Podcasts about it depends

Have you ever been ripped off by a so-called marketing expert that promised you X, Y, and Z but gave you nothing?  Cunning self-proclaimed “experts” dupe many real estate investors into investing their hard-earned capital into their services. These tricksters promise innocent investors the world, but deliver nothing. Why does this happen?  More often than not, “experts” cloak their incompetence with certainty. It happens in all industries — especially complex ones like marketing.  Here's the truth:  The top experts in any field are never certain. The more you dig into a certain subject, the less confident you become. Knowing this little counterintuitive truth can protect your wallet from greedy, new age robber barons.  In this episode, you'll discover why the least certain experts are the most competent. And how knowing this protects your wealth and boosts your marketing performance.  Listen to the episode now before you get fooled again. Show highlights include: Why complete ignorance around a subject like crypto helps you make more informed (and profitable) decisions (3:49)  How blind allegiance to an expert in any industry can sabotage your investments (6:00)  The counterintuitive reason following the least confident experts in an industry makes your pockets fatter than trusting the most confident ones (6:52)  The insidious way marketing experts disguise their incompetence as certainty (and ransack your business) (9:56)  The “It Depends” selection filter which prevents self-proclaimed experts from robbing you blind (10:04)  Need help with your online marketing? Jump on a FREE strategy session with our team. We'll dive deep into your market and help you build a custom strategy for finding motivated seller leads online. Schedule for free here: http://adwordsnerds.com/strategy  To get the latest updates directly from Dan and discuss business with other real estate investors, join the REI marketing nerds Facebook group here: http://adwordsnerds.com/group.  Want to find motivated seller leads online but don't know where to start? Download the free Motivated Seller Keyword Report today at https://adwordsnerds.com/keywords.  For more actionable advice like this episode, check out the REI Nerds YouTube channel at https://www.youtube.com/adwordsnerds. 

Jerod is back with another “It Depends” episode! This time he's joined by Kris Brandow from Go Time and they're talking all things API design. What makes a good API? Is GraphQL a solid choice? Why do we do REST wrong? And WTF does HATEOAS mean, anyway?

Jerod is back with another “It Depends” episode! This time he's joined by Kris Brandow from Go Time and they're talking all things API design. What makes a good API? Is GraphQL a solid choice? Why do we do REST wrong? And WTF does HATEOAS mean, anyway?

Max talks about when to choose an IAF versus Vectors when Getting Vectors to Final. Like most things in aviation, the answer is “It Depends.” In older GPSs, choosing Vectors drops some waypoints, which is fine over flat terrain, but which can be dangerous when vectored over mountainous terrain. This is why CFIs often encouraged pilots to always load an approach with an IAF and not vectors, even when being vectored for an approach. Newer GPSs have solved this problem, and in most cases, it's fine to load an approach with vectors. Support the Show by buying a Lightspeed ANR Headsets Max has been using only Lightspeed headsets for nearly 25 years! I love their tradeup program that let's you trade in an older Lightspeed headset for a newer model. Start with one of the links below, and Lightspeed will pay a referral fee to support Aviation News Talk. Lightspeed Delta Zulu Headset $1199 Lightspeed Zulu 3 Headset $899Lightspeed Sierra Headset $699 My Review on the Lightspeed Delta Zulu Send us your feedback or comments via email If you have a question you'd like answered on the show, let listeners hear you ask the question, by recording your listener question using your phone. News Stories Accidents up in 2021, but increase in flight hours creates downward trend Aircraft Sales Up Across The Board Airline employee charged after loaded gun found in carry-on bag NTSB Final Report: Falco F8L Survey: Could you land a passenger airplane in an emergency UPS Pilots Take Buyouts, Regional Offers Soft Landing Cirrus Adds Second Vision Jet Simulator Record number of Master Pilots honored NTSB Prelim: Cessna 150K California man gets 1-year probation for flying drone Mentioned on the Show Foreign Certificate Conversions to FAA Certificate Reducing Runway Excursions in Business Aviation IFR X-Country Training: Which Approaches Flying IFR in Class G - Lamb interpretation Max's Books – Order online or call 800-247-6553 to order. Max Trescott's G3000 and G5000 Glass Cockpit HandbookMax Trescott's G1000 & Perspective Glass Cockpit Handbook If you love the show and want more, visit my Patreon page to see fun videos, breaking news, and other posts in the Posts section. And if you decide to make a small donation each month,  you can get some goodies! Free Index to the first 282 episodes of Aviation New Talk So You Want To Learn to Fly or Buy a Cirrus seminars Online Version of the Seminar Coming Soon – Register for Notification Check out our recommended ADS-B receivers, and order one for yourself. Yes, we'll make a couple of dollars if you do. Get the Free Aviation News Talk app for iOS or Android. Check out Max's Online Courses: G1000 VFR, G1000 IFR, and Flying WAAS & GPS Approaches. Find them all at: https://www.pilotlearning.com/ Social Media Like Aviation News Talk podcast on Facebook Follow Max on Instagram Follow Max on Twitter Listen to all Aviation News Talk podcasts on YouTube or YouTube Premium "Go Around" song used by permission of Ken Dravis; you can buy his music at kendravis.com If you purchase a product through a link on our site, we may receive compensation.

