Podcasts about Halliburton

Munaf Manji and Mackenzie Rivers talk NBA playoff betting for the firs round. The guys break down each series and give out predictions and best bets. In the “NBA Playoffs 1st Round Preview + Best Bets” podcast, Munaf Manji and Mackenzie Rivers deliver a detailed analysis of six confirmed playoff matchups. Starting with Bucks vs. Pacers, they highlight Damian Lillard's Game 1 absence and potential Game 3 return. Despite Indiana's strong finish and better trendline, both lean Milwaukee in six games, citing Giannis' dominance, Halliburton's road struggles, and playoff pedigree. Munaf mentions Doc Rivers' questionable playoff history and the Bucks' edge in rebounding and roster depth. Next, Knicks vs. Pistons shows New York as a clear -400 favorite. Mackenzie highlights Detroit's weak half-court offense and inexperience. They agree Jalen Brunson is the best player in the series and pick Knicks in five, suggesting -2.5 games as a value bet. For Celtics vs. Magic, Boston is a -5000 favorite. Mackenzie acknowledges Orlando's improvement to 17th in offense post-All-Star despite losing Jalen Suggs but criticizes their three-point shooting and sees Game 1 as a blowout. Munaf agrees, pointing to Boston's depth and perimeter strength. They recommend a Magic team total under and predict a sweep or five-game series. Clippers vs. Nuggets is the tightest series, priced at -110 each. Mackenzie is hesitant to trust Kawhi Leonard's health but notes the Clippers were strong late season. He values Denver's playoff-tested core of Jokic, Murray, and Porter Jr., even with coaching changes. Munaf favors the Clippers in seven games, citing Ty Lue's ability to adjust and Harden's solid season. Both suggest betting the series after Game 1, with Denver favored by 2.5. In Lakers vs. Timberwolves, Munaf backs the Lakers based on star power and playoff history. Mackenzie points out their mediocre net rating and questions public overconfidence. He critiques Julius Randle's poor playoff stats and remains skeptical of Minnesota's secondary scoring. While Mackenzie sees potential in the Timberwolves, he passes on betting them now. Munaf lays the four points with the Lakers, expecting a statement in Game 1. In Rockets vs. Warriors, the hosts praise Houston's growth but highlight their lack of playoff experience. Mackenzie notes Golden State's poor half-court offense but trusts Curry and Green's pedigree. Munaf calls it a development year for Houston and picks Warriors in six. They mention the low total for Game 1 and expect another under, given both teams' tendencies. Mackenzie's best bets are Knicks -7 and Trae Young under 26.5 points vs. Miami, based on historical defensive matchups. Munaf echoes the Knicks pick and supports Lakers -4, banking on home energy and playoff urgency. For Heat vs. Hawks, Munaf leans over on Miami's team total, while Mackenzie prefers fading Trae Young. They note past eighth-seed play-in games are 6-1 to the under. For Mavericks vs. Grizzlies, Munaf leans under and highlights Dallas' defense, while Mackenzie passes on a side but acknowledges Memphis' volatility. Both hosts ground their takes in net rating, recent trends, EPM data, and postseason form. They avoid hyperbole, focusing on betting value, historical angles, and matchup dynamics, giving listeners a sharp and disciplined first-round betting guide. Learn more about your ad choices. Visit megaphone.fm/adchoices

This week, I'm joined by Jenny Don't & Kelly Halliburton (Jenny Don't & The Spurs & Pierced Arrows), who discuss their bandmates/dear friends Fred & Toody Cole and the documentary UNKNOWN PASSAGE: THE DEAD MOON STORY.We also discuss how my very first Country/Western show was seeing Fred & Toody's band Western Front, Jenny and Kelly's wildly different entry points into Punk and Country, Jenny learning to sing using an answering machine, The Cole's approach to get the job done with limited resources, how Kelly first met Fred Cole at the age of 8 because his Dad was already in a band with Fred, The Wipers, Poison Idea, the love for Dead Moon in Europe, the kindness of Andrew Loomis and the monster drummer he was, the origin of post-Dead Moon band Pierced Arrows and Kelly's time as drummer with Fred & Toody, what is was like touring with The Coles & their late night casino adventures, how the doc captures the dampness of Portland, The Lollipop Shoppe and motorcycle exploitation films, the difficulties with crossing country borders with the Coles, how Pierced Arrows wrote their songs, a walkthrough of The Coles' one-of-a-kind house, Chris being to afraid to play the guitar he was going to buy in front of Fred Cole, The Cole's early bands The Rats & King Bee, how Fred Cole discovered punk rock at a Ramones show, ageism in early punk rock, The Dead Moon huddle and the Pierced Arrows 'ring power' ritual, how supportive the band was of the opening bands they played with, Mike Watt, Toody Cole continuing to rock, being a lifer in music while being in a couple band and so much more...So let's huddle over that melted candle shoved into a Jack Daniel's bottle on this week's episode of Revolutions Per Movie!REVOLUTIONS PER MOVIE:Host Chris Slusarenko (Eyelids, Guided By Voices, owner of Clinton Street Video rental store) is joined by actors, musicians, comedians, writers & directors who each week pick out their favorite music documentary, musical, music-themed fiction film or music videos to discuss. Fun, weird, and insightful, Revolutions Per Movie is your deep dive into our life-long obsessions where music and film collide.The show is also a completely independent affair, so the best way to support it is through our Patreon at patreon.com/revolutionspermovie. By joining, you can get weekly bonus episodes, physical goods such as Flexidiscs, and other exclusive goods.Revolutions Per Movies releases new episodes every Thursday on any podcast app, and additional, exclusive bonus episodes every Sunday on our Patreon. If you like the show, please consider subscribing, rating, and reviewing it on your favorite podcast app. Thanks!SOCIALS:@revolutionspermovieBlueSky: @revpermovieTHEME by Eyelids 'My Caved In Mind'www.musicofeyelids.bandcamp.com ARTWORK by Jeff T. Owenshttps://linktr.ee/mymetalhand Click here to get EXCLUSIVE BONUS WEEKLY Revolutions Per Movie content on our Patreon Hosted on Acast. See acast.com/privacy for more information.

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."  

Rodney (@enjoycards_ig) joins the show for a collector conversation rooted in passion, purpose, and Pacers.We talk about how he became a fan of the Indiana Pacers and why Tyrese Haliburton became his guy. Rodney shares his collecting story, from Duke days and Grant Hill admiration to his gold Halliburton chase. We explore the psychology of choosing a player, committing to a team, and letting aesthetics guide the journey.You'll hear about:His Halliburton Black 1/1 Prizm and how he landed itThe cards that brought him joy in handWhy he chose to focus on Halliburton in a Pacers jersey, not rookie cardsThoughts on the Pacers' playoff potential this yearHow collecting deepened his connection to the gameThis one's for collectors who build meaning through cardboard and fall in love with the game all over again.Start your 7 day free trial of Stacking Slabs Patreon Today[Distributed on Sunday] Sign up for the Stacking Slabs Weekly Rip Newsletter using this linkCheck out Card Ladder the official data partner of Stacking SlabsFollow Rodney: | InstagramFollow Stacking Slabs: | Twitter | Instagram | Facebook | Tiktok

AI is transforming oil and gas, but not all AI is created equal. Many companies have wasted millions on failed AI projects, chasing optimization without real breakthroughs. But what if AI could think like a scientist—applying physics and chemistry to accelerate decision-making and innovation? In this episode, TC Zoboroski, Head of Sales for Energy at NobleAI, explains how their science-based AI is reshaping everything from production forecasting to molecular design. Unlike traditional generative AI, which relies on pattern recognition, NobleAI operates on scientific principles, enabling faster, more accurate results for R&D, product development, and enhanced oil recovery. TC shares fascinating use cases where AI has cut R&D timelines from decades to months, optimized drilling decisions, and even created new chemical formulations in real-time. We also discuss why AI skepticism is still strong in oil and gas, how to overcome it, and why AI should be seen as a force multiplier, not a job threat. About the Guest TC Zoboroski is the Head of Sales for Energy at NobleAI, a company specializing in science-based artificial intelligence for industries like oil & gas, materials science, and biotech. With a background in technology and experience at Halliburton, Dell, AWS, and Exxon, TC brings deep insight into how AI can bridge the gap between traditional energy challenges and cutting-edge digital solutions. Connect with TC and NobleAI:

En este episodio, hablamos del rol de Ja Morant en el despido de Taylor Jenkins en Memphis. Hablamos de las batallas del Play-In, nos vamos a fondo con Halliburton y los Pacers y cerramos con recomendaciones.  Redes sociales:Facebook, Twitter, Instagram: @losnbafreaksMarcos Brenes- Twitter: @MarcosJBrenes- Instagram: @marcosjbrenesGerard Clemente- Twitter: @gerardclemente- Instagram: @gerard_clementeJosue Brenes- Twitter: @JRBrenesWebsite: losnbafreaks.comEmail: losnbafreaks@gmail.com

Today we had the very exciting opportunity to take COBT “On The Road” to the Colorado School of Mines (CSM) in Golden, CO, where we recorded a special live audience show featuring Dr. Paul Johnson, President of CSM, and Jeff Miller, Chairman, President, and Chief Executive Officer of Halliburton. Paul has led CSM for nearly ten years and brings extensive experience in academia, previously serving as Dean of the School of Engineering at Arizona State University. Jeff has served as CEO of Halliburton since 2017 and has held multiple senior leadership roles across the company since joining in 1997. Before our discussion, we had the pleasure of touring the CSM campus, visiting with faculty, staff and students, and hearing from select administrators. We were thrilled to visit with Paul and Jeff for a broad discussion on the evolving landscape of energy education, workforce development, and the critical role of industry-academia collaboration in shaping the future of energy. In our conversation, we explore CSM's history, its longstanding focus on engineering, and its deep ties to the energy industry. We discuss the collaboration of Halliburton Labs with universities and research institutions as well as the resurgence of interest in mining, driven by its critical role in energy security and renewables. Paul shares insights into CSM's experimental mine and its applications across energy, defense, and technology sectors, how Mines contributes to U.S. competitiveness in the global energy landscape, and the university's balance between academic research and real-world industry applications. We examine the shift in student interests and industry focus over the past decade, Halliburton's approach to hiring and retaining skilled workers, and the benefits of CSM's emphasis on real-world problem solving. Paul shares his perspective on the increasing importance of hands-on experience in engineering education and the diversity of industries hiring CSM graduates from aerospace, oil and gas, infrastructure, computer science and more. Jeff discusses how Halliburton Labs supports early-stage companies, the role of accelerators in bridging the gap between R&D and commercialization, and differences between “Founders” and “CEOs.” We touch on technological advancements at CSM including its ambitious expansion into space resource utilization and development of a cutting-edge quantum engineering program, AI's growing impact on industry and education, and much more. We ended by asking Paul and Jeff for their vision of CSM and Halliburton in the next decade. Their outlook reflects continued growth and a can-do attitude toward solving some of the world's most pressing challenges. Today was a fascinating exploration of the current state of industry-academic collaboration, the new energy pragmatism we all keep talking about, and the incredible innovation that can happen on a great campus like CSM. As you'll hear, we discuss the exciting Halliburton Labs Pitch Day event taking place in Denver Wednesday. For more information and to register for Pitch Day, click here. If you are in Denver, it's not too late to come in person. Otherwise, you can register to attend virtually from anywhere! We want to thank the teams at Colorado School of Mines and Halliburton Labs for their partnership and hospitality in making today's episode possible. A huge thanks to Paul and Jeff for sharing their time and expertise with us all. And as always, thanks to you all for your friendship and support!

“Geophysicists have an incredible ability to see what's below the surface – now we need to make sure the world sees what we do above it.” Sustainability isn't just about the environment – it's about people, the planet, and prosperity. Maria Angela Capella shares how geophysicists drive sustainability in Latin America and beyond in this episode. From innovative projects that support economic growth to real-world solutions addressing climate change, this conversation will inspire you to see geophysics as a powerful force for good. KEY TAKEAWAYS > How geophysics shapes sustainable development – real-world projects advancing environmental stewardship and economic growth. > The power of communication in science – why geophysicists must tell their story clearly and compellingly. > Practical steps for geophysicists – engaging with sustainability frameworks and advocating for responsible decision-making. CALL TO ACTION Don't miss Maria Angela Capella's upcoming honorary lecture, Rocking Sustainability: Geophysics' Role in a Greener, Prosperous, and Socially Conscious Latin America. Register now to dive deeper into the role of geophysics in sustainability and discover actionable ways to make a difference at https://seg.org/education/lectures/seg-honorary-lecture-maria-angela-capello/. > 8 April 2025, 9 AM (CDT) > 6 May 2025, 3 PM (CDT) SHARE THIS EPISODE If you found this episode helpful, please message a friend to listen. To help out, here's a possible message you could send them. You have to check out this episode of Seismic Soundoff! Maria Angela Capella shares incredible stories about geophysics making a real impact on sustainability in Latin America. You'll love it! LINKS * Visit https://seg.org/podcasts/episode-253-sustainability-prosperity-and-geophysics-in-latin-america to register for Maria Angela's lecture and learn more about The Geophysical Sustainability Atlas. GUEST BIO Maria Angela Capello (MAC) is the President of Red Tree Consulting LLC and a distinguished leader in the energy sector. She spearheads initiatives in sustainability, diversity and inclusion (D&I), and geosciences. MAC has held prominent roles at Kuwait Oil Company, Halliburton, and Petróleos de Venezuela (PDVSA). She has been honored by the Italian Government with the “Star of Italy” knighthood and by UNESCO endorsing her work leading the “Geosciences in Action – Advancing Sustainable Development”. SHOW CREDITS Andrew Geary at TreasureMint hosted, edited, and produced this episode. The SEG podcast team comprises Jennifer Cobb, Kathy Gamble, and Ally McGinnis. If you have episode ideas or feedback for the show or want to sponsor a future episode, email the show at podcast@seg.org.

Welcome back to the Konfidence in the Klutch Podcast with Donald Nelson. Deezus gives his thoughts and prayers to the family of Lauren, our former neighbor (2:30).  Konfidence in the Klutch's Deezus gives his  Konfident Service Announcement on self care (3:20). Deezus talks Politics as usual with thoughts on the Democrats choosing not to stand up to the bully and shutdown the government temporarily for a better deal (6:45).  Deezus talks about the unfortunate death of a Southern University student who was killed from hazing to join a fraternity (15:00).   Jay-Z sues false accuser and her lawyer Tony Buzbee (20:10).  Deezus gives his rundown of Mary J. Blige's "For My Fans" tour stop in Chicago (21:15).   Deezus then gives his  NBA news with a four-pack: Halliburton traveled on the Bucks buzzer beater, Celtics set a record for the most 3's attempted in a half and lose the game, Chuck called out Bron for flying back to LA, I would've too if I was Bron, OKC hate has to stop they deserve praise for what they're doing in the regular season, PG is shut down for the season (26:40).  NFL Free agency news of Chase and Higgins staying in Cincy (29:00).  Deezus gives his WNBA news with celebrating what the Unrivaled league proved for fans of women's basketball, and the Sparks open up tryouts for male practice players which irked Brink (30:00) Deezy gives his NCAA Mens and Womens Final Four picks and National Champions (31:45). This podcast was recorded at 2:15 p.m. CT on Tuesday, March 18th, 2025.  Host: Donald Nelson Producer/Engineer: Donald Nelson Music by: Konfidence in the Klutch Productions Subscribe, Stream, or Download:

As free agency comes to a close, we've got the winners, the losers, and the one team that will look completely different when next season kicks off! Then onto the NBA ...We will dive deep into how Halliburton crushed their spirits last night in Indy, like only we can!. Meanwhile, the clock is ticking and the drama is building — we'll reveal the key reason they're still stuck in Steeltown, and it could be huge! Learn more about your ad choices. Visit podcastchoices.com/adchoices

Time to Get Up with an unimaginable ending! We'll break down as only we can how Halliburton broke their hearts last night in Indy! Meanwhile - the clock ticks and the plot thickens - we'll tell you the one big reason they're still stalling in Steeltown - this could be big! Plus - as free agency winds down, we've got winners, we've got losers, and the one team you won't even recognize when next season begins! Learn more about your ad choices. Visit podcastchoices.com/adchoices

In this case, the court considered this issue: Is a voluntary dismissal without prejudice under Federal Rule of Civil Procedure 41 a “final judgment, order, or proceeding” under Federal Rule 60(b)?The case was decided on February 26, 2025.The Supreme Court held that a voluntary dismissal without prejudice under Federal Rule of Civil Procedure 41(a) is a “final judgment, order, or proceeding” within the meaning of Rule 60(b), and therefore may be reopened by the district courts. Justice Samuel Alito authored the unanimous opinion of the Court.The Court's reasoning focused on interpreting the phrase “final judgment, order, or proceeding” in Rule 60(b). A voluntary dismissal without prejudice qualifies as a “final proceeding” because it terminates the case, making it “conclusive” and the “last” filing on the docket. Although "final" in appellate jurisdiction contexts is interpreted narrowly, that would should not be interpreted so narrowly here because Rule 60(b) serves a different purpose. Additionally, the term “proceeding” encompasses all steps taken in an action, including voluntary dismissals. To read “proceeding” as requiring judicial determination would strip the term of independent meaning, since judicial determinations would already be covered by “order.”Historical context further supports this interpretation. Rule 60(b) was based on a California provision that had been interpreted to apply to voluntary dismissals. The rule speaks in ascending order of generality—”judgments,” then “orders,” then “proceedings”—suggesting “proceeding” should be broader than the preceding terms. This interpretation prevents voluntary dismissals without prejudice from falling into a procedural “no man's land,” where they would neither be considered interlocutory nor final, leaving parties without recourse to correct mistakes in dismissal.The opinion is presented here in its entirety, but with citations omitted. If you appreciate this episode, please subscribe. Thank you. 

