbaum discuss recent research surrounding collagen protein, incontinence with lifting, and oral weight loss medications. Resources: OASIS-1 https://tinyurl.com/yfhh4fx9 Lifestyle Weight Loss M/A https://tinyurl.com/yhtxxbmn SUI with Lifting https://tinyurl.com/33fca7fp SUI Podcast https://tinyurl.com/c6ca9yby Collagen Protein https://tinyurl.com/4fd4zffv www.barbellmedicine.com Podcast on Belts: https://on.soundcloud.com/wE8Xt Seminars: https://www.barbellmedicine.com/seminars/ YouTube: https://www.youtube.com/c/BarbellMedicine?themeRefresh=1 Sponsors: https://generalleathercraft.com/ https://vuoriclothing.com/pages/pod_bbm_sp23 (get 20% off your first order) Got Pain? Contact Us: https://www.barbellmedicine.com/contact-us-coaching-inquiry/ For more of our stuff: App: https://tinyurl.com/muus5pfn Podcasts: goo.gl/X4H4z8 Instagram: @austin_barbellmedicine @jordan_barbellmedicine @leah_barbellmedicine @vanessa_barbellmedicine @untamedstrength @derek_barbellmedicine @hassan_barbellmedicine @charlie_barbellmedicine @alex_barbellmedicine @tomcampitelli @joe_barbellmedicine @rheece_barbellmedicine @cam_barbellmedicine @claire_barbellmedicine @ben_barbellmedicine @cassi.niemann @caleb_barbellmedicine Email: support@barbellmedicine.com Supplements/Templates/Seminars: www.barbellmedicine.com/shop/ Forum: forum.barbellmedicine.com/

On this week's podcast, Drs. Baraki and Feigenbaum discuss testosterone replacement therapy. www.barbellmedicine.com References: The Endocrine Society 2018 Guidelines https://academic.oup.com/jcem/article/103/5/1715/4939465 Variance https://sandpit.bmj.com/graphics/2020/resultsmayvary/ Testosterone Therapy in Men With Hypogonadism: An Endocrine Society Clinical Practice Guideline https://pubmed.ncbi.nlm.nih.gov/29562364/ Prevalence https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9136962/ Cognitive Benefit Appraisal https://pubmed.ncbi.nlm.nih.gov/27377542/ Podcast on Belts: https://on.soundcloud.com/wE8Xt Seminars: https://www.barbellmedicine.com/seminars/ YouTube: https://www.youtube.com/c/BarbellMedicine?themeRefresh=1 Sponsors: https://generalleathercraft.com/ https://vuoriclothing.com/pages/pod_bbm_sp23 (get 20% off your first order) Got Pain? Contact Us: https://www.barbellmedicine.com/contact-us-coaching-inquiry/ For more of our stuff: App: https://tinyurl.com/muus5pfn Podcasts: goo.gl/X4H4z8 Instagram: @austin_barbellmedicine @jordan_barbellmedicine @leah_barbellmedicine @vanessa_barbellmedicine @untamedstrength @derek_barbellmedicine @hassan_barbellmedicine @charlie_barbellmedicine @alex_barbellmedicine @tomcampitelli @joe_barbellmedicine @rheece_barbellmedicine @cam_barbellmedicine @claire_barbellmedicine @ben_barbellmedicine @cassi.niemann @caleb_barbellmedicine Email: support@barbellmedicine.com Supplements/Templates/Seminars: www.barbellmedicine.com/shop/ Forum: forum.barbellmedicine.com/