The American Democracy Minute Radio Report & Podcast for Nov. 22, 2023Radical Federal Court of Appeals Ruling Deals Another Blow to Voters, Democracy Groups and the Voting Rights Act A Nov. 20th federal appeals court decision ruled that only the U.S. Attorney General can bring a voting rights lawsuit under the Voting Rights Act. The decision, a radical departure from settled law, erects barriers to minority voters seeking fairness in federal court.Our podcasting host recently made changes which stops us from including our entire script as part of the podcast content.  To view the whole script, please go to our website and find today's report.Today's LinksArticles & Resources:All About Redistricting -  Background on Arkansas State Conf. NAACP v. Arkansas Board of ApportionmentDemocracy Docket - 8th Circuit Rules Private Plaintiffs Cannot Sue Under Section 2 of Voting Rights ActUnited States Court of Appeals For the Eighth Circuit  - Arkansas State Conference NAACP v. Arkansas Board of ApportionmentDemocracy Docket - Who Can and Cannot Sue To Protect Voters? It Depends on This Legal ConceptPolitico -  Federal appeals court ruling threatens enforcement of the Voting Rights Act Groups Taking Action:NAACP Arkansas State Conference, NAACP Legal Defense Fund,  ACLU Arkansas, Arkansas Public Policy Panel,  ACLUPlease follow us on Facebook and Twitter and SHARE!  Find all of our reports at AmericanDemocracyMinute.orgWant ADM sent to your email?  Sign up here!#Democracy  #DemocracyNews #EndGerrymandering #VotingRightsAct  #SCOTUS #ArkansasPolitics

Pastor Alex Suber delivers a message entitled "It Depends."

What's the difference between Compliance Excellence and Contextual Excellence? Is one better than the other? Which one does a Deming organization pursue? In this episode, Bill Bellows and host Andrew Stotz talk about the variety of types of excellence, and why they matter. TRANSCRIPT 0:00:02.7 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today, I'm continuing my discussion with Bill Bellows, who has spent 30 years helping people apply Dr. Deming's ideas to become aware of how their thinking is holding them back from their biggest opportunities. The topic for today is episode 11: In Search of Excellence. Bill, go ahead, take it away.   0:00:28.9 Bill Bellows: All right. So, as I've been doing for the last few episodes, I like to go back to the prior episode. Because I listen to these again and again and again. Oh, there's other things I wanna say. [laughter] Remember the title of the last session, Andrew?   0:00:46.1 AS: Well, that depends. [laughter] The title was, It Depends.   0:00:50.7 BB: Alright. Alright. So you know I'm fond of that phrase. So I wanna... I thought of after, you know, in the last couple weeks is, I took a class in program management at a big university in Greater Los Angeles. I mean, it could have been anywhere, but it was in Los Angeles, and there were 25, 30 people in the room, maybe more, from around the world coming into this university. It was a three day program, you know, like, $1,800. $1800. I had just joined a department called The Program Management Office, and I thought, I should go find out what program management is it all about? I had some ideas, but I thought, "I want to go take a real class on this." The class was presented by an aerospace veteran in project management. He had been involved in major programs with Hughes, installing, you know, working on airports around the world and other DOD stuff.   0:01:48.6 BB: And I mean, he was, he was a very interesting guy. I got there early every day looking, I was hoping there'd be an opportunity I could start a conversation with him, have lunch with him, that never happened. But three days long. And so, on the second day, he threw out a question to the audience, and people are sitting in a... It's kind of an amphitheater, with the rows were kind of curved. So he throws out a question to the audience and the guy in the front row answers, "it depends." [laughter] And the instructor very deliberately walked from the front of the room, a good 15 feet without saying anything, just walked right at that person in the front row, you know, all at the same level, gets right in his face and says the following, Andrew, are you ready?   0:02:47.6 AS: I'm ready.   0:02:48.6 BB: He says, "Are you an attorney?" [laughter] And I thought to myself, "All of that for the answer, "it depends," really?" And so, [laughter] later that afternoon, somebody asked the instructor a question, "Hey, what if you're in a situation where you gotta deal with blah, blah, blah, blah, blah, this, this, this, this, this, how would you handle that?"   0:03:17.3 AS: And for the listeners out there, you know the punchline here, come on, give it to me. What did he say?   0:03:23.5 BB: No, here's what he said. He said, "Well, if it involves this, I would do this. If it involves that, I would do that." And so, what did I say, Andrew?   0:03:42.6 AS: What did you say? What do you mean?   0:03:44.7 BB: I bit my tongue.   0:03:45.9 AS: Oh, you didn't say anything when he said that?   0:03:48.6 BB: Because what he just said was, "it depends."   0:03:50.4 AS: “It depends” in another way.   0:03:52.8 BB: Yeah. He found another way to say “it depends.” So it was also...   0:03:56.0 AS: He sounded kind of smart, you know, well, let's just narrow it down to two potential options.   0:04:00.8 BB: “Are you an attorney?” Yeah. But he still... What he was still saying was, it depends on the situation.   0:04:09.3 AS: Yep.   0:04:09.8 BB: And I just thought... I mean... And not that I didn't mind that answer, but I was just dumbstruck as to why he was so emphatic in challenging this answer, "it depends"? And I just thought, again, I never went up and asked, but I just thought, I wasn't sure it was gonna go anywhere. So anyway, so I wanted to throw that out. Going back a couple episodes, I wanna talk about metrics and KPIs and point out that there's nothing wrong, I mean, we're not saying KPIs are bad. What we're talking about is, when KPIs are used as goals and in a way that unnecessarily drives the organization in different directions, but if a KPI is just a metric of how we're doing in sales, that's one thing.   