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ZERO HALLIBURTON、iPhone 16e対応ケース発売　カードを収納できる手帳型も。　米国発のトータルラゲージブランド「ZERO HALLIBURTON」は、3月上旬からiPhone 16e対応ケースを販売開始。価格は7150～9900円（税込み）で、片手で操作しやすい背面型「ZERO HALLIBURTON Hybrid Shockproof Flip Case」と、カードが収納できる手帳型「ZERO HALLIBURTON Hybrid Shockproof Flip Case」で展開する。

Get every episode of The Dumb Zone by subscribing to the show at DumbZone.com or Patreon.com/TheDumbZoneA lot to catch up on today's show. The end of Argyle basketball for Blake, a weekend check involving a fight with the wife, our knockout winners in studio, Steve Smith and Tim Hardaway Seniors, and another edition of Bad Beats (00:00) - Open: Weekend check (43:59) - Sports: Lakers win, Mavs lose (01:07:22) - Today in Twitter: Steve Smith Sr. (01:49:40) - News: HP teacher connected to cold case (02:07:05) - VM birthdays/Today in History ★ Support this podcast on Patreon ★

Wall St closed higher overnight as the S&P 500 sets a new record high, climbing 0.24%. The Dow Jones rose just 0.02% and the tech-heavy Nasdaq had a slight rise of 0.07%. The energy sector was the best performing, gaining 1.9% with Halliburton and Valero Energy leading gains.Over in Europe, markets closed higher as the STOXX600 jumped 0.32% by market close on Tuesday. Germany's DAX had a gain of 0.2%, the French CAC rallied 0.21% and over in the UK the FTSE100 had a slight fall of 0.01% by the closing bell.Locally yesterday the ASX had a pullback to start the week, closing Tuesday's session down 0.66% despite the RBA announcing the nation's first cash rate cut since November 2020 after 13-hikes to 4.35%. The nations cash rate now drops 25-basis points to 4.1% as the RBA's journey to tame inflation is working at the same time the elevated rate environment to date has caused a cost-of-living crisis in Australia.What to watch today:The Australian share market is set to open slightly lower, with the SPI futures suggesting a fall of 0.02% at market open this morning.On the commodities front this morning,Oil is trading 0.55% higher at 71 US dollars and 77 cents a barrel after crude exports from Kazakhstan were disrupted after a drone strike hit a Russian pumping station, potentially cutting pipeline flows by 30%.Gold is trading 1.2% higher at 2934 US dollars an ounce and iron ore is trading 0.06% higher at 106 US dollars and 83 cents a tonne.Trading Ideas:Bell Potter maintains a buy rating on HUB24 (ASX:HUB) and has increased its 12-month price target to $93. With a current share price of $84.39, this indicates a share price growth of 10.2% over the next 12-months, hence the buy rating is maintained.Trading Central has identified a bearish signal on Appen Ltd (ASX:APX), indicating that the stock price may fall from the close of $2.90 to the range of $1.90-$2.10, on a pattern formed over 30 days, according to the standard principles of technical analysis.

Jill var ein hamingjusöm kona, börnin orðin fullorðin, eyddi mestum tíma sínum í að sinna sjálfboðastarfi og ferðast um heimin með sínum heittelskaða eiginmanni og naut lífsins.  Það var einmitt eftir eitt fríið með eiginmanninum sem að hún var ein heima í algjörri slökun þegar eiginmaður hennar tók eftir undarlegum hreyfingum á öryggismyndarvélum heimilisins.  Áhyggjur hans urðu til þess að sonur þeirra hjóna fór heim þar sem hann kom að móður sinni látinni.    Þátturinn er í boði Define The Line Sport Kóðinn "morðskúrinn" veitir 15% afslátt af öllum vörum inn á  www.definethelinesport.com    áskriftarleið www.pardus.is/mordskurinn   