0:05:03.7 BB: But if the metric is, I want sales to be this number, and I go to people in procurement and say, "I want you to cut back on procurement," you know, we can end up with a conflict. You know, I had a woman in class once who worked for a gym, health club. And her job was to sell memberships and get on the phone every day, sell memberships, sell memberships, sell memberships. And she told her boss, she says, "Now, if I do a really good job, lines will form if we don't get more equipment. So, while I'm doing this, shouldn't we be working on that?" And her boss' attitude was, "You keep working on that and don't worry about that." So what she realized, it was just a revolving door of replacing old people with new people. They were just managing the parts in isolation. But another thing I think we had agreement on, you know, also had agreement on KPIs is it's... We're not saying there's anything wrong with metrics, but in organizations where we've worked, we've seen people drive change with, "give everybody a KPI."   0:06:17.5 BB: We could have great ignorance of variation. We have... Leading to dissolution of, just increased separation of organization. What I'm also reminded of is a quote that Dr. Deming used to use of his statistician colleague, Lloyd Nelson, who said, "the most important numbers used to manage an organization are unknown and unknowable." And one example from when I worked for Boeing is a good friend of mine was at the Boeing Leadership Center and there was a big emphasis at that time on what's called the Economic Profit Calculator. Making sure that business decisions close. They were not gonna build the next generation airplane unless they've got all the sales lined up and you have to have closure and closure within some timeframe, and that person came out.   0:07:12.4 BB: That was the big driving change in that era. Well, right after that presentation by somebody senior, the Chief Operating Officer, Harry Stonecipher presented. And what was near and dear to Harry at that point was something he started when McDonald Douglas was separate from Boeing, then Boeing bought McDonald Douglas, and he was really big on an education program that allowed anyone to pursue any degree, all reimbursed. So if he wanted an AS degree, a Master's degree, a law degree, not only were they paying for the degrees, but there were people getting a Bachelor's and then getting a Master's in Science and a MBA, so he just go at it, go at it. And he's very proud of that.   0:08:00.5 BB: So, my friend Tim is listening to all this and he says, "This afternoon, we heard from so and so in finance about Boeing business decisions needing to fit into this Economic Profit Calculator, how does your education reimbursement program fit into that model?" And his answer was, I thought really profound, he said, "there are some things you just do." And to me that fits in with Deming saying, you can't measure the price of education. We brought an instructor in, we had you away for so many hours...   0:08:34.6 AS: You can measure the cost.   0:08:36.1 BB: And so, we can put some numbers on it. But what are the benefits? The benefits show up in the future. So I really admire that Stonecipher's answer was, I think very much in keeping with Deming is, we're gonna spend money on education. So, I just wanna throw that out for in terms of metrics and what not.   0:08:52.9 AS: And I would just throw in my thoughts on KPIs, which has gotten stronger and stronger over the years, and that is that, I really think people should stop KPIs. And the reason why is, because I think they've gotten to the point where it's just so misused and so, people are so reliant on it. Now, I know that that's an extreme view and so... But I say it to also challenge people to think about it, but if you can't stop the KPIs, then I would say the most important thing from my perspective, is make sure that compensation is not linked to the KPIs. Which of course, people will come back and say, that's the whole point of KPIs.   [laughter]   0:09:44.4 BB: Exactly.   0:09:44.5 AS: And if you remove compensation connection to KPI, and instead of that, you use coaching and working with your team, and you have metrics of what you want to achieve as a company, as an organization, as a department, and you look at those metrics... Nothing wrong with that, but it's when you bring in the personal, particularly the personal incentive or the division incentive that can then sub-optimize... Can optimize a part of the organization, either an individual or a department, and therefore, sub-optimize the total.   0:10:22.0 BB: Oh, yeah. If you tie those metrics... Yeah and that becomes the... What makes them sinister, when you provide that incentive that... And I'm sure we've both seen people given incentives and they're not gonna leave, what I tell people is, they're not gonna leave a penny on the table, whether it's get rid of that division, lay off so many people, they are going to achieve that metric, because there's money on the table and in the way of that problem.   0:10:55.2 AS: And for those people who are listening or viewing, who feel like, "My God, what would I do if I don't have KPIs, because that's kind of the way we've been managing?" The first thing is, I would say is that, if you know that... So first, talk to your staff, because once you go out and talk to the people in the company, you realize that almost nobody is in favor of KPIs, because they're being manipulated in many ways and they all see it. But if you know in your heart that it's not the right thing to do, my argument is, don't wait to stop doing the wrong thing until you know what the right thing is. You know? Stop... "I don't wanna stop beating my child, because I don't know the other way to do it." [laughter] No. Stop beating your child today, that would be a first step. Don't worry about what it is you're gonna do next. Anyways, that's enough on KPIs.   0:12:00.4 BB: You've reminded me of a story that's coming to me, but it's not coming in loud and clear, so I made a note, I'll share it next time 'cause you're gonna love it. I wanna give an example of what, of what, of what a narrow focus on KPIs can do. Just a couple of little ones, that are, you just can't make these up. In 1999, while at Rocketdyne, there was a focus on reducing costs. And this is, all organizations have these stories. And this is one I use to talk about in class all the time. So I don't think anyone's gonna be offended. Hopefully they'll laugh more than be offended by it.   0:12:37.9 BB: So there's a big focus across the company of reducing cost. Reducing cost. What do people do in a non-Deming organization? They look at cost in isolation. Where I wanna reduce the cost of this, not look at how it affects the others. And so, at that point of time, again, we're talking over 20 years ago, all the documentation to make every space shuttle main engine was on, was on paper. Every page used to fabricate the engines on paper. And there were page by page instructions of manufacturing to do this, do this, line by line by line, and on every line it might say, torque this bolt to 55 inch pounds, and it was stamped by me, the mechanic, and by you the inspector. Boom, boom, boom.   0:13:28.2 BB: So if NASA ever wants to know, was that bolt torqued on that engine on... And we have all the documentation. Guess how many pages of documentation there are? Nowadays it's likely all electronic, but in that day it was all paper. Guess how many pages of documentation for every single space shuttle main engine of which they're on the order of 18 made? Take a wild guess.   0:13:55.9 AS: Gosh. I'm just thinking thousands.   0:14:00.5 BB: 18,000 pages of documentation. So Andrew, that's like, 60 3-Ring Binders and I mean, 300 pages in a 3-Ring Binder, right? So imagine every engine's got 60 3-Ring Binders. So in 1999, all the pages in those books are on card stock heavy... Card stock paper, heavyweight paper, right? And why is that, Andrew? Because these are a storage document, right? So, I kid you not, one week I'm doing a class, you know talking about paradigms of variation and all the things we've been talking about. And somewhere in the conversation, somebody mentions that the card stock paper was replaced by lighter weight photocopy paper. And then, the person mentioned that, shared that, as a result of that, in the use of these 3-Ring Binders, the pages were falling out.   [laughter]   0:15:05.4 BB: And when I... And then the person went on to say...   0:15:07.1 AS: Oh, that's okay.   0:15:09.3 BB: Oh, no. Hold on, Andrew. So, as a focus on reducing costs, the heavy card stock paper is replaced by a lighter weight paper. The pages are falling out. So when I asked the guy, what are we doing with it? And the answer was, we're putting hole reinforcement circles on the pages to put them back in the binder.   0:15:34.2 AS: Absolutely.   0:15:35.1 BB: Right? And so, for those who don't know, hole reinforcement circles are little circles about the size of a, of a cheerio that get put on either side of the sheet of paper...   0:15:46.9 AS: With adhesive on the back of it.   0:15:48.1 BB: And it's a heavy cloth to keep it from pulling up. So, I mentioned that a couple of days later to some colleagues and they looked at me like I was from Mars. They're like, no, I mean, you've got some great stories, Bill, but they weren't buying the story. So the following week in class, [chuckle] I said, Hey, last week somebody mentioned, anybody know anything about that? And the guy in the front row, not only does he nod and say, yeah, he pulls out of his box a roll... Pulls out of his pocket a roll of like, 300 of these. And I said, so, this is really going on. He says, Bill, I go through a box of these a day.   0:16:29.9 AS: Oh, my God.   0:16:34.5 BB: So when you focus on the cost of the paper and forget that the paper is actually a storage document, not just a sheet of paper, you end up with hole reinforcement circles as a solution. Now...   0:16:46.1 AS: And the cost of the circle, the reinforcement, hole reinforcement adhesives that you put on and the cost of the labor that's spending time doing that by these high value added people.   0:17:04.6 BB: Well, and I also realized, if the space shuttle is on the pad and ready to go, fueled, if you're in that window and something comes up and somebody in NASA calls up Rocketdyne and says, we need to know for the second engine in that vehicle, if this work was done? If this work is done? If you delay the launch, if you're in the window, the vehicle was fueled, it's like a million dollars a day. So imagine going to the binder and the phone call back is, we can't find that sheet of paper. So this is...   0:17:46.8 AS: That was on page 47. I've got 46.   0:17:52.7 BB: We've got 40...   0:17:53.3 AS: And I got 48.   0:17:55.5 BB: So, but I use that. Okay, well, pre-pandemic, I was doing some training in New Zealand at a university. I needed to staple... I needed... [chuckle] I needed to staple these documents together. And so, the instructor who was hosting us, said, "What do you need?" I said, I need staples. So he goes to his office, comes back five minutes later, gives me a couple reams of staples and I go to put them in the stapler. And he says, "You're using these?" I said, “yeah, I'm using them.” He said, “wait.” He says, "Let me go get the good staples." I said, [chuckle] “what do you mean?” He says, "The university buys us really cheap staples. So all of us in the faculty keep a private stash of good staples. Let me go get the good staples." Right?   0:18:48.8 BB: You can't make up... Right? This is little stuff. All right. So now I wanna get to what Dr. Deming said last time I used a quote from Dr. Deming about it would be important for people to work together. And what I share in some of my seminars is an Aesop fable, from Aesop the Greek fablist. So we're talking like, 500, 600 BC and the particular fable I referenced is the four oxen and the lion. Are you familiar with that one?   0:19:23.7 AS: No.   0:19:25.1 BB: Okay. Well, I came across this, because I was doing some research on the expression "United we stand divided we fall." And I'm thinking united, divided, I'm thinking Abraham Lincoln, Civil War and to come up with, no, that's the punchline for Aesop's Fable about the four oxen and the lion. And the storyline goes that these four oxen would stand looking outward with their tails connected. That's the united we stand, they looked outward and the lion would circle them, but the lion couldn't do very much, because we're protecting one another. And then when the oxen broke rank, the lion jumped in and ate them. So the united we stand divided we fall. So the reason I use that is, I'm not proclaiming that Dr. Deming is the one who figured out the importance of teamwork. [laughter] I think that was figured out a long time ago. I look at what Dr. Deming's work is about - is helping us understand what are the obstacles to what I think we all really want. But I don't think he... So when he references teamwork, that's an old concept. That's why I like to use the Aesop fable, as it goes back a long way.   0:20:41.3 AS: Yeah.   0:20:42.2 BB: All right. But in terms of division, I'm gonna share from Russ Ackoff one of the many things I learned from him and that is that the adjective in front of the word "problem" is divisive. And so, when I worked in Connecticut for the jet engine company, we're making 120 tank engines a month, 1500 horsepower $300,000 each. And at least once a year there'd be an issue. We gotta stop production. Which would lead to the conclusion that it's a design problem in which case manufacturing did what, Andrew?   0:21:24.5 AS: Not sure.   0:21:25.1 BB: Breathed a huge sigh of relief.   0:21:26.7 AS: Not our problem.   0:21:28.4 BB: Or if it's not a design problem, it could be a manufacturing problem, in which case engineering said... And the engineering people felt slighted, because the president of the company was a manufacturing person. And so, what I saw was, yeah, as soon as you define the problem from that vantage point, then it's stuck on someone. And everybody else just says, whew! Thankful it wasn't us this time. So, I wanna share from Russ, what if we aren't so divisive?   