Join host Andrew Stotz for a lively conversation with Cliff Norman and Dave Williams, two of the authors of "Quality as an Organizational Strategy." They share stories of Dr. Deming, insights from working with businesses over the years, and the five activities the book is based on. TRANSCRIPT 0:00:02.2 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 have a fantastic opportunity to learn more about a recent book that's been published called "Quality as an Organizational Strategy". And I'd like to welcome Cliff Norman and Dave Williams on the show, two of the three authors. Welcome, guys.   0:00:27.1 Cliff Norman: Thank you. Glad to be here.   0:00:29.4 Dave Williams: Yeah, thanks for having us.   0:00:31.9 Andrew Stotz: Yeah, I've been looking forward to this for a while. I was on LinkedIn originally, and somebody posted it. I don't remember who, the book came out. And I immediately ordered it because I thought to myself, wait, wait, wait a minute. This plugs a gap. And I just wanna start off by going back to Dr. Deming's first Point, which was create constancy of purpose towards improvement of product and service with the aim to become competitive and stay in business and to provide jobs. And all along, as anybody that learned the 14 Points, they knew that this was the concept of the strategy is to continue to improve the product and service in the eyes of the client and in your business. But there was a lot missing. And I felt like your book has started really to fill that gap. So maybe I'll ask Cliff, if you could just explain kind of where does this book come from and why are you bringing it out now?   0:01:34.5 Cliff Norman: That's a really good question, Andrew. The book was originally for the use of both our clients only. So it came into being, the ideas came out of the Deming four day seminar where Dr. Tom Nolan, Ron Moen and Lloyd Provost, Jerry Langley would be working with Dr. Deming. And then at the end of four days, the people who some of who are our clients would come up to us and said, he gave us the theory, but we don't have any methods. And so they took it very seriously and took Dr. Deming's idea of production viewed as a system. And from that, they developed the methods that we're going to discuss called the five activities. And all of our work with this was completely behind the wall of our clients. We didn't advertise. So the only people who became clients were people who would seek us out. So this has been behind the stage since about 1990. And the reason to bring it out now is to make it available beyond our client base. And Dave, I want you to go ahead and add to that because you're the ones that insisted that this get done. So add to that if you would.   [laughter]   0:02:53.0 Dave Williams: Well, thanks, Cliff. Actually, I often joke at Cliff. So one thing to know, Cliff and Lloyd and I all had a home base of Austin, Texas. And I met them about 15 years ago when I was in my own journey of, I had been a chief quality officer of an ambulance system and was interested in much of the work that API, Associates of Process Improvement, had been doing with folks in the healthcare sector. And I reached out to Cliff and Lloyd because they were in Austin and they were kind enough, as they have been over many years, to welcome me to have coffee and talk about what I was trying to learn and where my interests were and to learn from their work. And over the last 15 years, I've had a great benefit of learning from the experience and methods that API has been using with organizations around the world, built on the shoulders of the theories from Dr. Deming. And one of those that was in the Improvement Guide, one of the foundational texts that we use a lot in improvement project work that API wrote was, if you go into the back, there is a chapter, and Cliff, correct me if I'm wrong, I think it's chapter 13 in this current edition on creating value.   0:04:34.3 Dave Williams: In there, there was some description of kind of a structure or a system of activities that would be used to pursue qualities and organizational strategy. I later learned that this was built on a guide that was used that had been sort of semi self-published to be able to use with clients. And the more that I dove into it, the more that I really valued the way in which it had been framed, but also how, as you mentioned at the start, it provided methods in a place where I felt like there was a gap in what I saw in organizations that I was working with or that I had been involved in. And so back in 2020, when things were shut down initially during the beginning of the pandemic, I approached Lloyd and Cliff and I said, I'd love to help in any way that I can to try to bring this work forward and modernize it. And I say modernize it, not necessarily in terms of changing it, but updating the material from its last update into today's context and examples and make it available for folks through traditional bookstores and other venues.   0:05:58.9 Andrew Stotz: And I have that The Improvement Guide, which is also a very impressive book that helps us to think about how are we improving. And as you said, the, that chapter that you were talking about, 13, I believe it was, yeah, making the improvement of value a business strategy and talking about that. So, Cliff, could you just go back in time for those people that don't know you in the Deming world, I'm sure most people do, but for those people that don't know, maybe you could just talk about your first interactions with Dr. Deming and the teachings of that and what sparked your interest and also what made you think, okay, I wanna keep expanding on this.   0:06:40.0 Cliff Norman: Yeah. So I was raised in Southern California and of course, like many others, I'm rather horrified by what's going on out there right now with fires. That's an area I was raised in. And so I moved to Texas in '79, went to work for Halliburton. And they had an NBC White Paper called, "If Japan Can, Why Can't We?", and our CEO, Mr. Purvis Thrash, he saw that. And I was working in the quality area at that time. And he asked me to go to one of Deming's seminars that was held in Crystal City, actually February of 1982. And I got down there early and got a place up front. And they sent along with me an RD manager to keep an eye on me, 'cause I was newly from California into Texas. And so anyway, we're both sitting there. And so I forgot something. So I ran up stairs in the Sheraton Crystal City Hotel there. And I was coming down and lo and behold, next floor down, Dr. Deming gets on and two ladies are holding him up. And they get in the elevator there and he sees this George Washington University badge and he kind of comes over, even while the elevator was going down and picks it up and looks it up real close to his face. And then he just backs up and leans, holds onto the railing and he says, Mr. Norman, what I'm getting ready to tell you today will haunt you for the rest of your life.   0:08:11.8 Cliff Norman: And that came true. And of course, I was 29 at the time and was a certified quality engineer and knew all things about the science of quality. And I couldn't imagine what he would tell me that would haunt me for the rest of my life, but it did. And then the next thing he told me, he said, as young as you are, if you're not learning from somebody that you're working for, you ought to think about getting a new boss. And that's some of the best advice I've ever gotten. I mean, the hanging around smart people is a great thing to do. And I've been gifted with that with API. And so that's how I met him. And then, of course, when I joined API, I ended up going to several seminars to support Lloyd Provost and Tom Nolan and Ron Moen and Jerry as the various seminars were given. And Ron Moen, who unfortunately passed away about three years ago, he did 88 of those four day seminars, and he was just like a walking encyclopedia for me. So anytime I had questions on Deming, I could just, he's a phone call away, and I truly miss that right now.   0:09:20.5 Cliff Norman: So when Dave has questions or where this reference come from or whatever, and I got to go do a lot of work, where Ron, he could just recall that for me. So I miss that desperately, but we were busy at that time, by the time I joined API was in '88. And right away, I was introduced to what they had drafted out in terms of the five activities, which is the foundation of the book, along with understanding the science of improvement and the chain reaction that Dr. Deming introduced us to. So the science of improvement is what Dr. Deming called the System of Profound Knowledge. So I was already introduced to all that and was applying that within Halliburton. But QBS, as we called it then, Qualities of Business Strategy was brand new. I mean, it was hot off the press. And right away, I took it and started working with my clients with it. And we were literally walking on the bridge as we were building it. And the lady I'm married to right now, Jane Norman, she was working at Conagra, which is like a $15 billion poultry company that's part of Conagra overall, which is most of the food in your grocery store, about 75% of it. And she did one of the first system linkages that we ever did.   0:10:44.5 Cliff Norman: And since then, she's worked at like four other companies as a VP or COO, and has always applied these ideas. And so a lot of this in the book examples and so forth, comes from her actual application work. And when we'd worked together, she had often introduced me, this is my husband, Cliff, he and his partners, they write books, but some of us actually have to go to work. And then eventually she wrote a book with me with Dr. Maccabee, who is also very closely associated with Dr. Deming. So now she's a co-author. So I was hoping that would stop that, but again, we depend on her for a lot of the examples and contributions and the rest of it that show up in the book. So I hope that answers your question.   0:11:28.2 Andrew Stotz: Yeah, and for people like myself and some of our listeners who have heard Dr. Deming speak and really gotten into his teachings, it makes sense, this is going to haunt you because I always say that, what I read originally... I was 24 when I went to my first Deming seminar. And I went to two two-day seminars and it... My brain was open, I was ready, I didn't have anything really in it about, any fixed methods or anything. So, for me, it just blew my mind, some of the things that he was talking about, like thinking about things in a system I didn't think about that I thought that the way we got to do is narrow things down and get this really tight focus and many other things that I heard. And also as a young, young guy, I was in this room with, I don't know, 500 older gentlemen and ladies, and I sat in the front row and so I would see him kind of call them on the carpet and I would be looking back like, oh, wow, I never saw anybody talk to senior management like that and I was kind of surprised. But for those people that really haven't had any of that experience they're new to Deming, what is it that haunts you? What is... Can you describe what he meant when he was saying that?   0:12:42.9 Cliff Norman: I gotta just add to what you just said because it's such a profound experience. And when you're 29, if most of us, we think we're pretty good shape by that time, the brain's fully developed by age 25, judgment being the last function that develops. And so you're pretty well on your way and then to walk in and have somebody who's 81 years old, start introducing you to things you've never even thought about. The idea of the Chain Reaction that what I was taught as a certified quality engineer through ASQ is I need to do enough inspection, but I didn't need to do too much 'cause I didn't want to raise costs too much. And Dr. Deming brought me up on stage and he said, well, show me that card again. So I had a 105D card, it's up to G now or something. And he said, "well, how does this work?" And I said, "well, it tells me how many samples I got to get." And he says, "you know who invented that." And I said, "no, sir, I thought God did." He said, "no, I know the people that did it. They did it to put people like you out of business. Sit down, young man, you've got a lot to learn." And I thought, wow, and here you are in front of 500 people and this is a public flogging by any stretch.   0:13:56.1 Cliff Norman: And it just went on from there. And so a few years later, I'm up in Valley Forge and I'm working at a class with Lloyd and Tom Nolan and a guy named, I never met before named Jim Imboden. And he's just knock-down brilliant, but they're all working at General Motors at that time. And a lot of the book "Planned Experimentation" came out of their work at Ford and GM and Pontiac and the rest of it. And I mean, it's just an amazing contribution, but I go to dinner with Jim that night. And Jim looks at me across the table and he says, Cliff, how did you feel the day you found out you didn't know anything about business economics or anything else? I said, "you mean the first day of the Deming seminar?" He said, "that's what I'm talking about." And that just... That's how profound that experience is. Because all of a sudden you find out you can improve quality and lower costs at the same time. I'm sorry, most people weren't taught that. They certainly weren't taught that in business school. And so it was a whole transformation in thinking and just the idea of a system. Most of what's going on in the system is related to the system and the way it's constructed. And unfortunately, for most organizations, it's hidden.   0:15:04.2 Cliff Norman: They don't even see it. So when things happen, the first thing that happens is the blame flame. I had a VP I worked for and he'd pulled out his org chart when something went bad and he'd circle. He said, this is old Earl's bailiwick right here. So Cliff, go over and see Earl and I want you to straighten him out. Well, that's how most of it runs. And so the blame flame just takes off. And if you pull the systems map out there and if he had to circle where it showed up, he'd see there were a lot of friends around that that were contributing. And we start to understand the complexity of the issue. But without that view, and Deming insisted on, then you're back to the blame flame.   0:15:45.1 Andrew Stotz: Yeah. And Dave, I see a lot of books on the back on your shelf there about quality and productivity and team and many different things. But maybe you could give us a little background on kind of how how you, besides how you got onto this project and all that. But just where did you come from originally and how did you stumble into the Deming world?   0:16:08.9 Dave Williams: Sure. Well, sadly, I didn't have the pleasure of getting to sit in on a four-day workshop. Deming died in 1993. And at that time, I was working on an ambulance as a street paramedic and going to college to study ambulance system design and how to manage ambulance systems, which was a part of public safety that had sort of grown, especially in the United States in the '60s. And by the time I was joining, it was about 30 years into becoming more of a formalized profession. And I found my way to Austin, Texas, trying to find one of the more professionalized systems to work in and was, worked here as a paramedic for a few years. And then decided I wanted to learn more and started a graduate program. And one of the courses that was taught in the graduate program, this is a graduate program on ambulance management, was on quality. And it was taught by a gentleman who had written a, a guide for ambulance leaders in the United States that was based on the principles and methods of quality that was happening at this time. And it pieced together a number of different common tools and methods like Pareto charts and cause-and-effect diagrams and things like that.   0:17:33.1 Dave Williams: And it mentioned the different leaders like Deming and Juran and Crosby and others. And so that was my first exposure to many of these ideas. And because I was studying a particular type of healthcare delivery system and I was a person who was practicing within it and I was learning about these ideas that the way that you improve a system or make improvement is by changing the system. I was really intrigued and it just worked out at the time. One of the first roles, leadership roles that emerged in my organization was to be the Chief Quality Officer for the organization. And at the time, there were 20 applicants within my organization, but I was the only one that knew anything about any of the foundations of quality improvements. Everybody else applied and showed their understanding of quality from a lived experience perspective or what their own personal definitions of quality were, which was mostly around inspection and quality assurance. I had, and this won't surprise Cliff, but I had a nerdy response that was loaded with references and came from all these different things that I had been exposed to. And they took a chance on me because I was the only one that seemed to have some sense of the background. And I started working and doing...   0:19:10.1 Dave Williams: Improvement within this ambulance system as the kind of the dedicated leader who was supposed to make these changes. And I think one of the things that I learned really quickly is that frequently how improvement efforts were brought to my attention was because there was a problem that I, had been identified, a failure or an error usually attributed to an individual as Cliff pointed out, somebody did something and they were the unfortunate person who happened to kind of raise this issue to others. And if I investigated it all, I often found that there were 20 other people that made the same error, but he was, he or she was the only one that got caught. And so therefore they were called to my office to confess. And when I started to study and look at these different issues, every time I looked at something even though I might be able to attribute the, first instance to a person, I found 20 or more instances where the system would've allowed or did allow somebody else to make a similar error.   0:20:12.6 Dave Williams: We just didn't find it. And it got... And it became somewhat fascinating to me because my colleagues were very much from a, if you work hard and just do your job and just follow the policy then good quality will occur. And nobody seemed to spend any time trying to figure out how to create systems that produce good results or figure out how to look at a system and change it and get better results. And so most of my experience was coming from these, when something bubbled up, I would then get it, and then I'd use some systems thinking and some methods and all of a sudden unpack that there was a lot of variation going on and a lot of errors that could happen, and that the system was built to get results worse than we even knew.   0:21:00.7 Dave Williams: And it was through that journey that I ended up actually becoming involved with the Institute for Healthcare Improvement and learning about what was being done in the healthcare sector, which API at the time were the key advisors to Dr. Don Berwick and the leadership at IHI. And so much of the methodology was there. And actually, that's how I found my way to Cliff. I happened to be at a conference for the Institute for Healthcare Improvement, and there was an advertisement for a program called the Improvement Advisor Professional Development Program, which was an improvement like practitioner project level program that had been developed by API that had been adapted to IHI, and I noticed that Cliff and Lloyd were the faculty, and that they were in my hometown. And that's how I reached out to them and said, hey can we have coffee? And Cliff said, yes. And so...   0:21:53.1 Andrew Stotz: And what was that, what year was that roughly?   0:22:00.3 Dave Williams: That would've been back in 2002 or 2003, somewhere in that vicinity.   0:22:02.0 Andrew Stotz: Hmm. Okay.   0:22:06.8 Dave Williams: Maybe a little bit later.   0:22:06.9 Andrew Stotz: I just for those people that are new to the topic and listening in I always give an example. When I worked at Pepsi... I graduated in 1989 from university with a degree in finance. And I went to work at Pepsi in manufacturing and warehouse in Los Angeles at the Torrance Factory originally, and then in Buena Park. But I remember that my boss told me, he saw that I could work computers at that time, and so I was making charts and graphs just for fun to look at stuff. And he said, yeah, you should go to a one of these Deming seminars. And so he sent me to the one in... At George Washington University back in 1990, I think it was. And but what was happening is we had about a hundred trucks we wanted to get out through a particular gate that we had every single morning. And the longer it took to get those trucks out the longer they're gonna be on LA traffic and on LA roads, so if we can get 'em out at 5:00 AM, fantastic. If we get 'em out at 7:00, we're in trouble. And so they asked me to look at this and I did a lot of studying of it and I was coming for like 4:00 in the morning I'd go up to the roof of the building and I'd look down and watch what was happening. And then finally I'd interview everybody. And then finally the truck drivers just said, look, the loaders mess it up so I gotta open my truck every morning and count everything on it. And I thought, oh, okay.   0:23:23.7 Andrew Stotz: So I'll go to the loaders. And I go, why are you guys messing this up? And then the loaders was like, I didn't mess it up. We didn't have the production run because the production people changed the schedule, and so we didn't have what the guy needed. And so, and oh, yeah, there was a mistake because the production people put the product in the wrong spot, and therefore, I got confused and I put the wrong stuff on by accident. And then I went to the production people and they said, well, no, it's not us. It's the salespeople. They keep putting all this pressure on us to put this through right now, and it's messing up our whole system. And that was the first time in my life where I realized, okay, it's a system. There's interconnected parts here that are interacting, and I had to go back into the system to fix, but the end result was I was able to get a hundred trucks through this gate in about 45 minutes instead of two hours, what we had done before.   0:24:18.8 Andrew Stotz: But it required a huge amount of work of going back and looking at the whole system. So the idea of looking at the science of improvement, as you mentioned, and the System of Profound Knowledge, it's... There's a whole process. Now, I wanna ask the question for the person who gets this book and they dig into it, it's not a small book. I've written some books, but all of 'em are small because I'm just, maybe I just can't get to this point. But this book is a big book, and it's got about 300... More than 300 pages. What's the promise? What are they gonna get from digging into this book? What are they gonna take away? What are they gonna be able to bring to their life and their business that they couldn't have done without really going deeper into this material?   0:24:57.7 Cliff Norman: Dave, go ahead.   0:25:01.4 Dave Williams: Well, I was gonna joke by saying they're gonna get hard work and only half because this is just the theory in the book and many of the... And sort of examples of the method. But we're in the process of preparing a field guide which is a much deeper companion guide loaded with exercises and examples of and more of the methods. So the original guide that that API had developed was actually about an eight... Well, I don't know how many pages it was, but it was a thick three inch binder. This, what you have there is us refining the content part that explains the theory and kind of gets you going. And then we moved all of the exercises and things to the field guide for people that really wanna get serious about it.   0:26:00.3 Dave Williams: And the reason I say hard work is that the one thing that you won't get, and you should probably pass it if this book if you're on Amazon, is you're not gonna get an easy answer. This is, as a matter of fact, one of the things that emerged in our early conversations about was this project worth it? Is to say that this is hard work. It's work that a very few number of leaders who or leadership teams that really want to learn and work hard and get results are gonna embark on. But for those, and many of our clients, I think are representative of that, of those people that say, gosh, I've been working really hard, and I feel like we could do better. I feel like I could make a bigger impact, or I could serve more customers or clients.   0:26:44.0 Dave Williams: And but I am... And I'm in intrigued or inspired or gotten to a certain point with improvement science on my own, but I want to figure out how to be more systematic and more global and holistic at that approach. Then that's what QOS is about. It builds on the shoulders of the other books that you mentioned, like The Improvement Guide which we talked about as being a great book about improvement, and improvement specifically in the context of a project. And other books like The Healthcare Data Guide and the Planned Experimentation, which are also about methods, healthcare Data Guide being about Shewhart charts, and Planned Experimentation being about factorial design. This book is about taking what Cliff described earlier as that... I always say it's that that diagram that people put on a slide and never talk about from Deming of production views as a system and saying, well, how would we do this if this is the model for adopting quality as strategy, what are the methods that help us to do this?   0:28:01.3 Dave Williams: And this book breaks that down into five activities that are built on the shoulders of profound knowledge, built on the shoulders of the science of improvement and provide a structure to be able to initially develop a system, a systems view of your organization, and then build on that by using that system to continually operate and improve that organization over time. So the book describes the activities. The book describes some of the things that go into getting started, including being becoming good at doing results-driven improvement, building a learning system, focusing in on the things that matter to your organization. And then working towards building the structure that you can improve upon. The book creates that foundation. It provides examples from clients and from people that we've worked with so that you can see what the theory looks like in practice get, kind of get a flavor for that. And we hope it builds on the shoulders of other work that I mentioned in the other books that compliment it and provides a starting point for teams that are interested in taking that journey.   0:29:26.5 Andrew Stotz: And Cliff, from your perspective, if somebody had no, I mean, I think, I think the Deming community's gonna really dive in and they're gonna know a lot of this stuff, but is gonna help them take it to the next level. But for someone who never had any real experience with Deming or anything like that, and they stumble upon this interview, this discussion, they hear about this book, can they get started right away with what's in this book? Or do they have to go back to foundations?   0:29:49.6 Cliff Norman: No, I think that can definitely get started. There's a lot of learning as you know, Andrew, from going through the four-day to understand things. And I think we've done a pretty good job of integrating what Dr. Deming taught us, as well as going with the methods. And one of the things people would tell him in his four-day seminars is, Dr. Deming, you've given us the theory, but we have no method here. And he said, well, if I have to give you the method, then you'll have to send me your check too. So he expected us to be smart enough to develop the methods. And the API folks did a really good job of translating that into what we call the five activities. So those five activities are to understand the purpose of the organization.   0:30:35.6 Cliff Norman: And a lot of people when they write a purpose, they'll put something up there but it's usually we love all our people. We love our customers even more. If only they didn't spend so much, and we'll come out with something like that and there'll be some pablum that they'll throw up on the wall. Well, this actually has some structure to it to get to Deming's ideas. And the first thing is let's try to understand what business we're in and what need we're serving in society that drives customers to us. So that word is used not need coming from customers, but what is it that drives them to us so we can understand that? And then the second part of that purpose needs to define the mainstay, the core processes, the delivery systems that relate directly to customers. And just those two ideas alone, just in the first activity of purpose, most people haven't thought about those ideas.   0:31:27.8 Cliff Norman: And can somebody pick up this book and do that? Yes. And that will answer a big challenge from Dr. Deming. Most people don't even know what business they're in, haven't even thought about it. And so that we... That question gets answered here, I think, very thoroughly. In this second activity, which is viewing the organization as a system contains two components that's viewing the organization as a system. And that's difficult to do, and a lot of people really don't see the need for it. Jane Norman reminded Dave and I on a call we did last week, that when you talk about a systems map with people, just ask 'em how do they know what's going on inside other organizations, other departments within their organization? How do they know that? And most of us are so siloed.   0:32:11.2 Cliff Norman: Somebody over here is doing the best job they can in department X, and meanwhile, department Y doesn't know anything about it. And then three months later the improvement shows up and all of a sudden there's problems now in department Y. Well, somebody who's focused on the organization as a system and sees how those processes are related when somebody comes to a management meeting said, well, we've just made a change here, and this is gonna show up over here in about three months, and you need to be prepared for that. Andrew, that conversation never takes place. So the idea of having the systems map and this book can help you get started on that. The second book that Dave was just talking about, there are more replete examples in there. I mean, we've got six case studies from clients in there than the practitioners and people who actually are gonna be doing this work.   0:33:01.7 Cliff Norman: That's gonna be absolutely... They're gonna need that field guide. And I think that's where Dave was coming from. The third activity is the information activity, how are we learning from outside the organization and how do we get feedback and research into the development of new products and services and the rest of it? And so we provided a system there. In fact, Dave took a lead on that chapter, and we've got several inputs there that have to be defined. And people just thinking through that and understanding that is huge. When Dr. Deming went to Japan in 1950, he was there to do the census to see how many Japanese were left after World War II. And then he got an invitation to come and talk to the top 50 industrialists. And he started asking questions and people from the Bank of Tokyo over there and all the rest of it.   0:33:52.4 Cliff Norman: And Dr. Deming says, well, do you have any problems? And they said, what do you mean? He says, well, do customers call up and complain? And he said, yes. And he says, well, do you have any data? And he said, no. He says, but if they complain, we give them a Geisha calendar. And then Dr. Deming says, well, how many Geisha calendars have you given out? So it's like, in 1991, I'm sitting here talking to a food company and I asked him, I said, well, you get customer complaints? Oh yeah. Do you have any data on it? No, but we give 'em a cookbook. I said, well, how many cookbooks are you giving out? So I was right back to where Deming was in 1950, so having the information activity, that third activity critical so that we're being proactive with it and not just reactive.   0:34:43.7 Cliff Norman: And so I think people can read through that and say, well, what are we doing right now? Well, I guess we're not doing this and move on. Then the fourth activity is absolutely critical. This is where you know that you've arrived, because now you're going to integrate not only the plan to operate, but a plan to improve. That becomes the business plan. For most people in business plan they do a strategy, and then they have a bunch of sub strategies, and they vote on what's important, and they do some other things, and then a year later they come back and revisit it. Well, what happens here is there's some strategic objectives that are laid out, and then immediately it comes down to, okay, what's gonna be designed and redesigned in this system? Which processes, products and services are gonna be designed? 'Cause we can all see it now, Andrew.   0:35:31.6 Andrew Stotz: Mm.   0:35:31.6 Cliff Norman: We can, it's right in front of us. So it's really easy to see at this point, and now we can start to prioritize and make that happen on purpose. As an example when Jane was a vice president at Conagra, they came up with five strategic objectives. Then they made a bunch of promises to corporate about what they were gonna do and when they were going to achieve it. When she laid out the systems map for them, they were horrified that over 30% of the processes that they needed to be having precooked meat didn't even exist. They were gonna have to be designed. And so Jane and I sat there and looking at 'em and said, well, if you'd had this map before you made the promises, would you have made those promises? No, no, we're in trouble right now. I gotta go back to the CEO of the holding company and tell 'em we're not gonna make it.   0:36:22.4 Cliff Norman: But there's a whole bunch of people that sit around in goal settings. We're gonna do this by when and have no idea about what they're talking about. So that's a little bit dangerous here. And then the fifth activity, it's probably the most important. And where I want people to start, I actually want 'em to start on the fifth activity, which is managing individual improvement activities, team activities. And what I mean by that is, nothing can hold you up from starting today on making an improvement and use the model for improvement. The three basic questions, you can write that on an envelope and apply it to a project and start right away. Because learning the habit of improvement, and when you identify, and this is typical in the planning process, again, a chapter that Dave took a lead on in the planning chapter.   0:37:03.8 Cliff Norman: When you lay that out, you're gonna come up with three to five strategic objectives, but that's gonna produce anywhere between 15 and 20 improvement efforts. And when people start three improvement efforts, and they see how difficult that is to traffic through an organization, particularly if you have a systems map, makes it a lot easier. If you don't have that, then there's all sorts of things that happen to you.   0:37:21.3 Andrew Stotz: Hmm.   0:37:22.8 Cliff Norman: But the, the idea of that all coming together is critical. And where you... Where that really shows up for the reader here is in chapter one. So Lloyd Provost took a lead on chapter one. If you read chapter one, you got a pretty good idea of what's gonna happen in the rest of the book. But more importantly, in that book, in chapter one, there's a survey at the end. And every time we give this out to people, they feel real bad.   0:37:48.1 Cliff Norman: And well, Cliff, any, on a scale of one to 10, we only came up with a four. Well, what I would tell 'em is, if you can come up with a four, you're pretty good. And those fundamentals have to be in place. In other words, the management needs to trust each other. There are certain things that have to be in place before you can even think about skating backwards here. And quality as an organizational strategy is all about skating backwards. The people who don't have the fundamentals can't even start to think about that.   0:38:15.0 Cliff Norman: So that survey and the gap between where they are at a four and where they're going to be at a 10, we've integrated throughout the whole book. So as you're reading through the whole book, you're seeing that gap, and then you have a good plan forward as to what do I need to do to get to be a six, an eight, and what do I need to do to finally arrive at a 10? Dave, why don't you add to what I just said there, and I gotta turn on a light here, I think.   0:38:39.2 Dave Williams: Well, I think one of the things that, and Cliff has probably been the one that has helped me appreciate this to the biggest degree is the role in which improvement plays in quality as an organizational strategy. So, I mean, I think in general, in our world, improvement is seen as kind of like a given, but in our case, what we've found is that many times people are not working on the things right in front of them or the problems in which they have, that they are on the hook... I like to say, are on the hook to get accomplished right now. And like Cliff mentioned, many of my clients when I engage with them, I say, well, what have you promised this year? And they'll give me a list and I'll say, well, okay, what are you working on to improve? And they'll be working on projects that are not related to that list of things that they've got to affect. And so usually that's a first pivot is to say, well, let's think about what are the things that you're working on or should be working on that are either designing or redesigning your system to achieve these strategic objectives.   0:39:48.8 Dave Williams: And the reason to put the attention on that fifth activity and get people working on improvement, there's a good chance that the improvement capability within the organization currently isn't to the level that you need it, where you can get results-driven projects happening at a clip that will enable you to chip away at 20 projects versus four in a year. And that it's not well integrated into the leadership, into the support structures that you have. In addition, if you're trying to use improvement on things that you're on the hook for, and Cliff noted, especially if you've got a system map while you're on that journey, you're gonna start to pick up on where the disconnects are. Similar to your example, Andrew, where you were describing your experience working backwards in the process, you're going to start to recognize, oh, I'm working on this, but it's linked to these other things. Or in order for me to do this, I need that. Or... And so that amplifies the project to be kind of just a vehicle to appreciate other things that are interconnected, that are important in improving our work together.   0:41:05.1 Dave Williams: And so I think that that's a critical piece. I mean, I sometimes describe it as the disappointment that people have when they open QOS because they want to have a new method or a new thing to work on. I said, well, there's a lot new in here. And at the same time, we want to build on the shoulders of the fundamentals. We want to build it because it's the fundamentals that are going to be able for you to activate the things that are necessary in order for you to skate backwards, like Cliff was describing earlier.   0:41:36.2 Cliff Norman: I got to add to what Dave was saying because this actually happened to me with a... I'm not going to mention the name of the company, but it's a high-tech companies worldwide. And we got up, a good friend of mine, Bruce Bowles, and we were introducing the idea of quality as an organizational strategy. And one of the guys in the front row, he says, Cliff, this just sounds like common sense, why aren't we all doing this? I said, that's a real good question. Let me put that in the parking lot here. So I put it up on a flip chart. And so we went through the idea of... We were working on Shewhart control charts. And so we showed him one of those. And at the end of all that, he raised his hand and I said, yeah, he says, Cliff, this is hard. I said, well, let me put that up here. This is hard. Then we went through the systems map and he says, look, this is hard. By the end of the two days, it was, this is hard, this is hard, this is hard, this is hard. This goes back to what Dave was saying earlier about once you open this page, there's some work that takes off, but more importantly, there's something new to learn here.   0:42:40.3 Cliff Norman: And that's frustrating to people, especially when they've got to quit doing what they've done in the past. It's what Deming says, you got to give up on the guilt and you got to move forward and transform your own thinking. So there's something here for the management to do. And if they're not willing to do that work, then this is probably not a good thing for them. Just go back to the blame flame and circling org charts and that kind of stuff and then wonder why we're losing money.   0:43:11.8 Andrew Stotz: Yeah, and I think that that's one of the things that we see in the Deming community is that, why are people doing it the way they are, dividing things up and doing KPIs and saying, you take care of that. And we're gonna optimize by focusing on each... We see how that all kind of falls apart.   0:43:27.9 Cliff Norman: It all falls through reductionism.   0:43:29.8 Andrew Stotz: [laughter] Yeah.   0:43:32.5 Cliff Norman: It doesn't understand the system, yeah.   0:43:32.5 Andrew Stotz: Yeah, so what I want to do now is I was just thinking about a book on my shelf called "Competitive Strategy" by Michael Porter. And there's a whole field of study in the area of strategy for businesses. Now you guys use, and you explain a little bit about the way you come up with... Why you come up with organization rather than let's say company as an example. But let's just talk about strategy for a moment. Generally we're taught in business school that there's two main strategies. One is a differentiation strategy. I like to teach my students like Starbucks. It's very differentiated from the old model. And you can have a low cost strategy, which is like McDonald's, where it's all about operational efficiency.   0:44:18.4 Andrew Stotz: And those are two different strategies that can get to the same goal, which is to build a strong and sustainable business that's making a good profit for the employees to get paid well and for shareholders. And so for somebody that understands some of the foundations of typical strategy, it's hard for them to think, wait, wait, wait, what? You're just talking about just better quality is the strategy? How should they frame this concept of quality as a strategy in relation to what we've been taught about low cost and differentiation and other types of strategy? How do we think about this book in relation to that?   0:45:03.2 Cliff Norman: When Deming wrote his book, his very first one of the four "Out of the Crisis", which was the whole idea about quality and competitive position. But he was kind of answering that. And at that time, what we had is we had three companies in the United States that were going at each other, Ford, GM, and Chrysler. And they'd call each other up, well, what are you doing this year? Oh, we're making cars that don't work. Sometimes they break down. That's why we have Mr. Goodwrench to repair them. That's an extra revenue source for us. As one of the executives that are challenged, a colleague of mine, he said, you don't realize how much money we're gonna lose here taking the repair business out because we make a lot of money out of repair. So making cars that don't work has been a good revenue stream for us. Well, all that works out great, until somebody shows up like Toyota that has a car that works and doesn't need to be repaired by Mr. Goodwrench all the time.   0:45:58.8 Cliff Norman: So the mind shift there, and what Dr. Deming was saying is that he was focused on the competition's already licked. And I don't think Porter's thought about that very much, not to be overly critical, because I'm an admirer of his, but the idea of focusing on the need and why is that customer coming to us so that we make a journey, and the Japanese call that being in the Gemba, being in the presence with the customers as they use the product or service and doing the research and the rest of it. And then coming back and then redesign that product or service so that it not only grabs the current customer, but we start thinking about customers that are not even our customers and innovate and actually come up with a design that actually brings new customers to us through products and services that we haven't thought about yet. So if I show you three products just to make a picture of it, we often show like an abacus, which was a hand calculating machine about BC. Then there's a slide rule that came out about the same year that Columbus discovered America. And that was good till about 1968.   0:47:06.0 Cliff Norman: And then the calculator, the handheld calculator came out. Well the need for all three of those products is to do handheld calculations. So we've had that need since BC. Now in 1967, K&E Calculator was making that slide rule, which I used in junior high school. If you'd have come up to me and said, Cliff, what do you need in the way of a better slide rule? I said, well can you get me a holster for it? 'Cause I don't like having to stick me in the face. I put it in my pocket and it sticks me in the face. And if you can give me a holster for that, that would be my view of that. I wasn't about to come up with the TI calculator. That wasn't gonna happen. Not from Cliff. It's gonna come from an engineer at TI. Now, K&E Calculator, if they'd been doing research in the marketplace and saying, is there something that can totally disrupt us going on here? Rather than just looking at figuring out a way to make the K&E slide rule better, they might've discovered that.   0:48:07.0 Cliff Norman: Most people don't do that. They just go back. They just lose their business. And it was interesting in '67, their annual report put out, what's the world gonna look like 100 years from now? So they had dome cities, they had cars flying, they had all sorts of things going on that were great innovations, but they didn't have the TI calculator in there, along with the HP calculator. And that wiped out their business. And so if people understand the need, and that's what Dr. Deming is getting at, he says, they really haven't thought about what business they're in. So why are the customers coming to us? He says, no customer ever asked for pneumatic tire. No customer ever asked for a microwave oven. That came from people with knowledge that were looking at how the customers are using the current products and services and say, now, is there technology innovation going on that we can actually do a better job of providing a better match in the future?   0:48:56.9 Andrew Stotz: And can you explain why you use the word need as opposed to want?   0:49:06.5 Cliff Norman: That's a good question. The idea is that there's a need that's constant in society. So that need of having to do handheld calculations or needing healthcare or to pay bills, that need is constant throughout civilization. And so if I want something that's interesting, that might be the match. That might be something to do with some features what I'm offering and so forth. I'd like to have this, I'd like to have that. But the need and the way we're using that is it doesn't come from customers. It's what drives customers to us. And it's always been there. It's always been there. Need for transportation, for example. Whether you're walking or driving a bicycle or a car or a plane.   0:49:53.6 Andrew Stotz: And Dave, how would you answer the same question when you think about a person running a business and they've had many strategy meetings in their business, they've set their corporate strategy of what we're doing, where we're going and that type of thing. And maybe they've picked, we're gonna be a low cost producer. Thailand's an interesting one because Thailand had a ability to be low cost producers in the past. And then China came along and became the ultimate low cost producer. And all of a sudden, Thai companies had a harder time getting the economies of scale and the like. And now the Chinese manufacturers are just really coming into Thailand, into the Thai market. And now it's like, for a Thai company to become a low cost leader is almost impossible given the scale that China and the skills that they have in that. And so therefore, they're looking at things like I've got to figure out how to get a better brand. I've got to figure out how to differentiate and that type of thing. How does this... How could this help a place like that and a management team that is struggling and stuck and is looking for answers?   0:51:07.0 Dave Williams: Well, I go back to what Cliff said about that many organizations don't pause to ask, why do they exist? What is the need of which they are trying to fulfill? Much of my background involved working in the service industry, initially with public safety and ambulance systems and fire systems, and then later in healthcare and in education. And in many of those environments, especially in places where in public systems where they've been built and they may have existed for a long time, when you ask them about what are they trying to accomplish as an organization or what is it that they... The need that they're trying to fulfill? Typically, they're gonna come back to you with requests or desires or wants or sort of characteristics or outcomes that people say they expect, but they don't pause to ask, like, well, what is the actual thing of which I'm trying to tackle? And Cliff mentioned like, and we actually, I should mention in the book, we have a list of different strategies, different types of strategies, all the different ones that you mentioned, like price and raw material or distribution style or platform or technology.   0:52:30.9 Dave Williams: There's different types of strategies, and the one that we are focusing in on is quality. But I think it's important for people to ask the question. Cliff mentioned transportation. There's a number of different great examples, actually, I think in transportation, where you could look at that as being an ongoing need as Cliff mentioned from the days when there was no technology and we were all on foot to our current day. Transportation has been a need that existed and many different things over time have been created from bicycles, probably one of the most efficient technologies to transport somebody, wheels and carts. And now, and you were referencing, we've made reference to the car industry. It's a fascinating experience going on of the car world and gas versus electric, high technology versus not, autonomous vehicles. There's, and all of them are trying to ask the question of, are there different ways in which I might be able to leverage technology to achieve this need of getting from point A to point B and be more useful and potentially disrupt in the marketplace? And so I think the critical thing initially is to go back and ask and learn and appreciate what is that need?   0:53:58.6 Dave Williams: And then think about your own products and services in relation to that. And I think we include four questions in the book to be able to kind of think about the need. And one of those questions is also, what are other ways in which you could fulfill that need? What are other ways that somebody could get transportation or do learning or to help sort of break you away from just thinking about your own product as well? And that's useful because it's super tied to the system question, right? Of, well, this is the need that we're trying to fulfill and these are the products and services that are matching that need. Then the system that we have is about, we need to build that and design that in order to produce, not only produce the products and services that match that need, but also continually improve that system to either improve those products and services or add or subtract products and services to keep matching the need and keep being competitive or keep being relevant. And maybe if it's not in a competitive environment where you're gonna go out of business, at least be relevant in terms of the city service or community service, government service that continues to be there to match the need of the constituents. So I think it's a really important piece.   0:55:17.0 Dave Williams: It's that North star of saying, providing a direction for everything else. And going back to your original comment or question about strategy, and many times people jump to a strategy or strategies or, and those might be more around particular objectives or outcomes that they're trying to get to. It may not actually be about the method or the approach like cost or technology that they may not even think that way. They may be more thinking about a plan. And I really encourage people to be clear about what they're trying to accomplish and then start to ask, well, how's the system built for that? And later we can bring a process that'll help us learn about our system and learn about closing that gap.   0:56:05.1 Cliff Norman: Yeah. Just what I'd add to that, Andrew, because you mentioned China, a few other countries, but I think the days are coming to an end fairly quickly where somebody can say, oh, we can go to this country. They have low wages, we'll put our plant there and all that. There's a lot of pushback on that, particularly in the United States. And if that's your strategy, that hadn't required a lot of thinking to say the least. But in 1966, over 50% of the countries in the world were, let me rephrase that, over 50% of the population of the world lived in extreme poverty. So there were a lot of targets to pick out where you want to put your manufacturing. And in 2017, and you and Dave were probably like myself, I didn't see this hit the news, but that figure had been reduced from over 50% down to 9%. And all you have to do is just, and I worked in China a lot, they're becoming very affluent. And as they become very affluent, that means wages are going up and all the things that we want to see throughout the world. And I think that's happening on a grand scale right now, but you're also getting a lot of pushback from people when they see the middle class in their own country, like here in the United States, destroyed, and say, I think we've had enough of this. And I think you're gonna see that after January. You're gonna see that take off on steroids.   0:57:31.7 Cliff Norman: And that's gonna happen, and I think throughout the world, people are demanding more, there's gonna have to be more energy, every time a baby is born, the footprints gets bigger for more energy and all the rest of it. So it's gonna be interesting, and I think we are going into an age for the planet where people as Dr. Deming promised that they'd be able to live materially better, and the whole essence of this book is to focus on the quality of the organization and the design and redesign of a system to a better job of matching the need and cause that chain reaction to go off. When Jane and I went over to work in Sweden, Sven Oloff who ran three hospitals and 62 dental clinics there and also managed the cultural activities and young shipping. He said, Cliff, I report to 81 politicians. I don't wanna have to go to them to put a bond on an election to get more money for my healthcare system, I wanna use Dr. Deming's chain reaction here to improve care to the patients in my county and also reduce our costs. A whole bunch of people that don't even believe that's possible in healthcare.   0:58:39.9 Cliff Norman: But that's what Sven Oloff said that's what you're here for. And that's what we proceeded to do, they launched about 350 projects to do just that, and one of their doctors, Dr. Motz [?], he's amazing. We taught him a systems map, I came back two months later, and he had them in his hospital on display. And I said, Motz, how did you do this? He said well Cliff, I'm an endocrinologist by education as a doctor, of course, that's a person who understands internal systems in the body. So he said the systems approach was a natural for me. But I'd like to say it was that easy for everybody else, that systems map idea and as you know, being in the Deming seminar, that's quite a challenge to move from viewing the organization as an org chart, which has been around since Moses father-in-law told him, you need to break up the work here a little bit, and the tens of tens reporting to each other, and then of course, the Romans took that to a grander scale, and so a centurion soldier had 100 other soldiers reporting to him. So we've had org charts long and our federal government took that to a whole new level.   0:59:46.1 Cliff Norman: But the idea is switching off the org chart from biblical times to actually getting it up to Burt [?] about 1935 and understanding a system that's kind of a nose bleed in terms of how much we're traveling there to get us into the 21st century here.   1:00:04.0 Andrew Stotz: And I left Ohio, I grew up outside of Cleveland, and I left Ohio in about 1985, roughly. And it was still a working class, Cleveland had a huge number of jobs and there was factories and all that, and then I went to California, and then I moved to Thailand in 1992. So when I go back to Ohio now, many years later, decades later, it's like a hollowed out place, and I think about what you're saying is... And what's going on in the world right now is that I think there's a desire in America to bring back manufacturing to bring back production and all of that, and that's a very, very hard challenge, particularly if it's gone for a while and the skill sets aren't there, maybe the education system isn't there, I talk a lot with John Dues here on the show about the what's happening in education and it's terrifying.   1:01:05.9 Andrew Stotz: So how could this be... Book be a guide for helping people that are saying, we've got to revitalize American production and manufacturing and some of these foundational businesses and not just services, which are great. How can this book be a guide?   1:01:25.8 Dave Williams: One thing I would say that I think is interesting about our times, many times when I reflect on some of the examples that you just provided, I think about how changes were made in systems without thinking about the whole system together. And there may have been changes at various times that we're pursuing particular strategies or particular approaches, so it may have been the low-cost strategy, it may have been to disrupt a marketplace. And oftentimes, they don't think about... When somebody's pursuing one particular view, they may miss other views that are important to have an holistic perspective. One of the things that I appreciate about QoS in the methods and overall as a holistic view of looking at organizations that it's asking us to really think initially about that North Star, what we're trying to do, our purpose, and what are the tenants. What are the things that are important us, the values...   1:02:38.7 Dave Williams: That are important to us in pursuing that particular purpose? And in doing that, really thinking about how does the system work as it is today, and if we make changes, how does it move in alignment with the values that we have and in the direction that we wanna go? And appreciating, I would say, part of the value of the scientific thinking that is in the Science of Improvement is that it encourages you to try to see what happens and appreciate not only what happens in relation to the direction you're trying to go, but also the... Have a balanced view of looking at the collateral effects of things that you do, and I think that systems do is really important there. So I think from that perspective, the quality as an organizational strategy brings a holistic picture into these organizations, or at least...   1:03:45.1 Dave Williams: To be paying attention to the system that you have, maybe the direction you wanna go, and what happens as you... What are your predictions and what do you see when you study the results of making changes in the direction of the vision that you have. And I think that's at a high level that is one of the ways that I think about it. Cliff, how would you add on there?   1:04:09.1 Cliff Norman: Your question made me think of something that happened about two years ago, Jane and I got a call from a lady that worked for her in one of the chicken plants, and she said, Jane, I had to call you because I need to order some of those Shewhart charts. But what happened today, you should have been here and Jane said, what... She said, Remember that 10 year thing we buried in the ground that we're gonna open up in 10 years, and she said, yeah, said, well, we opened it up today, and the new plant manager was here, and those Shewhart charts came out, and he looked at the costs on them. He said, you were operating at this level? She said, yeah, routinely. And he said what happened? He said, well, they had new management come in and they got rid of the charts, that's the first thing they did, and then gradually they try to manage things like they normally did, and then they forgot everything that we had learned. And that's kind of where we are right now.   1:05:11.0 Cliff Norman: So just think of that a decade goes by, and it just as Dr. Deming said, there's nothing worse than the mobility of management, it's like getting AIDS in the system. And they basically destroyed their ability to run a low-cost operation in an industry that runs on 1 or 2%. And when you watch that happen and understand that we still have food companies in this country, and we have to start there and start looking at the system anew and start thinking about how it can actually cause that chain reaction to take off, and that comes from focusing on quality of the system. And then as Dr. Deming says, anybody that's ever worked for a living knows why costs go down with two words less rework, but instead of people will put in extra departments to handle the rework. Next thing they start building departments to handle...   1:06:01.8 Cliff Norman: The stuff that's not working because the system they don't understand. So that was a... What do they call those things, Dave, where they put them in the ground and pull him out?   1:06:11.0 Dave Williams: Time capsule.   1:06:13.4 Andrew Stotz: Time capsule yeah.   1:06:13.5 Cliff Norman: Yeah. Time capsule. The a 10-year time capsule.   1:06:19.2 Andrew Stotz: It's a great, great story. And a great idea. We had a company in Thailand a very large company that the CEO of it came upon the idea of the teachings of Dr. Deming and over time, as he implemented it in his company, the Japanese Union of Scientists have their prize and his company won that prize and then he had about 10 subsidiary companies that also were doing it and they also won over time. And so Thailand is actually is the second largest recipient of the Japanese Deming Award outside of India. But he left and he retired and another guy took over, a very bright guy and all that, but he threw most of that out and focused on newer methods like KPIs and things like that. And just at the end of last year, maybe six months ago, they reported a pretty significant loss, and I was kind of made me think how we can spend all this time getting the Deming teachings into our business, and then one little change in management and it's done.   1:07:26.9 Andrew Stotz: And that made me think, oh, well, that's the value of the book, in the sense that it's about building the concept of quality as a core part of strategy as opposed to just a tool or a way of thinking that could go out of the company as soon as someone else comes in. Go ahead, Dave.   1:07:41.9 Dave Williams: I was gonna say, Andrew, you raise a point, I think it's really, really important and Cliff mentioned this in terms of the problem of mobility of management. One thing that I don't know that we outline probably in dark enough ink in the book is the critically important piece of leadership, building the structures and the capability. I know we talk a little bit about it, but doing it in a way that both builds up the people that you have... So Cliff emphasiz