0:22:02.4 BB: So Russ has a really neat story going back to, could be the '60s and you'll know by the punchline the timeframe. So at that point in time he was invited to GE's Appliance Center in Kentucky and he brought a graduate student with him. And he said, in the room, in the center of the room of this conference table, they're discussing this issue they're having. And around the perimeter of the room are all the major appliances that GE is selling at the time from refrigerators, freezers, stoves, washing machines, dryers, they're around the perimeter. And the issue they're facing is, what is labeled a "forecasting problem." And store owners are complaining that when the people are coming in to buy the appliances for the kitchen, they need to remodel the kitchen, they need a new refrigerator, they need a new washing machine, I mean a dishwasher and a stove.   0:22:54.2 BB: They need those three. And the forecasting issue is they come in and we only have two of the three, or we don't have the right... We don't have the matching colors, the matching styles. And so, that's why we're losing sales to the others. And we needed a better forecast. And in addition to having the right colors and the right model, another feature in that timeframe was the refrigerator door had to either open from the left or open from the right to match the configuration of the kitchen. So you may have the right... All three are right, but now you've got a left-handed door and the refrigerator needs a right-handed door. Oh. All right. So the graduate student upon hearing this uses a Swiss Army knife, Russ said, to take a door off of the refrigerator and said, have you ever thought about a reversible door design?   0:23:49.1 BB: And so, the reason I share that story for our audience is, that's what happens when you involve design in a solution to a forecasting problem. You get their inputs. And so, anything short of that, when we, when we focus on a manufacturing problem, only invite manufacturing, not invite others and as is prone in a non-Deming organization you end up with solutions that don't involve the others. And so, I just wanna throw that out that these are... The everyday things we do in organizations to divide. Alright. So now let's talk about the featured movie tonight.   0:24:27.3 AS: Yes.   0:24:27.8 BB: In Search of Excellence inspired by the book by Tom Peters and Robert Waterman. Correct?   0:24:35.3 AS: Yes.   0:24:35.9 BB: Roughly '82, '83 timeframe. And so, Dr. Deming's work has been known for a couple years and Tom Peters and Waterman wrote a book talking about... There's US companies doing excellent work, so let's go look at them. So at Dr. Deming's last seminar there were three assistants helping him. He was very frail, he was in a wheelchair, ended up dying 10 days after the seminar ended. And I think I mentioned sitting next to me for all four days was a rabbi praying for him. So, Dr. Deming is very frail in the wheelchair the entire time, when he would get fatigued, he'd be wheeled off the stage. One of these three assistants would come up and pick up the pace. Couple hours later Dr. Deming comes up. And so, during one of the breaks I went up and introduced myself and, to them. And one of them told me that...   0:25:30.0 BB: You know, he traveled with Dr. Deming. He was one of what's called a Deming Scholar. So at that point of time, there was a cadre of people that would travel with Dr. Deming if he was doing a seminar or he's at GE headquarters, wherever he was that week, this cadre came with him. So he said, somebody once in one of these sessions, said to Dr. Deming, “what's the difference between Jerry Falwell and Tom Peters?” And he says, Dr. Deming says, “who's... Well, who's Jerry Falwell?” And he says, “oh, he's a Baptist minister.” He says, oh, he says, so.   0:26:02.8 AS: A very famous one at the time.   0:26:05.0 BB: Very famous Baptist minister. And he says, “so what's the difference?” Dr. Deming says, so what's the difference? He says, "Jerry Falwell has a message." And so in that timeframe, I remember... I used to remember... And you likely watched these as well. So Tom Peters would be working on his next book and whatever the theme of the book was, he's doing research. And I give him credit. I mean, he's a Stanford Business School graduate. He's doing all the research, incredible at marketing. So he picks a topic, does his research, writes the book, goes on PBS to do this presentation with a thousand people in the room. And he's using real life people and companies to tell this story one at a time, one at a time, one at a time. So I thought, well, what if Tom Peters was to write a book about how to live to be a 100? Well, what do you do, Andrew? You've got to go find people who are a 100, right?   0:27:05.3 AS: Yeah.   0:27:06.2 BB: You can go find them, right?   0:27:07.1 AS: Yep.   0:27:07.8 BB: And so, I used to imagine that if Tom Peters is, you know, writing a book about how to live to be a 100, he's gonna go... The recipe is find the people, find the successful companies, go research them, a chapter on each one of them. Each of them comes up and presents. And so, there we are on PBS and the first guests that come out are a 101-year-old gentleman. And he comes out and he's chain smoking and he explains that, how does he live to be a 100? He says, well, "you...smoking is good, cigars sometimes, shots of Old Granddad and that's how you live to be a 100." And then next we have the sisters, live together, twin sisters, never married, lived together their entire lives, don't drink a thing, teetotalers, and that, you know, vegetarians. And so, you say, oh, so that's how you live to be a 100, Andrew, you drink, you drink tea, no, you stay away from alcohol, stay away from red meat.   0:28:14.6 BB: Next one comes out, right? And the point is that all these companies are different and you're left to figure out which one to think. And whereas what Dr. Deming's talking about is a theory by which to understand organizations that you could take to your organization and figure out how to live to be a hundred, not just what we see otherwise. So anyway, I was aware of all that, studied all that. I wasn't aware at the time that's what was going on, but as I started to research this Peter's and... Why Dr. Deming thought of him that way. And so, Rocketdyne was sold by Pratt and Whitney, sold to United Technologies after Boeing, and they had a big Lean Six Sigma program, but they didn't call it Lean Six Sigma.   0:29:02.7 BB: And the Rocketdyne people are asking, why did you call it Lean Six Sigma? He says, well, it is Lean Six Sigma, but GE calls their program Lean Six Sigma, and we're not gonna use the same name as those guys. Those are the light bulb people. So we've got our own name. Well, what's your name? Well, we call it ACE. What is ACE? Achieving Competitive Excellence. But it's really Lean Six Sigma. So I spent a few years trying to wonder, what does it really mean? And I'm and I'm embarrassed that it took me as long as it did, but it dawned on me what it really means is achieving Compliance Excellence.   