In this episode of the Energy News Beat Daily Standup - Weekly Recap, the hosts, Michael Tanner and Stuart Turley highlight key developments: President Trump's Davos speech advocates coal as a critical backup for grid stability, countering rapid renewable transitions. They discuss Stargate, a $500 billion AI data center project in Texas backed by tech giants, raising concerns over its ambitious goals and ties to agencies. Europe's debate over U.S. LNG imports amid declining gas demand and price sensitivity is analyzed, alongside Halliburton's mixed Q4 earnings showing resilience despite a slight annual dip. Russian LNG exports to the EU hit record highs, underscoring persistent energy dependencies despite sanctions. The hosts also address Earth's finite resources, advocating nuclear energy as a sustainable solution while critiquing renewables and emphasizing pragmatic energy strategies.Highlights of the Podcast00:00 - Intro00:54 - Trump Reignites Coal Industry at Davos – Make Coal Great Again MCGA02:49 - Stargate's first data center is underway in Texas. Public filings show how much it will cost to build.05:39 - Europe doesn't need US gas, but might buy it anyway09:41 - Halliburton Posts Quarter-on-Quarter Income Rise11:48 - Russian LNG exports hit new record – Kpler14:16 - Planet Earth's natural resources are limited to its 8 billion residents16:31 - OutroPlease see the links below or articles that we discuss in the podcast. Trump Reignites Coal Industry at Davos – Make Coal Great Again MCGAStargate's first data center is underway in Texas. Public filings show how much it will cost to build.Trump Seizes Wartime Powers in Battle for More Fossil FuelsHalliburton Posts Quarter-on-Quarter Income RiseRussian LNG exports hit new record – KplerPlanet Earth's natural resources are limited to its 8 billion residentsFollowStuart On LinkedIn and TwitterFollow Michael On LinkedIn and TwitterENB Top NewsEnergy DashboardENB PodcastENB SubstackENB Trading DeskOil & Gas Investing In 2024– Get in Contact With The Show –

In this episode of the Energy News Beat Daily Standup, the host, Michael Tanner covers several key topics in today's energy news: Trump's use of wartime powers to expedite fossil fuel transportation, including pipelines and LNG export facilities, amidst challenges in boosting production. He also discusses Europe's potential shift toward U.S. LNG, despite reduced demand, driven by warmer winters and less reliance on Russian gas. On the finance side, Halliburton posted a quarter-over-quarter income rise, though it saw a year-over-year decline, signaling a softer outlook for 2025. Broader market concerns, fueled by new AI developments and geopolitical tensions, contribute to falling oil prices.Highlights of the Podcast00:00 - Intro01:30 - Trump Seizes Wartime Powers in Battle for More Fossil Fuels04:43 - Europe doesn't need US gas, but might buy it anyway10:30 - Markets Update14:26 - Halliburton Posts Quarter-on-Quarter Income Rise16:40 - OutroPlease see the links below or articles that we discuss in the podcast.Trump Seizes Wartime Powers in Battle for More Fossil FuelsEurope doesn't need US gas, but might buy it anywayHalliburton Posts Quarter-on-Quarter Income RiseFollow Stuart On LinkedIn and TwitterFollow Michael On LinkedIn and TwitterENB Top NewsEnergy DashboardENB PodcastENB SubstackENB Trading DeskOil & Gas Investing– Get in Contact With The Show –

Johnson & Johnson, Procter & Gamble, Travelers, Halliburton, Netflix y Oracle, bajo la lupa de Celso Otero, gestor de fondos de Renta 4.

Civil Procedure: Is a Rule 41 voluntary dismissal without prejudice a final judgment, order, or proceeding under Rule 60(b)? - Argued: Tue, 14 Jan 2025 19:0:47 EDT

QUESTION PRESENTED:Whether a voluntary dismissal without prejudice under Federal Rule of Civil Procedure 41 is a “final judgment, order, or proceeding” under Federal Rule of Civil Procedure 60(b). ★ Support this podcast on Patreon ★

A case in which the Court will decide whether a voluntary dismissal without prejudice under Federal Rule of Civil Procedure 41 is a “final judgment, order, or proceeding” under Federal Rule of Civil Procedure 60(b).

Waetzig v. Halliburton Energy Services | 01/14/25 | Docket #: 23-971

You can now text us anonymously to leave feedback, suggest future content or simply hurl abuse at us. We'll read out any texts we receive on the show. Click here to try it out!Welcome back to Bad Dads Film Review! Today, we're diving into the politically charged and critically acclaimed film, Vice (2018). Directed by Adam McKay, this biographical drama offers a bold and satirical look at the life and career of Dick Cheney, the enigmatic and controversial former Vice President of the United States. With Christian Bale's transformative performance at its core, Vice delves into the complex dynamics of power, politics, and personal ambition.Vice explores Dick Cheney's ascent from his early days in Washington to becoming the most powerful Vice President in American history. The film is structured around Cheney's profound influence on global politics, his role in shaping today's geopolitical landscape, and his complex relationship with power.The narrative of Vice follows Cheney as he navigates the intricate web of American politics. Starting with his DUI arrests in Wyoming, his mentorship under Donald Rumsfeld, and his rise to CEO of Halliburton, the film captures his return to political power as George W. Bush's Vice President. Under Bush, portrayed by Sam Rockwell, Cheney reshapes the world, emphasizing his role in the response to 9/11, the subsequent invasions of Afghanistan and Iraq, and his controversial policies on torture and surveillance.Vice tackles themes of political power and its impact on global events, questioning the personal and ethical compromises involved. The film critically examines how Cheney's legacy has shaped modern American politics and foreign policy, portraying these ramifications with a blend of satire and drama.Vice is a great choice for viewers interested in political dramas or character studies. It's a film that provides not only entertainment but also a platform for discussion about the nature of power and its consequences. Suitable for older teenagers and adults, it offers a mix of education and provocation that can lead to meaningful conversations.So, let's delve into the complex world of Dick Cheney in Vice, exploring the intersections of power, politics, and personal ambition that define this provocative film. Whether you're drawn to its historical insights or the powerhouse performances, there's plenty to unpack and discuss.

For today's roundup, the guys cover Cango, Halliburton's bitcoin mining investment, an investor lawsuit against Rhodium, and more.Welcome back to The Mining Pod! For today's roundup, the Blockspace boys cover Cango, the largest public bitcoin miner that you've never heard of, and they dig into breaking news of oil and gas giant Halliburton investing in Bitcoin mining. Plus, an investor lawsuit against Rhodium, MARA and Hut 8's bitcoin buys after issuing convertible notes, and in this episode's cry corner, Bitcoin Twitter's favorite squabble this week: the Strategic Bitcoin Reserve. Timestamps:00:00 Start03:24 Difficulty update07:01 Cangoooooooo16:25 Halliburton mining bitcoin?24:05 Miners & debt instruments31:17 Rhodium sued for fraud37:04 Cry corner: Bitcoin strategic reservePublished twice weekly, "The Mining Pod" interviews the best builders and operators in the Bitcoin and Bitcoin mining landscape. Subscribe to get notifications when we publish interviews on Tuesday and a news show on Friday!

Welcome back to The Mining Pod! For today's roundup, the Blockspace boys cover Cango, the largest public bitcoin miner that you've never heard of, and they dig into breaking news of oil and gas giant Halliburton investing in Bitcoin mining. Plus, an investor lawsuit against Rhodium, MARA and Hut 8's bitcoin buys after issuing convertible notes, and in this episode's cry corner, Bitcoin Twitter's favorite squabble this week: the Strategic Bitcoin Reserve.  Timestamps: 00:00 Start 03:24 Difficulty update 07:01 Cangoooooooo 16:25 Halliburton mining bitcoin? 24:05 Miners & debt instruments 31:17 Rhodium sued for fraud 37:04 Cry corner: Bitcoin strategic reserve Published twice weekly, "The Mining Pod" interviews the best builders and operators in the Bitcoin and Bitcoin mining landscape. Subscribe to get notifications when we publish interviews on Tuesday and a news show on Friday! 

Cash That is presented by Rithmm, the premier AI and modeling tool for all of your sports betting needs. Get 7 days for free here! https://rithmm.onelink.me/WX6c/CashThat25% off your first month of Rithmm: https://rithmm.onelink.me/WX6c/CashThatJoin the Huddle for FREE until Christmas: dubclub.win/af/afl-mz5q9/On this episode of Cash That, Joe breaks down the Thursday and Friday NBA Slates while talking the big revenge game narrative for KAT and Randle along with NBA Cup ReactionsChapters00:00 Introduction00:55 NBA Cup Final Analysis and Oklahoma City Thunder's Performance03:38 Oklahoma City Thunder's Future Prospects and Upcoming Games05:42 Player Props and Key Matchups in Upcoming NBA Games09:09 In-Depth Look at Knicks vs. Timberwolves Matchup13:01 Celtics vs. Bulls: Player Props and Predictions14:51 Grizzlies vs. Warriors: Key Players and Betting Insights18:23 Kings vs. Lakers: Sabonis and Other Player Props21:15 Nuggets vs. Trail Blazers: Jokic's Impact and Player Props23:52 Halliburton and Durant: Key Players to Watch27:38 Clippers vs. Mavericks: Impact of Luka's Absence29:23 Looking Ahead: Upcoming Games and Betting Strategies31:08 Pods and Recs

Munaf Manji and Mackenzie Rivers talk NBA betting for Friday. The guys are locked in and ready to cash another best bet.

On November 30th, 1999, a huge movement spanning labor, environment, human rights, fair trade and more literally shut down the World Trade Organization in Seattle. It was milestone in the growing anti-corporate globalization movement and challenged the inevitability of neo-liberalism. In a new series of episodes, we're looking at the 25th anniversary of the "Battle in Seattle" talking with a number of people who participated in the organizing and its aftermath. In this episode, we talk about the influence that Seattle had on our own organizing in Houston, TX. In 2001, we officially formed the Houston Global Awareness Collective with our comrades. We focused on political education around corporate globalization, empire and anti-capitalism (sound familiar? maybe you heard something of this on a podcast). After 9/11, our emphasis shifted to the anti-war movements and eventually began a local campaign against corporate war profiteer Halliburton. Bio// Scott Parkin and Bob Buzzanco are the co-founders of the Houston Global Awareness Collective [amongst other things].And the rest, as they say,…is history.——————Outro- "Green and Red Blues" by MoodyLinks// + WTO Shutdown Organizers History Project (https://www.shutdownwto20.org/)Follow Green and Red// +G&R Linktree: ⁠⁠⁠https://linktr.ee/greenandredpodcast⁠⁠⁠ +Our rad website: ⁠⁠⁠https://greenandredpodcast.org/⁠⁠⁠ + Join our Discord community (https://discord.gg/uvrdubcM) +NEW: Follow us on Substack (https://greenandredpodcast.substack.com)+NEW: Follow us on Bluesky (https://bsky.app/profile/podcastgreenred.bsky.social)Support the Green and Red Podcast// +Become a Patron at https://www.patreon.com/greenredpodcast +Or make a one time donation here: ⁠⁠⁠https://bit.ly/DonateGandR⁠⁠⁠ Our Networks// +We're part of the Labor Podcast Network: ⁠⁠⁠https://www.laborradionetwork.org/⁠⁠ +We're part of the Anti-Capitalist Podcast Network: linktr.ee/anticapitalistpodcastnetwork +Listen to us on WAMF (90.3 FM) in New Orleans (https://wamf.org/) This is a Green and Red Podcast (@PodcastGreenRed) production. Produced by Bob (@bobbuzzanco) and Scott (@sparki1969). Edited by Scott.

Anthony Richardson good enough to win right now! Patriots first of five beatable opponents! Offense is inert! Hoosiers will find out just where they are in College Football Bracket tonight! Pacers win behind Halliburton's excellence! Daniel Jones a target for Colts? https://mybookie.website/joinwithKENT Promocode: KENT Buying or selling a home in Indy - text "value" to Sean Hartwick - (317) 373-3724 Here is the link for my book: https://www.amazon.com/Oops-Art-Learning-Mistakes-Adventures/dp/173420740X Learn more about your ad choices. Visit megaphone.fm/adchoices

FOLLOW TODAY'S PANELISTS: https://x.com/BTCMedellinConf https://x.com/bitcoinbaytpa https://x.com/sazmining FOLLOW BTC SESSIONS on X/Nostr: x.com/BTCsessions btcsessions@getalby.com BOOK private one-on-one sessions with BITCOIN MENTOR! Learn self custody, hardware, multisig, lightning, privacy, running a node, and plenty more - all from a team of top notch educators that I've personally vetted. https://bitcoinmentor.io/ JOIN OUR AFFILIATE PROGRAM, EARN BITCOIN FOR REFERRALS! https://bitcoinmentor.io/affiliate-registration/

1:07:30 – 1:18:09 – Scott Agness joins the guys to talk about the injury report for the pacers. Tyrese Haliburton at the top of that list and his differences between home and away. Talks about Halliburton's past with injuries and how this compares to the past. Also, speaks on Caitlin Clark not playing in the 3v3 league, playing in a pro-am, and what the future looks like for the Fever. 1:27:54 – 1:55:36 – Dave Birkett joins the show to talk about the Colts game this Sunday. He speaks on what the crowd will look like this week in Indianapolis. How the Lions landed on making the decision that Dan Campbell is the guy for the future for the Lions. Talks the combination of dominant players and a coach that motivates them. Possible Lions weaknesses to look forward to and what the Lions need to look out for? Morning check down  1:55:37 – 2:06:10 – Hammer joins the show to talk about being a dad and who he is taking this week for the NFL. TNF and the line for that game, who he has and how the weather will affect that game. Looking a lot steelers 3 TD's, Najee over on carries, Winston over on attempts. Talks about what they are taking for bets this weekend with college football.Support the show: https://1075thefan.com/the-wake-up-call-1075-the-fan/See omnystudio.com/listener for privacy information.

  00:00 – 14:04 – Pacers injuries and what that means, 4 butler ticket give away, betting lines   14:05 – 20:30 – MORNING CHECKDOWN 20:31 – 42:00 – IU Football and Purdue football, Cignetti and the other possibilities for what could have happened, what the head coaches mean this week Colts vs. Lions, AR and his impact this weekend.Talking about some guests we have coming up, pacers struggles and excuses, pacers playing teams with injuries as well, why isn't Haliburton on the injury list or bad, how professional athletes travel. 42:07 – 1:07:29 – Good time to be a lions fan, Dan Campbell first questions were about what?, Kevin did indeed make it and got gas yesterday, Richardson's early expectations and praise. TNF Betting lines, how often NFL teams blow out someone by 30 points records, Morning Checkdown   1:07:30 – 1:18:09 – Scott Agness joins the guys to talk about the injury report for the pacers. Tyrese Haliburton at the top of that list and his differences between home and away. Talks about Halliburton's past with injuries and how this compares to the past. Also, speaks on Caitlin Clark not playing in the 3v3 league, playing in a pro-am, and what the future looks like for the Fever. 1:18:10 – 1:27:53 – Colts and Lions preview and how it is the 2nd highest total points for this weekend, this weekend top-notch matchups this week in the NFL, do NFL teams need a fight song?, what is the spread for the purdue football game this weekend, 1:27:54 – 1:55:36 – Dave Birkett joins the show to talk about the Colts game this Sunday. He speaks on what the crowd will look like this week in Indianapolis. How the Lions landed on making the decision that Dan Campbell is the guy for the future for the Lions. Talks the combination of dominant players and a coach that motivates them. Possible Lions weaknesses to look forward to and what the Lions need to look out for? Morning check down  1:55:37 – 2:06:10 – Hammer joins the show to talk about being a dad and who he is taking this week for the NFL. TNF and the line for that game, who he has and how the weather will affect that game. Looking a lot steelers 3 TD's, Najee over on carries, Winston over on attempts. Talks about what they are taking for bets this weekend with college football.   Support the show: https://1075thefan.com/the-wake-up-call-1075-the-fan/See omnystudio.com/listener for privacy information.

00:00 – 17:16 – Tough loss for the pacers and where they fell short last night against the raptors. Breaking down NFL action around the league including the Dallas Cowboys continuing to lose. Touching on the Pacers poor rebounding and struggles player to player.  17:17 – 23:04 – Morning checkdown  23:05 – 43:28 – Possible buy-out options for Coach Cig's massive contract, have they been released? They speak on the comparison between Anthony Richardson and Andrew Luck with the Colts looking to just let Richardson loose.  43:29 – 1:10:38 – The guys talk about college basketball and the possible blow-outs with some interesting spread numbers for the night. Halliburton is the next subject of the hour in that he is having some struggles on the road, while playing great at home. College play-offs outlook and how IU could be a contender for that as well.  1:10:39 – 1:20:37 – Matt Weaver of Peegs.com joins us to talk about IU football and the bucket game. Also touching on their chances against Ohio State and what needs to happen in order to be able to come out with a win. They also ask Mark about the Cignetti contract and what stood out to him in terms of numbers.  1:20:38 – 1:28:54 –  Preview of what they have going on in Detroit and the culture that Dan Campbell has created. Also is that Lions hangover real? Kevin suggests some possible head coach solutions for the Dallas Cowboys.  1:28:55 – 1:51:30 – Indiana Pacers head coach Rick Carlisle joins the guys to touch more on pacers and where they could really make some improvements for the future. Also, how some young talent they have can affect the pacers future. Coach also touches on injuries and possibly a new center? Coach Carlisle talks about “the brawl” with it being the anniversary of that Pacers saga.  1:51:31 – 2:06:23 – The show talks about some of the Pacers head coach Rick's answers, specifically about the “brawl”. He had a lot to say and offered some very unique perspectives on the era of Pacers basketball. They also touch on what this absolute throwing showcase from Richardson could help propel this colts team in the future.  2:06:24 – 2:12:51 -  Pop Quiz .  Support the show: https://1075thefan.com/the-wake-up-call-1075-the-fan/See omnystudio.com/listener for privacy information.

At the U.N. Anne Neuberger frames ransomware as a growing public health crisis. Amazon confirms a MOVEit-related data breach. SAP provides patches and mitigations for a variety of flaws. Researchers identify North Korean hackers embedding malware in macOS applications. Form I-9 Compliance reports a data breach impacting over 193,000 individuals. Hot Topic confirms a breach affecting over 54 million customers. Halliburton reports a $35 million ransomware event. Ymir ransomware follows in the footsteps of RustyStealer.  Threat actors prepare for a second Trump presidency. A Venezuelan man gets 25 years for romance scam kidnappings. Our guest is Tim Starks from CyberScoop sharing what he's hearing from Washington insiders as they prepare for the next Trump administration. The Secret Service wonders if warrants are really required. Remember to leave us a 5-star rating and review in your favorite podcast app. Miss an episode? Sign-up for our daily intelligence roundup, Daily Briefing, and you'll never miss a beat. And be sure to follow CyberWire Daily on LinkedIn. CyberWire Guest Our guest is Tim Starks from CyberScoop sharing what he's hearing from Washington insiders as they prepare for the next Trump administration. Selected Reading White House Slams Russia Over Ransomware's Healthcare Hits (BankInfo Security) Amazon employee data stolen by hacker, company confirms (Silicon Republic) SAP Patches High-Severity Vulnerability in Web Dispatcher (SecurityWeek) North Korean-linked hackers were caught experimenting with new macOS malware (CyberScoop) Form I-9 Compliance Data Breach Impacts Over 190,000 People (SecurityWeek) Hot Topic Data Breach: A Massive Leak Exposes Millions of Customer Records (SOCRadar) Energy Giant Halliburton Reveals $35m Ransomware Loss (Infosecurity Magazine) New Ymir ransomware partners with RustyStealer in attacks (Bleeping Computer) How Global Threat Actors May Respond to a Second Trump Term (GovInfo Security) Man Gets 25 Years for Online Dating Hostage Scams Targeting Americans (Hackread) 'FYI. A Warrant Isn't Needed': Secret Service Says You Agreed To Be Tracked With Location Data (404 Media) Share your feedback. We want to ensure that you are getting the most out of the podcast. Please take a few minutes to share your thoughts with us by completing our brief listener survey as we continually work to improve the show.  Want to hear your company in the show? You too can reach the most influential leaders and operators in the industry. Here's our media kit. Contact us at cyberwire@n2k.com to request more info. The CyberWire is a production of N2K Networks, your source for strategic workforce intelligence. © N2K Networks, Inc. Learn more about your ad choices. Visit megaphone.fm/adchoices

Cyberattack cost Halliburton $35 million thus far DDoS attack makes credit card readers malfunction in Israel Debt relief firm Forth announces data breach for customers and non-customers Thanks to today's episode sponsor, ThreatLocker Do zero-day exploits and supply chain attacks keep you up at night? Worry no more; you can harden your security with ThreatLocker. ThreatLocker helps you take a proactive, default-deny approach to cybersecurity and provides a full audit of every action, allowed or blocked, for risk management and compliance. Onboarding and operation are fully supported by their US-based support team. To learn more about how ThreatLocker can help keep your organization running efficiently and protected from ransomware, visit ThreatLocker.com. Get the stories behind the headlines at CISOSeries.com