0:29:42.9 BB: And it was all about, does this meet requirements? And so that's what I referred to early on as question number one. Does this characteristic, have you passed... You know, have you met all of the requirements? And that's all it was, it was meeting requirements, meeting requirements, meeting requirements. And then, and what it reminds me of is, I was doing a seminar in England once for a one-on-one, went over for three days through a translator, and the audience was a physician from Kazakhstan who was anxious to learn as much as he could about Dr. Deming's work and that led him to England. And through some fortunate situation, I had a chance to meet with him one-on-one and went through and explained to him, Me and We organizations, Red Pen and Blue Pen companies, all that, all through a translator. So I had asked a question in English, the translator would translate, boom.   0:30:36.5 BB: So the question I asked him was, that I wanted to share is, I said to Ivan, I said, "what's the fastest way for a Red Pen company to become a Blue Pen company? What's the fastest way?" So that gets translated into Russian. Then it comes back to me and he says, "what?" I said, "spray paint." [laughter] And to me, that's the epitome of Compliance Excellence where we're... You get a really light surface texture, where it's looking good, but it misses the deep sense of the theory of Dr. Deming's work. But I'm not saying Compliance Excellence is bad. And so, when I wrote an article about this, and if any of the listeners want to contact me on LinkedIn, I can send them an article I wrote about it. And so, 'cause when you go to write about something, now you start to think deeply about this, does this make sense as opposed to just having a conversation? And it dawned on me that Compliance Excellence is not a bad thing.   0:31:39.3 BB: And the example I want to use here is, I was listening to two friends, husband and wife who spent a whole year serving society. They were compelled, had incredible military careers, and they decided we wanna pay back society. So the plan was that the husband, Doug would ride his bicycle every day through every state in the United States, including Alaska and Hawaii over the course of one year. So they started upstate New York, crisscrossing around the country. So he was on his bike every day riding, raising awareness for veterans' issues. 'Cause for those who don't know, there's... The the suicide rate of veterans is enormous. And so, they're looking... They're out there trying to help veterans. They were compelled to do that. And Doug's wife Deb, rode the motorhome, either ahead or behind, hooking up with local radio stations, trying to get PR.   0:32:38.8 BB: Then Doug would show up and he says one day they're riding through the Rockies, having dinner... And they're having dinner that night. But all day long, Doug is going up these hills, down these hills, up these hills. And so at dinner, Doug says to Deb, he says, I mean, "how'd you like that hill?" [laughter] Deb says, "what hill?" [laughter] So to Doug, every mile is not the same. [laughter] Right? So it's 18,066 miles. Doug felt the difference in every one of those miles, more so than Deb did. So if somebody says, how far was that route, Doug? For Doug to say 18,066 miles, 67, that's ups and downs, he felt every one of them. For Deb, it was a little bit... They were more of the same. So I'm not saying there's anything wrong with answering the question 18,067, but to me that's a compliant... That's looking at every second being the same, every hour being the same, every widget being the same, not understanding the differences or how they're being used.   0:33:49.1 BB: So now I wanna talk about, instead of Compliance Excellence, again, I'm not saying Compliance Excellence is bad. What I would say is that non-Deming organizations thrive on Compliance Excellence in this sense of interchangeability. Everything is the same, looking at things in isolation. So then I started thinking, well, if that's what they do, what is it that that Deming organizations do? And that's what I would call Contextual Excellence. There's an understanding of context, understanding of the context of the system. Tom Johnson, who has written about, Management by Means, which I wanna look at in a later episode, when Tom was doing research, this is around the time I met him, 1997, '98 timeframe. He was, he was visiting Toyota Plants, definitely in the United States. I'm not sure how many overseas, but he is taking copious notes, going behind the scenes. So this was before the world was all over Toyota.   0:34:47.3 BB: So Tom had free access. He said eventually they start charging for all this stuff. But Tom was there way ahead of the crowd. And he said one day he is with his notebook and he is walking around, he is looking at the stamping presses. But they're notorious for stamping out one part at a time. One single minute exchange of dyes. So they don't make a thousand parts and then figure out how to use them. They figured out how to change the dyes quickly. So Tom said, he asked the guy, "how long does it take to change this dye?" And the guy says something like, 28 minutes. And so Tom writes down 28 minutes and later the guy came back to Tom. He says, "just so you understand" he says "28 minutes is not world class, but this does not require world class."   0:35:32.3 BB: And so this is when I was explaining Contextual Excellence to Tom. And he says, is that what you're talking about? I said, that's exactly what I would expect to see within Toyota, that things are... They fit the situation. So it's not speed for the sake of speed, it's speed that fits the context of the situation, which is also like saying, have card stock paper where it makes sense. Have the appropriate staples where it makes sense. And so, when I talk about "in search of excellence," with my classes or in presentations, what I'm trying to get across is, there's a place for Contextual Excellence and there's a place for Compliance Excellence. But I think that difference is far better understood in a Deming organization that has a great understanding of systems and connectedness and synchronicity and teamwork, and lacking that non-Deming organizations, I think unknowingly default to Compliance Excellence, driving things to zero, thinking you could have zero waste in these things.   0:36:39.9 BB: And then you end up with cheap staples, lightweight paper, and you end up paying for it somewhere else in the system. So I just wanted to point out that there's... I'm not saying one is better than the other. What I'm saying is, I believe a Deming organization would have a profound appreciation of when to use each. And as simple as, if you were to say to me, Bill, how far is it to the nearest airport? I could say, it depends Andrew, what are you... How are you getting to the airport? You say, I'm riding my bike. I said, "okay." Right? And again, not that we're always gonna say it depends, but that's what I think that appreciation has. Let me just stop there and...   0:37:19.6 AS: Yeah.   0:37:20.2 BB: See where you are.   0:37:21.6 AS: So, I have two little stories that I wanna share in relation to this. One of them is about my uncle Ham. Hamilton.   