In this week's Security Sprint, Dave and Andy covered the following topics. Warm Start: • US cybersecurity chief says disinformation surge hasn't impacted election • FBI Statement About Fabricated Videos and Statements Falsely Attributed to the FBI. • Food and Agriculture Sector Eyes Cybersecurity Threats • Food and Ag Sector 2024 Cyber Threat Report (PDF) Main Topics: Black people are receiving racist text messages about picking cotton 'at the nearest plantation.' The FBI and the FCC have weighed in on the messages that multiple Black people across the country received on Wednesday. • FBI Statement on Offensive and Racist Text Messages • FB-ISAO reports Antisemitic text messages • Louisiana attorney general reveals new findings on racist texts • Text service says it shut down accounts allegedly behind racist messages Be security curious amid enduring extremism & terrorism threats, mass gatherings: • Man Arrested and Charged with Attempting to Use a Weapon of Mass Destruction and to Destroy an Energy Facility in Nashville • Cholo Abdi Abdullah Convicted for Conspiring to Commit 9/11-Style Attack at the Direction of Al Shabaab • Florida Man Indicted for Posting Threats on the Internet FBI Cyber Threat Updates: • Easy Access to Information for Conducting Fraudulent Emergency Data Requests Impacts US-Based Companies and Law Enforcement Agencies. As of August 2024, FBI noted an uptick in criminal forum posts regarding conducting fraudulent emergency data requests and is releasing this notification for industry awareness. Cybercriminals are likely gaining access to compromised US and foreign government email addresses and using them to conduct fraudulent emergency data requests to US based companies, exposing the personal information of customers to further use for criminal purposes. • HSI and Partners Announce Return of $1.8 Million Stolen During Business Email Compromise Scam Quick Hits: • Israel to collect soccer fans from Amsterdam after apparent antisemitic attacks • Israeli soccer fans attacked in Amsterdam, in what Dutch authorities call antisemitic incidents • Dave's Severe Weather threat and preparedness reminders • China Hack Enabled Vast Spying on U.S. Officials, Likely Ensnaring Thousands of Contacts • U.S. Agency Warns Employees About Phone Use Amid Ongoing China Hack • Russia Suspected of Plotting to Send Incendiary Devices on U.S.-Bound Planes • Mystery fires were Russian 'test runs' to target cargo flights to US • Halliburton misses profit estimate, buyback target as cyber attack hurts. Halliburton missed Wall Street estimate on a previously disclosed cyber hack that forced the oilfield services provider to pause a share repurchase program, executives said on Thursday. • Unwrapping the emerging Interlock ransomware attack • NEWPARK RESOURCES INC. Newpark Resources, Inc. is a worldwide provider of value-added drilling fluids systems and composite matting systems used in oilfield and other commercial markets. NEWPARK's 8K. • Major Oilfield Supplier Hit by Ransomware Attack • 764 Terror Network Member Richard Densmore Sentenced to 30 Years in Prison

Join us for an in-depth discussion on the recent cyberattack that disrupted Ahold Delhaize's U.S. operations, impacting major grocery chains like Food Lion and Hannaford. We'll explore the implications of this incident, including the vulnerabilities exposed in the retail sector and the broader landscape of cybersecurity threats facing businesses today. In addition to our main topic, we'll cover other significant cybersecurity events, including Halliburton's $35 million loss from a ransomware attack, disruptions at local animal hospitals, and the alarming rise of ransomware demands targeting municipalities and healthcare facilities. Tune in to learn about: The tactics and techniques used by cybercriminals. How organizations can better protect themselves against such attacks. The latest trends in cybersecurity threats across various industries. Whether you're a cybersecurity professional or simply interested in how these events affect our daily lives, this livestream will provide valuable insights and actionable takeaways. Don't miss it!

((Recorded Live)) As America prepared for one of the most pivotal elections in recent history, I went live to break down the stakes, the key players, and the issues that could shape the future of the nation. Join me as we explore what's at risk in the 2024 election, from the candidates' platforms to the critical choices facing voters. Whether you tuned in live or are catching the replay, don't miss this deep dive into the upcoming election and what it means for all of us! We are live Monday through Friday! Find me and the show on social media. Click the following links or search @DrWilmerLeon on X/Twitter, Instagram, Facebook, and YouTube! -Please consider donating to keep us on the air. -Patreon.com/WilmerLeon Announcer (00:00:07): Connecting the dots with Dr. Wilmer Leon, where the analysis of politics, culture, and history converge. Wilmer Leon (00:00:15): Good morning. Good morning. And as most of you know by now, this coming Tuesday, November 5th will be as the Constitution states, the Tuesday next, after the first Monday in November is election day. What are you all going to do? Are you going to vote? Are you going to abstain? If you decide to vote, who are you going to cast your ballot for? Let's talk and let's talk live. We're live today. I want to welcome you all to the Connecting the Dots podcast with me. I am Dr. Wiler Leon. And here's the point. We have a tendency to view current events as though they occur in a vacuum, failing to understand the broader historic context in which most events take place. During each episode, my guests and I have probing, provocative, and in-depth discussions that connect the dots between these events and the broader historic contexts in which they occur, thus enabling you to better understand and analyze the events that impact the global village in which we live. (00:01:26): On today's episode, it's just me, it's me, no guests. I'm live today. And I know this is very, very short notice, but here we are. So the issues or the issue before us is or are this Tuesday, as I said in the tease, November 5th will be as the Constitution states, the Tuesday next after the first Monday in November is election day. Folks, what are you all going to do? Are you going to vote or are you going to abstain? If you decide to vote, who are you going to cast your ballots for? And for me, here's the real important salient question, why vote or abstain? I strongly suggest voting. I don't think that you can abdicate your duty as a citizen and sit this one out. And I firmly believe that the primary responsibility of a citizen is to participate in the electoral process to determine who you select to represent your interests in government. (00:02:48): Folks, I believe America is recklessly muddling its way through these incredibly, incredibly perilous times, very, very recklessly. As America muddles its way through these perilous times, there are too many Americans that appear to be more confused than ever. Many of us have traded our interests in for electability or anybody. But Trump, former NAACP board chairman Julian Bond, told us that in the African-American community, we have no permanent friends. We have no permanent enemies, we have just permanent interests. Malcolm called them permanent agendas. And as we look at this whole issue of America muddling its way through these perilous times, I think it's very, very important for us to understand what this really means and who is responsible for the peril that we find ourselves in. Many of you all may take exception to what I'm about to say, but I think the data supports disposition. The American empire is on the wane. It is failing. Some will say it has already failed, and what we are experiencing are the last kicks of a dying mule. I think the African proverb says the last kicks of a dying mule are or can be the most dangerous. (00:04:26): The United States started this war in Ukraine. The United States is backing the genocide that we see playing itself out right before our very eyes in the Zionist colony known as Israel. The United States is trying to provoke a fight with Venezuela by not recognizing the democratically elected president Nicholas Maduro as the president of Venezuela. The United States is trying to start a fight with China over Taiwan. So that's why I say that we are in incredibly, incredibly perilous times and most of this peril is at our own doing. And I see sister Sandra Muhammad, thank you so much for tuning in greatly, greatly appreciated. So again, incredibly reckless. Too many of us are confused more than ever again. Many of us have traded in our interests for this concept of electability and anybody but Trump. Well, we have to ask ourselves, what are our politics really all about? (00:05:53): And this question not only applies to those of us in the African-American community, but it applies to the country overall. Candidates right now are out on the campaign trail asking us for our vote. But what are they offering us? Even more important than that, even more important than what are they offering? What are we as citizens demanding from them? For the most part, I'm hearing racist diatribes of I'm hearing, I'm hearing racist diatribes. I'm hearing offers of higher taxes that are really masking themselves as tariffs on imported goods. I'm hearing anti-immigrant rhetoric, and I'm hearing a lot of ideas being floated as policy. They sound great, but they'll meet stiff opposition if they make their way to Congress. Let me just quickly jump back to the anti-immigrant rhetoric because both sides from the Trump campaign as well as from the Harris campaign, there's a whole lot of clamoring. There's a whole lot of chatter that we're hearing regarding the border immigration. (00:07:21): Oh, our country's being overrun by immigrants. I Trump tells you they're eating our pets. And Vice President Harris talks about building the wall funding for more border agents. All of this stuff about keeping people out. What I don't hear anybody talking about, I don't hear anybody asking the question, why are these people trying to come in the first place? Why are Mexicans trying to cross the border? Why are people from Honduras? Why are people from Guatemala risking life in limb, spending thousands of dollars that they've spent years saving, trying to come across this border? I don't hear anybody asking that question. Donald Trump and JD Vance made this horrifically racist, unsupportable false accusation that Haitian immigrants, who by the way, are in Springfield, Ohio legally, who by the way, salvage the economy of Springfield, Ohio. Nobody's asking the question, why are Haitians there in the first place and nobody talks about American foreign policy? (00:09:00): Do you think Mexicans just want to come to the United States because they woke up last week and said, you know what? I think I'm going to risk life and limb and go to the United States. Do you think Guatemalans, do you think Hondurans? Do you think El Salvadorians are saying to themselves, you know what, I ain't got nothing else better to do. I'm going to pay some Mule $3,000 that it took me five years to save to risk life and limb to try to sneak into the United States only to run the risk of being deported and wasting all that money. Do you think that maybe they're making these decisions because their economies have been decimated by American foreign policy and they're coming. So you don't hear the immigration czar as Donald Trump loves to call Vice President Harris. You don't hear her talking about that. You don't hear Donald Trump talking about that. They talk about failed solutions such as building the wall and all that other foolishness. They don't talk about the real crux of the problem, which is American foreign policy in their countries. What happened with Mexican corn? Well, it got decimated because of nafta importing American yellow corn into Mexico. And that brown multicolored Mexican indigenous corn got decimated through cross pollenization by the American yellow corn that was imported because of nafta, decimating agriculture in Mexico. So what are those farmers to do? Nobody's offered them any assistance. What are those farmers to do? (00:11:09): Chiquita brands, about a month ago was convicted in federal court in Florida for funding death squads in Columbia. Chiquita brands now has to pay millions of dollars, millions of dollars to families in Columbia because they were backing death squads in Columbia. So if you are a Colombian, what are you to do? Stay in your native country, running the risk of being murdered by death squads funded by Chiquita brands or do everything in your power to get out of Columbia and go someplace else. And where is that someplace else? The United States as Donald Trump is using these, I see Steve, I'm getting to Haiti right now. Steve, stay out of my head, man. Stay out of my head. Steve. I'm getting to Haiti right now. (00:12:22): As Donald Trump and JD Vance are extolling these racist diatribes about Haitians eating dogs and cats. Steve, here we go. Nobody's asking why are the Haitians in Springfield, Ohio in the first place? Nobody's asking why'd they leave Haiti and come to the United States? They should be sitting on the island drinking barbering court five star rum in Eaton Grill. No, they've left their lovely country come to the United States. Why? Here's the answer. As during the debate, you saw Vice President Harris wring her hands and twist contorting her face and showing the utter disgust for that racist diatribe that she should have shown. But nobody asked her Vice President Harris, why did you go to Racom last year and try to convince the leaders of Racom, the organization of Caribbean states to be the tip of the United States spear as the United States is trying to rein, invade Haiti, recolonize Haiti? Nobody asked her that question. And I think that's a very, very important question to ask. I call that minstrel diplomacy, black faces on Euro-American foreign policy, menstrual diplomacy. Nobody asked Hakeem Jeffries, Congressman Jeffries, why did you go as a black man? Why did you go to Caron with Vice President Harris, a black woman to convince black countries to invade another black country? (00:14:41): Nobody's asking that question. So it's not simply building a wall. It's not simply enforcing the border. It's not simply funding for more border agents. It's not simply building internment camps to house these individuals and their children. It's not simply deporting people. And by the way, I think former President Barack Obama deported more people than anybody in the last 50 years. It's about American foreign policy decimating the economies of Mexican, central American and South American countries. That's why these individuals are doing everything in their power to come to this country. Now, really quickly, I really quickly, it's also a matter of going back to Haiti. Why such a focus on Haiti? (00:16:03): A couple of reasons. One is geographic the United States is trying to do, has been trying, I think for about a hundred or so years to build a naval base in Haiti, and it has met incredible resistance by Haitians. Why does the United States want to build that naval base in anticipation of China gaining a greater foothold in the region? China right now is talking about building a canal. I believe it's through Honduras, building a canal through Honduras, which would make it easier for Chinese ships to circumnavigate the globe. And that would also be a direct challenge to the Panama Canal. (00:17:10): So you have a number of geopolitical aspects to this as the United States further alienates China, the United States is anticipating the need to replace that cheap Chinese labor with another cheap labor source, and where are they thinking of getting that labor? Haiti. So those are just two very current examples of why the United States is so focused on recolonizing Haiti. Of course, we can go back to the overarching issue of the Haitian Revolution, the successful Haitian revolution, the United States, I'm sorry, Haiti throwing out France as a result of the Haitian Revolution and the belief that no European country, we'll consider you the United States because it's founded by Europeans, would ever allow the successful revolution of a black country. So that's also part of this calculus as well. Those are just a couple of examples of what I'm talking about in terms of these politics and permanent friends, permanent enemies and permanent interests. Again, candidates they're asking us for are vote, but what in fact are they offering us? And again, more important than that is what are we demanding from 'em? (00:19:00): Where are the substantive policies that are focused on making the lives of each American better? Where's the plan to fund them and to get these ideas turned into legislation submitted, brought before Congress, passed by Congress and signed by the president. There are a lot of ideas being floated out there, but one of the things I'm not hearing, particularly from the Harris campaign is how are you going to get this stuff funded? Where's the money going to come from anyway? By failing to develop, understand and articulate our permanent interests, our agendas, we then fall victim to the problem of what I call binary politics. The simplistic either or scenario. Yes, this is a two party system, but being stuck in the mindset of binary politics, the simplistic either or scenario, continues to leave us with simplistic and deadly choices of the status quo. Do you want lead in your drinking water or mercury? (00:20:21): Do you want arsenic on your grits or baby? Do you want mama to sprinkle a little bit of strict nine on them? Grits for you, the dangers of binary politics, this rant of anybody. But Trump is a perfect example of the dangers of binary politics, especially for the African-American community. And please, please, please, baby. Please baby, baby. Please don't get this twisted. Yes, Trump is disgustingly ignorant. He's vile, he's gosh, he's racist. He's an admitted sexual predator and a convicted felon. However, following the simplistic narrative of anybody but Trump as the basis of your analysis will not ipso facto lead you to a better alternative as sporting life said in Porgy and best, it ain't necessarily. So folks, I unapologetically see the world through. We're doing live radio, so I got to every now and then check my messages here to be sure that I'm staying on course, staying on track. Okay? So anyway, folks, I unapologetically see the world through the lens of an African-American man, and I focus on the interests of the African-American community. But my analysis I applies to every demographic across the board. (00:22:09): Let me pause here and just say, Steve, you're right. We're talking about Haiti. Sandra, you said you don't know. It looks as though folks would rather remain in Lala ignorant about many issues, the Western individualism value. Oh, you're absolutely right, Sandra. You're absolutely right about that. And that really gets to the crux of my point. And as I talked about the decline of the empire, this is all part of that western individualist value. And by the way, which is a conservative construct, and Sandra, help me out here if I'm on track with this, is that too many of us in the African-American community have bought into this whole idea of I've got mine. Now you have to get yours. We have lost track of the power of the collective. We have lost track of how we as a community, as we as African-Americans with a distinct history, with a distinct culture, have been able to make it through the challenges that have been imposed upon us by the dominant culture. (00:23:41): Look, I say this all the time. Du Bois wrote The Souls of black folk, not the soul of some guy. Mrs. Hamer dedicated her life championing the right for us to vote. She did not dedicate her life simply so that she could vote. And now what too many of us are looking at, what too many of us are confused about and confused by is the progress of some at the expense of the many. I got mine. You got to get yours. That has never worked for us. It will never work for us. And then there are too many of us like Richardson down in North Carolina, and who's the brother that from Florida that appeared at that Trump race Fest 2024 in New York. He comes on stage after the dude, before him played, Dixie played, what's his name? (00:25:07): I'm drawing blank on a guy that sang it, but what kind of cery was that? A black man going to come on stage, Elvis Presley after a white cat before him, his bumper music was Dixie. And instead of coming to the mic saying, oh hell, to the na Bobby, hell to the na, I'm not going to stand here and follow that racist foolishness. He just goes along, buck dancing, cooning shining, and you know, any of you all that have spent any time listening to me, rarely will I use those types of references when I'm talking about Buck dancing coons. But that just shows you the depths and the utter depravity that our community has fallen into global insight perspectives. You ask, what do I say to African American voters who say, if you vote third party, you'll enable Trump to, ah, okay, global insight perspective. Great question. I was going to get to that a little later, but let me do that right now. (00:26:37): That gets back to my point of the dangers of binary thinking because right now we're stuck in this duopoly Republican and Democrat thinking that there are truly substantive differences between the parties when in fact it's a duopoly. They are two wings on the same bird. They are two sides of the same coin. The Democrats to a great degree, they will couch their racism, they'll couch their militarism in slightly softer language. They'll bring black faces to the forefront to sell you that bs. Linda Thomas Greenfield at the UN championing genocide, right? Kamala Harris going to Kom as I mentioned earlier, Hakeem Jeffries go to Racom, who's the head of africom. It's a black general. Lloyd Austin goes to Kenya to convince William Ruto the president of Kenya. They show him given the check to Ruto, to invade Haiti on behalf of the United States. So the Democrats, they'll roll out black faces to Barack Obama, they'll roll out black faces to sell you basically the same policies that the Republicans, they just Bogart. They go hard in the paint. They go hard in the paint. No, easy layups, hard fouls. They don't care. Democrats try to be, they try to give you a kinder, a kinder, softer militarism. (00:28:50): And Daniel dvi Du Bois said, race is not biological. It's cultural. Oh, that's very, very true. That's why you don't hear me usually speaking in the context of race. I speak in the context of ethnicity and I speak in the context of culture because there is absolutely no biological proof, scientific, empirical data to support the construct of race. Race is a eugenic construct, and I was just in London lecturing on this at Oxford and at Westminster Universities just got back Saturday. Thank you to Dr. Chantel Sherman for putting on that conference. Yeah, race doesn't exist. It just doesn't. It exists only in the warped mind of those that have been convinced that race is real. Race is an artificial construct that was created to a great degree by Christians in order to rationalize the dehumanization of enslaved Africans because they had to figure out if we can consider ourselves to be Christian, then how can we rationalize and justify enslaving other human beings? (00:30:26): Oh, here's an idea. We create this construct of race. Therefore, we can say they are an inferior group of people. And Calvinism played a very, very key part in this because one of the elements of Calvinism is predestination, predetermination. So they then were able to say, oh, these people were predetermined by God to be inferior and subservient to us, the white European. So that's where the whole construct of race comes from. Daniel, thank you so much for that. Byron Donalds. Yes, thank you. Thank you, Rell. I think that's, if I pronounced that correctly, yeah, Byron Donalds is who I was trying to think of again, folks, you have never even heard me call Clarence Thomas a coon, but Byron, Donald Coons coon, anybody that comes on stage on a stage at an event where Dixie was played. I don't care what time in the lineup, you are supposed to come on stage and shut that rascal down. (00:31:47): You're supposed to come on stage and quote that brilliant African-American, that late African-American philosopher Whitney Houston, and say, oh hell, to the Nall Bobby held to the Nall. We ain't going for this. But anyway, oh well, Daniel, excellent, excellent. Thank you. I appreciate your critique of that analysis. Okay, so let me try to move a little further here. Again, as I said, I see the world in unapologetically so through the lens of an African-American man. And please understand this my saying that my being pro me do not ever, and this is something that people do all the time. Black Lives Matter was an example of this. Never equate my being pro me with my being anti you, my being pro me is me being pro me. (00:32:50): The retort to Black Lives matter was, well, all lives matter. Yeah, that's true. But if that were a reality in the United States, if all lives in the United States actually mattered, then we wouldn't have to highlight the fact that Black Lives Matter. The reason that Black Lives mattered was developed was because we saw on our phones, on our television screens, on our computer monitors, black people being slaughtered in the street, and I'm not even going to say shot down in the street like dogs, because if I went out into the street and shot a dog in the street, I would be immediately arrested. (00:33:41): That's why I don't say shot down in the street like dogs, because in many communities, they seem to hold the lives of dogs in higher regard than they do African Americans. So anyway, I see the world through the lens of an African-American man and as a political scientist, I go back to the piece by Mac Jones, a message to a black political scientist where he says, as such, it's my obligation to develop a different wean Chung, a different worldview that I view the world through the prism of my experience, historical, current and personal as an African-American human being, and that I can never allow my analysis to deviate from that because that's what is the most relevant to my community. So vote or abstain, back to that point, I strongly suggest voting. I don't think that you can abdicate your duty as a citizen and sit this one out. We as American citizens, we can no longer afford to leave the management and governance of this country and system to those that we have elected to represent our interests. And I think that little element, that little kernel right there, is what unfortunately is being overlooked, and I'll say particularly in the African-American community, we keep hearing vote for Kamala vote, and I'm not saying vote or don't vote for him or her. (00:35:45): I'm not going to do that. If you want me to, I will tell you who I think is going to win this. I'll get to that in a minute, but I'm not saying vote for him or vote for her, vote for them or not them. That's not what I'm saying. What I'm saying though is that too many of us have been bludgeoned with you have to vote for her because she's a black woman. If you don't vote for her, you hate black women. You have to vote for her because Donald Trump is the reincarnation of the devil, which by the way, he is. (00:36:21): No, no, no. I need to know. I need her to tell me what she's going to do for me and how she's going to do it. That's all I've been demanding. Kamala, vice President Harris, tell me very, I need you to come on up to stage and say, Wilmer, look. This is what I'm going to do. This is how I'm going to do it, and this is how we're going to pay for it. I need her to do that. Folks, you can't abdicate your duty as a citizen. You can't sit this one out at a campaign event. This past Thursday evening in Arizona, former President Trump said to Tucker Carlson, she, Liz Cheney, she's a radical warhawk. Let's put her with a rifle standing there with nine barrels shooting at her. Okay, let's see how she feels about it. When the guns are trained on her face, they're all warhawks. When they're sitting in Washington with a nice building, Trump continued. (00:37:35): What he might think that casting that in the light of put a rifle in her hand and train nine at her face is some kind of military construct. No, Donald, you're not really that smart. We understand that's the context of a firing squad, and no matter how you try to spin that one, that's just disgusting. That's just disgusting. Torito, we did a show last talking about my SiriusXM show. Yes, there was a show it was a best of because I was in London at the time. I will be live tomorrow, tomorrow on SiriusXM 1 26 from 11 to two Eastern. Hopefully that answers your question. Where am I here? (00:38:46): So Kamala had an interview on Fox. She was asked about her platform and she didn't know it. She said, go to my website and read it. Well, yeah, that one speaks for itself, and that's what I've been saying during the whole campaign is folks, politics is not about phenotype. Politics is not about skin color. Politics is about policy, policy initiatives, policy output, policy results. I'm a political scientist. Public policy is my primary area, public policy and black politics, or it was supposed to be a political economy, but that's a whole nother conversation. That's why I'm so stuck on policy. That's what I do. That's what I do. Meg, yo from Baltimore, thank you for joining us. Get me a crab cake if you wouldn't mind. How do I feel about Dick Cheney supporting Kamala Harris? Carl, how do I feel about Dick Cheney supporting Kamala Harris? Let's understand. Now, this is my opinion. I don't have any data to support this point, but this is my opinion, and I think this is fairly accurate. I don't think that Dick Cheney in the middle of the night opened his eyes as a light was shining upon him in a voice of power and majesty filled the room and said, Announcer (00:40:35): Dick Cheney, purveyor of evil war criminal, you must repent and endorse Vice President Harris. And then Dick Cheney pushed back the covers Wilmer Leon (00:40:53): And sat up in the bed and said, oh my God, I have been saved. No, didn't happen. I think the Republican elite have come to the realization that the Frankenstein monster that they have created, Donald Trump is now ravaging and pillaging their village, and they see Kamala Harris as the last ditched attempt to salvage their party as they've known it to exist. Look, you can go back and find the language from, what's it? The Senator from South Carolina. What's the dude's name? I'm drawing a blank on that. Anyway, who told us that Donald Trump was a racist, narcissistic, xenophobic, bigot. (00:42:10): The record is replete with the examples of Ted Cruz. Lindsey Graham, what's her name from South Carolina, Nikki Haley, all of these Republicans, traditional members of the traditional Republican elite telling us that Donald Trump is everything but a child of God. They created this monster. You can go back to the Tea Party and one of the founders, Tom Tan credo. Remember Tom Tancredo back in 2020 or 2016 talking about we want our country back. Tom, who had your country? Tom Tancredo. I don't have your country. I don't know anybody that does Remember that. I also believe that Sarah Palin being on the ticket with what's his name from Arizona, was the precursor to Donald Trump and Carl, this is a very long way. I'm getting to your question because she made you comfortable with stupidity. She made you comfortable with ignorance. (00:43:48): She made you comfortable, and the you is a generic general. You as the country, she made the country comfortable with an ignorant person being a heartbeat away from being the leader of the free world. She tilled the soil, she laid the groundwork for Donald Trump, and then he came in and just bogarted the whole damn game. So Carl, getting back to your point, your question. So again, Dick Cheney didn't find Jesus. What Dick Cheney realized is looking at the policies of the Biden Harris administration, particularly foreign policy, particularly militarism, because remember where he came from. Lemme see if I got the book. Remember where he came? I got over here somewhere. Oh, wait a minute. Here it is. (00:44:58): Sorry. The shadow world inside the global Arms trade. See if I can quickly, after Cheney left the defense department in 1992, his appointment as CEO of Halliburton in 1995 led us to a remarkable improvement in the company's fortunes, especially with regard to federal contracts. In the five years prior to his arrival, Halliburton received the poultry 100 million, paltry 100 million in government credit guarantees under Cheney. Halliburton received 15 times that amount, 1.5 billion. Cheney was paid well for her services for 48 months. He received $45 million from Halliburton, the shadow world inside the global arms trade, Andrew Feinstein. Okay, so Dick Cheney, again, it wasn't divine intervention. The hand of God didn't touch Cheney on his shoulder. No, he realized backing her, he, Dick Cheney and Liz Cheney and all those other Republicans that are now on the Harris bandwagon, they're not on that bandwagon because they're coming closer to her. They're on the bandwagon because she has come closer to them. That's my opinion. Hopefully, Carl, that answers your question. Now is that a good thing or a bad thing? It depends on who your candidate is, but I think that's the reality because when you look at Liz Cheney and Kamala Harris on stage, that's not a good vibe. I don't think I've ever seen them embrace. They may have. (00:47:06): I haven't seen it. It there's a distance between them because I don't think personally they really like each other beyond politics. Again, that's my opinion. I could be as wrong as the day is long. Yes, Ramel sense. They are all war mongers and war criminals based upon the international criminal court standards. They are all, not only are they war mongers, they are also war criminals. Carl, please listen tomorrow. I think I got a hell of a show for y'all tomorrow, but anyway. Oh, okay. Who do I think will win the election and why? You know what, Fred? Hold that. I'm going to get to that in a minute. I, because I have an answer for you. So lemme go back to Trump's what I call the racist hate fest. 2024 in Madison Square Garden. This was a six hour eugenic, racist hate-filled rant, and there was one in particular, which I'm sure most of you now are familiar with this. (00:48:29): So-called comedian, I'm not even going to mention this guy's name called Puerto Rico, a floating island of garbage. He said there's a lot going on. I don't know if you know this, but there's literally a floating island of garbage in the middle of the ocean right now. I think it's called Puerto Rico. Now, there is actually a floating island of garbage in the Pacific Ocean off the coast of Hawaii. Why not talk about that? Why not talk about the impact that there is truly a floating island of garbage off the Pacific, not the Atlantic coast, and it's full of plastics that are decimating the ecology. Fish are now being found to have microparticles of plastics in them. Sea turtles are getting caught up in all kinds. You could have talked about that in terms of a floating island of garbage, but no, you have to take that ecological disaster called a floating island of garbage off the Pacific Coast, and you have to turn that into this racist eugenic diatribe targeted at Puerto Ricans. Well, lemme tell you this, homie, Pennsylvania is a swing state. (00:50:03): Pennsylvania has 20 electoral votes in the electoral college. Trump won the state in 2016 by a narrow margin of 0.72%. Biden was able to reclaim the state in 2020, winning it by a similarly narrow 1.17% margin or about 80,500 votes. See folks, I use data. When I take a position, when I tell you something, if it's my opinion, I'm going to tell you very clearly I don't have the data for it. Here's my opinion. When I have the data, I'm going to give you the data. So Biden was able to reclaim Pennsylvania and he won it with a 1.17% margin or about 80,500 votes. (00:51:12): Pennsylvania's Latino eligible voter population has more than doubled since 2000 from 206,000 to 620,000 in 2023. Now, Biden won with a margin of 80,500 votes in 2020. Now in 2016, there are 620,000 Latinos, and this is according to Census Bureau figures, and more than half of those voters, about 310,000 are eligible voters who are Puerto Rican, and they are pissed. They are pissed to the highest of Tivity. They are pissed. That's not good, Mr. So-called funny man, racist, funny man. That's not good. You didn't do your boy, you didn't do Trump any favors by going down that alleyway as Richard Pryor would say, because it may not be the voice of God. (00:52:34): Here's what's overlooked by a number of people. Too many of us believe that once you've cast your vote or once you've cast your ballot that your job is done. But folks, casting your ballot is just the beginning of the process. Once you've cast your ballot, your job isn't done. It's only just begun. You have to stay engaged. You have to hold those you voted for or didn't vote for accountable. You have to stay engaged. You can't abdicate your duty as a citizen and sit this one out and if you vote, you have to stay engaged. You've got to, folks, there are many, getting back to the Puerto Rican issue. There are many who will tell you, Dr. Anthony Montero, brilliant, brilliant, brilliant, brilliant brother out of Philly, who will tell you that the disenchanted African-American, particularly black male community in Philly, that many of them are going to sit this out, and as a result of that, it's going to cost vice president heresy election. (00:53:50): I wonder if those disenchanted African-American males and females who are going to sit this out will now be offset by these angry Latinos, specifically Puerto Ricans. Again, this so-called Mr. Funny Man, I don't think at the end of the day this is going to prove to be, prove to be too funny. Harrison Wall said, claim that they're charting a new way forward to a future where everyone has the opportunity to get by, not just get by, but get ahead. I'm sorry. Her articulation of the opportunity economy is so that you don't just get by, you get ahead. They're proposing, for example, $25,000 as a down payment assistance for first time home buyers, small business entrepreneur assistance, tax cuts for the middle and working class. That's all great, that's all great and it's damn sure need it. (00:55:05): My question is, how's it going to be paid for? Again, I'm a policy guy. How's it going to be paid for? Has anyone publicly asked that question? How much is it going to cost? What's it going to do to the budget? What's it going to do to the deficit and how are you going to pay for it? Because with billions of dollars going to Ukraine, 8 billion about 10 days ago, 8.7 billion, about 10 days ago, going to Israel, 600 million going to Taiwan, that's 17 billion in one day last week or 10 days ago to the settler, 8.7, going to the settler colonial Zionist, settler colonial state called Israel, trying to pick a war with China. Where's this money going to come from? She's made the promise, the campaign promise. My question is, if she wins, will you hold her accountable to deliver on that promise to those who are so offended by the genocide being committed against the Palestinians and rightfully so, many of those of you believe that the answer to that atrocity is a protest vote for Trump. This gets back to the third party question. I believe my opinion that by failing to develop, understand and articulate our permanent interests and agendas, we are falling victim to the problem of binary politics. The simplest either or scenario. You're angry with Biden Harris, the Biden Harris administration for backing funding, participating in the genocide and Gaza. (00:57:15): So you believe that the answer to that is a vote for Trump to our Muslim brothers and Arab brothers and sisters who are rightfully appalled by these genocidal policies, I don't think your viable option is a protest vote for Trump, because remember his son-in-law, Jared Kushner is articulating plans to turn Gaza into beachfront Mediterranean condos, and Jared Kushner is a key advisor to his father-in-law. So if by chance you vote for Trump thinking, you're voting for Trump as a protest against the Biden Harris administration, I personally believe you're making a big mistake because yes, this is a two party system, but there's also third party candidates out there as well. (00:58:25): You've got Dr. Cornell West and Dr. Molina Abdullah. You've got Dr. Jill Stein and Dr. Butch Ware. Two examples from the Green Party. So if you're going to make a protest vote, then in my opinion, I believe in you cast a protest vote. Think about third party the real signal, in my opinion. If you want to really send a message, let the duopoly see a third party campaign. Get 20% of the vote, let a third party get enough to qualify for public campaign funding. Let a third party get a significant enough vote to qualify to be on the debate stage. Can you imagine Dr. West on stage debating Donald Trump? Can you imagine Dr. West on stage debating Vice President Harris? Can you imagine Dr. Butch Ware on the stage debating JD Vance, folks, I'm talking peace shooter at a gunfight. That's what you would be witnessing. And I'm not saying that Dr. West on stage against Kamala Harris. In fact, I'm wrong to put it in that kind of conflict scenario because it's all about the best interest of the American people. It's not about protecting one person's image against and using another person to tarnish that image. That's not what this is about. (01:00:10): Thank you, Sherry, for coming back and agreeing with me. This is about you. This is about America. This is about our country. This is about social security. In fact, to that point, let give y'all, let me give you a very simple example of this. We keep hearing that social security is in jeopardy, right? You've got George W that wanted to privatize social security, which we know was just grant theft auto. Here's the solution, and you can do the math yourself. This one is so simple, a 10-year-old can figure it out right now, the social security contribution that comes out of your paycheck every month if you have a paycheck gets capped at, I think it's either 140 or $144,000. Every dollar you make after 140 or $144,000 is exempt from the Social Security payroll tax. (01:01:49): You want to salvage social security, which by the way isn't really in jeopardy, but if you want to salvage social security, raise the ceiling on the Social security payroll tax, raise it to, I don't know, pick a number, raise it to $500,000 of salary, raise it to a million dollars of salary, raise it to 1.5 million of salary. If you are making $500,000 in salary, you can afford an additional 10%, 15%, or 10% on that. Whatever the payroll tax is, I don't have it in front of me. And what you would be able to do by doing that, you would ensure the sustainability. That's not the word I was looking for, but anyway, sustainability of social security, you ready for this? Lower the retirement age, you could lower the retirement age and don't send your money yet because there's a bamboo steamer that comes with this deal. You could expand benefits, raise benefits. (01:03:19): They right now are talking about what? Raising the retirement age to like 72 and what's the life expectancy of the average American about 67 years. So now you got to work five years beyond your death. Does that make sense? No, not at all. That's a very simple fix, folks. The math is simple. Raise the social security ceiling from 140 or $144,000 to a million if you make a million dollars in salary. We're not talking about return on investments, we're not talking about all those other revenue generating elements in your stock, in your portfolio, just salary. You could salvage social security, you could lower their retirement age, you could increase benefits. Why isn't Kamala Harris talking about that? Well, because as son Ray says, if we hold her accountable, they will send her the, oh, that's not one. (01:05:03): Oh, I'm sorry. It was JJ Mars who says the American oligarchs will never allow it. Well, JJ Mars, that's why I'm saying it's not about what the oligarchs will allow. It's about what you as American people and voters and constituents will demand so that a candidate cannot come forward and win unless they commit to doing that. And then you have to ensure that the members of Congress understand if that doesn't happen, they no longer have jobs. See, I'm not going to concede this to the American oligarchs. If I were doing that, then I'm wasting my time talk. I've wasted an hour and six minutes of my day talking to you. I could be playing golf. I could be a shaan right now on number seven, teeing off on number seven. It's beautiful outside, right? Shit, it's 80 degrees outside. (01:06:12): So jj, if I'm going to concede that to the oligarchs, then why have I been sitting here doing this? I'm about to fight, man. JI don't know if you're male or female, so please forgive me. I'm about to fight. I'm about to struggle. I'm about kicking ass and taking names. I'm not throwing the towel in because I'm going to succeed or die trying. The Powell memo, Sherry, what was the Powell memo and the chamber? Okay, Louis Powell, former Supreme Court Justice before Lewis Powell was nominated and appointed to the Supreme Court, Lewis Powell was the chairman or president, I don't remember the title of the National Chamber of Commerce. He was out of Richmond, Virginia. And Powell wrote what has now become known as the Powell Memo in, I want to say in the mid seventies. And the crux of the Powell memo was corporate America. Remember, he was the chairman or the president of the National Chamber of Commerce. (01:07:43): It was his position that corporate America had to get more involved in American politics, that corporate America had to invest more money into candidates, had to invest more money into parties, had to invest more money into the machinery. Sherry, thank you, 1972, had to invest more money into the machinery of the American political process in order to ensure that their corporate interests prevailed in the legislative system. And so that's how you now wind up with, oh, shoot, I'm drawing a blank on the Supreme Court case that now comes out and says that corporations are people too, and that corporations have interest and voices that should be allowed, and you can now contribute ungodly amounts of money into the American political system. Corporations can donate all this money to candidates. Thank you. Thank you, Zach. The Citizens United Case. Thank you. That's how you wind up with the Citizens United case. (01:09:20): And Sherry, I'm glad you No, I'm not talking about Elon Musk, jj. I'm talking about talking Powell. But look at how long it took. It took from 72, I think this is right to 2010 for the Citizens United case to be passed however many years that is. See, they play it for the long game. Powell writes this memo in 72, gets a Supreme Court case validating that position in 2010. Look at how long it took. They play it for the long game. We play it. I wouldn't even say for the short game. We play it. We play it an inning. We're happy with an inning at a time. They're looking at series. (01:10:23): So hopefully, Sherry, does that answer your question about the Powell memo and what has also become, well, some call it the Powell Doctrine. Others associate the Powell Doctrine with General Colin Powell and the You break it, you own it thing. But anyway, do I think Trump and Harris are both fascists? Yes. Yes. Yes. And how so? Because look at the industrialists that are actually controlling the policies, and what does Kamala Harris say? We are going to have the most, she didn't use the word dominant. I can't remember, Sherry. Oh, yes, sir. I have a PhD. Well, you know what, Sherry, to that point, PhD, my son says, it means two things piled higher and deeper, and it also means, please help dad. Anyway. (01:11:36): Now, what was I talking about? Oh, fascism. It's the corporate interests controlling policy and using the police force slash military in order to support it domestically and internationally. And so I believe that Trump is just a more vocal fascist than Kamala Harris, but I believe that she's just as fascist as the rest of 'em, as Barack Obama was, as well as was George. I mean, I don't see how you get to the exalted position of president without being a fascist, because that's one of the basis of American foreign policy is fascism. You can put a, okay, to those of you that are now up in arms, Wilmer, how can you call Kamala Harris a fascist? She's a kinder, gentler, fascist. Remember in a more attractive fascist. Remember George HW Bush and his kinder, gentler conservatism. Remember that? Well, we are now dealing with a kinder, gentler fascism. So let me look to wrap this up for now. (01:13:24): Anybody but Trump, I believe that whole mantra ignores the fact as a US president that he's a functionary. A US president is a functionary of the United States government. An American president is a functionary of the interests of the elite. Look at Trump's position on Venezuela. It was the same as the Biden administration. Both Democrat and Republican administrations have had policies that included US interference and other Central American and South American countries. Trump's position on tax cuts and cuts to social programs builds upon tax policy and social policy cuts from previous administrations. Remember Bill Clinton and ending welfare as we know it. (01:14:18): And remember, Obama's failed grand bargain. Again, folks, I'm not talking with you now saying that any candidate is the right choice or the wrong choice. I'm merely asking you, what do we get for our loyalty? What do you get for your vote? Do you get more hope without substantive and systemic change? What do you get by settling for the status quo through the willful ignorance of supporting a candidate that has a proven track record on issues that aren't in the best interest of the American people that aren't in the best interest of the African-American community? We, as Baldwin said, are merely making peace with mediocrity without substantive systemic change. Are we believing that we are really what the white world calls a nigger? (01:15:34): This should never become our reality. So with that, let me say to all of you all that have invested the last hour and 15 minutes of your morning with me, with us, my phenomenal, phenomenal producer, melody Graves. I would not be able to do any of this without her. Let me see. S one. All we can hope for is a president that will give us the softest landing for this dying empire. Create your own strategy to save you and your loved ones as many others as you are able to do. You're absolutely right. Oh, oh, oh, oh, right. Who do I think is going to win the election? Thank you for bringing me back to that. This is what I see you ready. (01:16:34): I believe that either at the end of Tuesday night or early Wednesday morning, the 47th president of the United States is going to be Kamala Harris. I believe it's going, and I've consulted with a former classmate of mine, Dr. Bari Jahi, who's a brilliant, brilliant brother, and I agree. The numbers will be around 2 93 Harris, 2 45 Trump. Remember, you need two 70 to win. I don't even think Trump's going to win the popular vote. He got 75 million votes against Biden. I don't think he'll get 75 million this time. It could go to three 19 Harris, because I think that she's going to win North Carolina and I believe that she's going to win Arizona so she could go as high as three 19 or three 20. This hate fest, racist diatribe 2024 that he held in New York, I think did him incredible damage, and what he said Thursday yesterday about Liz Cheney, I think it is going to do him incredible damage. Also, I don't believe that the polling numbers that we're seeing, excuse me, I don't believe that the polling numbers are anywhere near accurate. I think you're, if you look at the polls, I think you're being sold a pig and a poke. (01:18:41): Remember, I forget the year in the first Obama campaign, the polling and all of the analysts and everybody, la, and everybody was telling us that Mitt Romney was going to defeat Barack Obama and that Romney was going to win by seven to nine points. Didn't happen even election night. They were still talking about Romney seven to nine point victory didn't happen. Their polling is skewed. Some of it is intentional, some of it is inherent in the systemic nature of it. Let me go through these real quickly. Please tell you who, doctor, please tell me this live will be uploaded. It will be so you can watch it again, Jackie. Thank you. Sandra believes Kamala will win as well. Trump wins with 300. Okay, Zach, we'll see. You say Trump wins with 300 plus, it might happen. Let's see, jj, whoever wins will not be able to complete their four year term. I can't speak to that. I can't predict the future. My crystal ball right now, unfortunately, is in the shop. (01:20:08): Sherry, I will not be voting for Harris or Trump. Okay? There are viable third parties out there, and when you think third party, you got to think long game, which I think if you really want to send a message, if you really want to have a vote protest, let the elite see a significant increase in support for third parties, and I think that'll do this. Democracy and incredible service, big C. Hey, you want to thank me for my brilliant commentary? Oh, brilliant. You're too kind. I think you just need to get out more. You believe Harris will win. Okay, so with all that and a bag of chips, here's what I want to do. I got to thank you all so much for listening, for participating in the Connecting the Dots podcast, this live podcast, we are going live, and I hope to start it next week, but there'll be more posted on that one. (01:21:07): Thank you again for listening to the Connecting the Dots podcast with me, Dr. Wier Leon. Stay tuned for new episodes, hopefully every day Monday through Friday. Please follow and subscribe. Leave a review. Folks, we're going live that costs and it costs big. I need help. I need your help. Leave a review. Share the show. Follow me. Follow us. Again, without the wonderful, brilliant Melody Graves, I would just be sitting here talking to myself. You can follow us on social media. You can find all the links below in the show description. Remember that this is where the analysis of politics, culture, and history converge, because talk without analysis is just chatter. I don't chatter here. We don't chatter here on Connecting the dots. Tomorrow. Saturday, my show Inside The Issues with Wilmer Leon on SiriusXM 1 26, urban View, 11 to two. Got a great lineup for y'all tomorrow. Check it out. You'll be really interested and surprised, and folks, I'm going to see you again next time. Until then, I am Dr. Wilmer Leon. Have a great, great one. Peace. I'm out Announcer (01:22:28): Connecting the dots with Dr. Wilmer Leon, where the analysis of politics, culture, and history converge.    