0:37:28.4 BB: Yes.   [laughter]   0:37:29.8 AS: And then the other one is about my own business, Coffee Works. And when we set up our factory 28 years ago, my business partner Dale, was absolutely passionate about coffee. He roasted every bean for our first 10 years. And he sold and he did the accounting and he did everything basically, until eventually he trained staff. And some of those staff still, they've been with us for years, for decades, and they take care of the roasting now. But what Dale really understood was what he called, "in the cup quality." The idea that when... When it's in the cup, that's about to touch the customer's lips, that's the quality that matters. Nothing else matters.   0:38:15.1 AS: If you don't get that right then, you know, it doesn't matter how much you've documented or did whatever you've done in the past, in the temperature of the water, in the grind, you know, in all of these different things. So he was really all about excellence, and we didn't get... We never got complaints. Maybe we got an occasional one, but it wasn't very common. Anyways, we got a big, big multinational company came to us and said, we want you to bid along with some other coffee companies for our business, and we bid for the business. And they said, "We're picking you. And now we're gonna go out to your factory and we're gonna inspect your factory. And if you get a score in our quality audit below 70, you're basically in trouble, [laughter] already, and you're gonna have six weeks to fix it or else you're fired."   0:39:05.9 AS: And this was a huge amount of volume and a prestigious company for us. So we pulled everything together to get ready for their audit. And they came and they gave us their score and we felt like we were pretty damn good. And they said, 65. [laughter] And you know, what we realized to them, quality was about paperwork and quality was about, you know, compliance to that paperwork. And so, we had to do that, because that's what quality was to them. We'd never done anything like that. You know, now, 15, 20 years later, we still supply that same customer and they still do their annual audits and our scores are much... They're in the 90s, which puts us in like, world class. But the point is, we learned a lesson, you know, the difference between contextual quality or let's say, intrinsic quality that Dale was working on versus this kind of, what did you call it? Compliance Quality.   0:40:08.5 BB: Yes.   0:40:09.9 AS: So that's my first story. The second one is about my uncle in Germany where he was in charge of the, of the logistics of a base of a US military base. And the commanding general came to see, and they had cleaned up everything. And they got to the end of the whole thing, and they kind of dumped out to the parking lot where there's, you know, 700 or 500 vehicles lined up in different ways and whatever, all kinds of different sizes of vehicles. And Uncle Ham said, "Sir, so how did you like the tour of the facility and all that?" And he says, “of the base?” And he said, "Ham, everything was great except one thing."   0:40:48.4 AS: And my uncle's like, "Okay, what is that, sir?" And he said... And he looked at the vehicles, a long line of vehicles parked side by side. And he asked him, he said, "Next time I come here... " Now remember, these vehicles are all different lengths. "Next time I come here, I want these vehicles all lined up. It's a mess the way you've got it done." Yeah. And so, my uncle said, "Yes, sir!" And he said, "Before you leave, sir, could you walk to the back of the vehicles for a moment with me?" "Yes, yes, I will." And he said, "Sir, would you like them lined up in the back or in the front?" And they had lined them up in the back, which meant their noses were in different lengths. And the point is, is that you can't have it all, right? Everything's a tradeoff. You want it this way. There's a compromise here, there's a challenge there and all that. And that's a lesson I learned from Uncle Ham.   0:41:46.1 BB: Well, and then he, I'm sure he learned it from that point on is, you know, when, when he is asked to line them up and make them more uniform, the question is, help me understand what that means.   [laughter]   0:42:00.3 AS: And the answer's gonna be, it depends. 'Cause this general likes them lined up in the back and this general likes them lined up in the front. We're gonna need to wrap up. So how would you close out this episode?   0:42:17.0 BB: The main thing I want to get across saying is that, first of all, Contextual Excellence is the bedrock of investment thinking. To look, when you begin to look at things as a system and to understand that every mile is not the same or do I need to... Does that matter to me? But to me, instead of everything could be improved, you know, we focus on where are the most red beads, get all the red beads to zero and then go across the organization. And what is that? That's managing actions. We talked about that months ago. And to me that's Compliance Excellence. It's looking at the parts in isolation. But to me, what Contextual Excellence is about is the better we understand, the greater how things fit together.   0:43:10.5 BB: And there, the challenge is that everything we work on is part of a bigger system, which is part of a, then again, bigger system, which is part of, then again, bigger system. So we're not proposing that you're going to infinity, you know, that there's this big picture of you, whatever that means. It's, it's, and I like it... You know, people talk about, well, you know, Andrew's a systems... You and I, Andrew are systems thinkers, as if the others aren't. What does that mean? That means that we think of the big picture. There's no such thing as a big picture. So there, what we're talking about is Contextual Excellence, is trying to gather as much context for the system as it makes sense with appreciation that you might still be missing something.   0:44:00.3 BB: And that's where learning comes in. But that understanding is part of, is fundamental to investment thinking. You know, is the education system paying off? How would you know? Where are we gonna see that benefit? What is your theory for that? So I just wanna point out is, I'm not trying to condemn Compliance Excellence. I think Deming organizations are gonna have a place for that. Just like there's a place for, you know, does it meet requirements? Yes or no? It's just becoming more mindful of these choices is, is what I'm suggesting or proposing.   0:44:31.1 AS: Yes. Well, Bill, on behalf of everyone at the Deming Institute, I want to thank you again for this discussion. For listeners, remember to go to deming.org to continue your journey. There's so much there for further learning. And if you wanna keep in touch with Bill, just find him on LinkedIn. He's right there. This is your host, Andrew Stotz, and I'm gonna leave you with one of my favorite quotes from Dr. Deming. "People are entitled to joy in work."  