In this episode of the Consummate Athlete Podcast, we chat with John Shep, a teacher, ultrarunner, and host of the Athletics Ontario Running Podcast, who recently accomplished the incredible feat of completing the Triple Crown of Ontario—three grueling 100-mile races: Sulfur Springs, Halliburton, and Tally in the Valley. John discusses the importance of local racing, community support, and his favorite (and hardest) moments from the Triple Crown. John also opens up about a recent, terrifying experience of being hit by a car while out on a run, which leads us into an important conversation about runner safety.  This Episode is Brought to You By: The Payable Add-on for Google Forms – Try it out for your next Event, Pizza day, jersey order or clinic/camp! AG1- drinkAG1.com/MOLLYH – to receive your bonus of a free 1-year supply of Vitamin D and 5 Free Travel Packs Consummate Athlete Event and Goal Based Training Plans, available in the Training Peaks Store. This ready to go plans are available to start whenever you are and provide a valuable and proven workouts to guide you to your goal or event. Use Code ‘CAPOD' to get 25% of any of the plans . bit.ly/PGPLANS Shop Amazon - Use this link to support the show (for free!) while you shop: https://amzn.to/3Aej4jl Curious about becoming a Consummate Athlete Podcast Sponsor? Please Connect with us HERE Listen to the Consummate Athlete Podcast  Find links to your favorite Podcast App (remember to rate and review!) https://pod.link/1100471297 Watch The Consummate Athlete Podcast on Youtube Show Notes For Consummate Athlete Atheltics Ontario Running Podcast  Connect with Molly & Peter Subscribe to our Newsletter Books By Molly Hurford https://amzn.to/3bOztkN Follow The Consummate Athlete on Instagram and Facebook Follow Molly Hurford on Instagram Follow @PeterGlassford on Instagram Consummate Athlete Links for Coaching and other services Past Consummate Athlete Guests: Stacy Sims,Stephen Seiler, Simon Marshall,Frank Overton, Dean Golich, Joe Friel,Marco Altini, Katerina Nash, Kelly Starrett, Geoff Kabush, Ellen Noble, Phil Gaimon, David Roche, Matt Fitzgerald, Dr. Marc Bubbs, Christopher McDougall,Rebecca Rusch, Kate Courtney, David Epstein ,Kelly Starrett, Juliet Starrett, and many more

Marcus Scharra is the co-founder and CEO at Senhasegura, a leader in privileged access management. With a series of articles and published works, and over two decades of entrepreneurial experience, he is the co-founder of five other technology companies: MT4 Technology Group, MT4 Finance, Mediapost, MT4 Networks, and Quickium AI. Marcus is also featured on our list of cybersecurity pundits. In this episode, he joins host Scott Schober to discuss a cyberattack that hit Halliburton, as well as why hackers continue to target the energy sector. • For more on cybersecurity, visit us at https://cybersecurityventures.com

This week, we are revisiting a conversation I had earlier this year with Scott Gale, who passed away two weeks ago after a years-long battle with cancer. As executive director of Halliburton Labs, he was instrumental in the program's success across the past four years, and he leaves a legacy of innovation, collaboration, and curiosity, all of which we touched on in our conversation. In the episode, we discussed Halliburton Labs, his career, and the Inaugural Houston Energy and Climate Startup Week, which Scott has a major role in creating. Unfortunately, Scott wasn't able to attend the week as he had already entered into hospice care. Scott Gale's legacy: Houston energy, innovation leader dies after hard-fought battle with cancer Join InnovationMap in celebrating Scott at the Houston Innovation Awards: Houston Innovation Awards to honor 2 trailblazers with posthumous recognition

In this episode, we dive into the world of Bitcoin mining with Kent Halliburton, CEO and co-founder of Sazmining. Kent shares his journey from working in rooftop solar to leading a company that focuses on renewable energy-powered Bitcoin mining. We explore the benefits of using hydroelectric power in Paraguay and Wisconsin, and how SaaS Mining is making Bitcoin mining accessible to the average person.Kent discusses the challenges and opportunities in the Bitcoin mining industry, especially after the recent Bitcoin halving. He explains how SaaS Mining's business model aligns with their clients' interests, ensuring a transparent and mutually beneficial relationship.We also touch on the importance of financial literacy and sovereignty, both in personal life and in the broader context of Bitcoin. Kent shares personal anecdotes about raising his daughters with these values and the lessons learned from living in the Amazon.Throughout the episode, we explore the potential of Bitcoin mining as a tool for economic empowerment and environmental sustainability, and how it can be a more cost-effective way to acquire Bitcoin compared to traditional exchanges. Join us for an insightful conversation that blends technology, family, and the future of money.https://sazmining.comhttps://x.com/khalliburtonhttps://iris.to/kenthttps://x.com/Sazmining ❤️ SUBSCRIBE to the LOVE Warrior Newsletterhttps://djvalerieblove.com/subscribe

On this week's show, Patrick Gray and Adam Boileau discusses the week's security news, including: Telegram founder's arrest in France Volt Typhoon 0days some SD-WAN gear Russia frets about Ukraine all up in Kursk's webcams Cybercriminals social engineer payment card NFC relay attacks in the wild The slow burn of Active Directory name collisions And much, much more. This week's episode is sponsored by Nucleus Security. Aaron Unterberger joins to discuss how vulnerability management starts out easy, but gets serious very quickly. You can also watch this week's show on Youtube. Show notes Pavel Durov: Telegram CEO's arrest part of larger investigation Keep Pavel Durov LOCKED UP Internet mogul Kim Dotcom to be extradited to the US, NZ justice minister says New 0-Day Attacks Linked to China's ‘Volt Typhoon' – Krebs on Security Oil industry giant Halliburton confirms 'issue' following reported cyberattack Seattle airport confronts 4th day of cyberattack outages | Cybersecurity Dive Russia calls for restrictions on surveillance cameras, dating apps in cities under attack from Ukraine In a Kyiv hangar, Ukraine launches a cyber range for everyone U.S. military, on Tinder, says to swipe left on Iran-backed militants - The Washington Post CISA officials credit Microsoft security log expansion for improved threat visibility | Cybersecurity Dive Suspect in $14 billion cryptocurrency pyramid scheme extradited to China Android malware used to steal ATM info from customers at three European banks Novel technique allows malicious apps to escape iOS and Android guardrails | Ars Technica Local Networks Go Global When Domain Names Collide – Krebs on Security Attack tool update impairs Windows computers SonicWall pushes patch for critical vulnerability in SonicOS platform | CyberScoop “YOLO” is not a valid hash construction

Plus, Halliburton hit by a cyberattack. And, NetEase shares slump ending the week down 21%. Julie Chang hosts. Learn more about your ad choices. Visit megaphone.fm/adchoices

The exploitation of the LiteSpeed Cache Wordpress plugin has begun. Halliburton confirms a cyberattack. Velvet Ant targets Cisco Switch appliances. The Qilin ransomware group harvests credentials stored in Google Chrome. Ham radio enthusiasts pay a million dollar ransom. SolarWinds releases a hotfix to fix a hotfix. A telecom company will pay a million dollar fine over President Biden deepfakes. The Justice Department is suing the Georgia Institute of Technology and an affiliated company for allegedly failing to meet required cybersecurity standards for Pentagon contracts. Today's guest is Dustin Moody, mathematician at NIST, speaking with N2K's Brandon Karpf about post-quantum encryption standards.  When it comes to phishing simulations, sometimes the cure is scarier than the disease. Miss an episode? Sign-up for our daily intelligence roundup, Daily Briefing, and you'll never miss a beat. And be sure to follow CyberWire Daily on LinkedIn. CyberWire Guest Today's guest Dustin Moody, mathematician at NIST, talks with N2K's Brandon Karpf about their first 3 finalized post-quantum encryption standards. You can hear more of Brandon and Dustin's conversation as they go into more detail on the individual standards on Sunday in our Special Edition podcast. Stay tuned.  You can read more on the newly-released standards here. Want to learn more about what post-quantum cryptography is? Check out this resource from NICE.  Selected Reading Hackers are exploiting critical bug in LiteSpeed Cache plugin (Bleeping Computer) Oil industry giant Halliburton confirms 'issue' following reported cyberattack (The Record) China-Nexus Threat Group ‘Velvet Ant' Exploits Zero-Day on Cisco Nexus Switches (Sygnia) Qilin ransomware now steals credentials from Chrome browsers (Bleeping Computer) ARRL IT Security Incident - Report to Members (ARRL: The National Association for Amateur Radio) SolarWinds Leaks Credentials in Hotfix for Exploited Web Help Desk Flaw (SecurityWeek) Telecom company hit with $1 million penalty over AI-generated fake Biden robocalls (The Record) DOJ sues Georgia Tech over allegedly failing to meet cyber requirements for DOD contracts (CyberScoop) Uni phishing test based on fake Ebola scare prompts apology (The Register) Share your feedback. We want to ensure that you are getting the most out of the podcast. Please take a few minutes to share your thoughts with us by completing our brief listener survey as we continually work to improve the show.  Want to hear your company in the show? You too can reach the most influential leaders and operators in the industry. Here's our media kit. Contact us at cyberwire@n2k.com to request more info. The CyberWire is a production of N2K Networks, your source for strategic workforce intelligence. © N2K Networks, Inc. Learn more about your ad choices. Visit megaphone.fm/adchoices

The Celtics beat the Pacers and this series may be over with Halliburton's injury and people forgot about Luka as Mavs take game 1 (00:00:00-00:27:46). People are mad about Caitlin Clark and fighting over seemingly nothing (00:27:46-00:32:27). Daniel Jones is pissed off (00:32:27-00:34:15). The NCAA has yet another change and Charles Barkley may save Inside the NBA (00:34:15-00:44:47). Rachel Nichols joins the show to talk about the Conference Finals, what has changed with Kyrie Irving, Paul Pierce's impact on Jayson Tatum, who will coach the Lakers and more (00:44:47-01:23:37). Tommy Pope and Chris O'Connor join the show to chop it up, talk about the beginning of their podcast Stuff Island, the new Netflix show Tires, and the time Chris got kicked off Chevy Chase's trampoline (01:23:37-02:23:52). We finish the show with Fyre Fest of the week and a shocking Hank video has hit the internet (02:23:52-02:43:00).You can find every episode of this show on Apple Podcasts, Spotify or YouTube. Prime Members can listen ad-free on Amazon Music. For more, visit barstool.link/PardonMyTake