This show was recorded 26 October 2023 and can be viewed on our website ⁠⁠⁠here⁠⁠⁠. To join us live for future shows and ask your own questions, please view and sign up for upcoming events in our ⁠⁠⁠⁠⁠⁠⁠⁠⁠Knowledge Center⁠⁠⁠⁠⁠⁠⁠⁠⁠. Thank you for tuning in!

Today on the brain booster we are joined by coaching legend Michael Hebron. Michael has just written a wonderful book with Stephen Yazulla titled ‘It Depends' Download Mind Caddie for hundreds of short audio lessons and exercises produced by Karl and start improving your mental game the same way as six major champions: https://urlgeni.us/mindcaddie The book is all about learning and what is required to get the best out of your lessons or your training. It is an amazing piece of work with some great insights, many of which are counterintuitive. It also reinforces what we have said on the Brain Booster many times about the need to honour your individuality. The book is called: ‘It Depends' As we discussed during our time together: The need for ‘unintended outcomes' The brain doesn't learn without reference points Swing too fast, swing too slow so you can FIND what is the ideal timing Why you need to understand the rules of the CLUB The need to understand RHYTHM and TIMING The rhythm of ONE Understand how the swinging of the club creates motion not the other way around Take away the word better. The brain doesn't learn from better, it learns much more from DIFFERENT The need to be OBJECTIVE about outcomes as opposed to emotional evaluation The need to be able to ADJUST to what is going on The difference between TEACHING environments and LEARNING environments The swing model is the GOLF COURSE   A truly wonderful conversation with one of the most influential coaches of the past 100 years. A man who has dedicated his life to helping students and coaches alike how to LEARN better   To find out more about Michael and his work go to https://www.michaelhebron.com/#home   To find out more about Karl Morris and the Mind Factor go to www.themindfactor.com      

Is Mentorship Available for Travel Therapy Jobs? If you're a new grad or a therapist considering trying a new setting - you may be wondering if there are any mentorship opportunities for travel therapists. As with most things in healthcare, our answer is “IT DEPENDS”. Every travel therapy job is going to be different, but there are definitely opportunities for mentorship available. Tune in to this episode to learn more! You can also check out our new article on this topic: https://traveltherapymentor.com/2023/10/08/do-you-receive-mentorship-as-a-travel-therapist/

This week's episode of Grow Money Business is all about US government debt. We dive into this from the perspectives of investors, the government, and the citizens of the US. Join us as we discuss using T-Bills as an alternative to cash in your bank account, the purpose of an emergency fund, TIPS and I-bonds, the US dollar as the reserve currency, and more. [05.38] Using Treasury bill – Grant starts the conversation by explaining how T-Bills work as an alternative to cash in your bank account. [09.56] Emergency fund – Grant shares why you shouldn't take too much from an emergency fund and lock it up over a long period of time. [14.25] TIPS and I-Bonds – Grant explains why neither I-bonds nor Treasury Inflation-Protected Securities comprise a huge portion of all the US government debt. [21.22] US federal debt – We discuss the current condition of US federal debt and what will happen in the future if this behavior continues. [30.00] The reserve currency – US dollar is the reserve currency in the world. Grant shares what will happen if the status of the US dollar is threatened as the reserve currency.   Resources treasurydirect.gov/   Treasury Inflation Protected Securities (TIPS) treasurydirect.gov/marketable-securities/tips/   Federal Debt: Total Public Debt as Percent of Gross Domestic Product fred.stlouisfed.org/series/gfdegdq188S   Debt-to-GDP Ratio: How High Is Too High? It Depends stlouisfed.org/open-vault/2020/october/debt-gdp-ratio-how-high-too-high-it-depends   Video Suggestions [07.35] You can buy T-Bills …………… he prevailing price is.

When we answer a question with "it depends" we are asking for more information about the possible variables that will inform the answer. In this episode, Bill Bellows and host Andrew Stotz discuss how, in the Deming world, "it depends" can trigger improvements in processes or products and services. TRANSCRIPT 0:00:02.6 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today I'm continuing my discussion with Bill Bellows, who has spent 30 years helping people apply Dr. Deming's ideas to become aware of how their thinking is holding them back from their biggest opportunities. The topic for today is, in this episode 10, It Depends, Rethinking Improvements. Bill, take it away.   0:00:34.6 Bill Bellows: Rethinking improvement, yes.   0:00:38.3 AS: You're always teasing us with your titles, Bill.   0:00:43.2 BB: I hate when that happens, I hate when that happens. No, I uh, what I would tell managers when I was doing these one-day seminars all over Boeing for year after year after year after year, and the managers would wanna know, so what should I expect from the people afterwards? And I said, or I would warn them, I said, here's what's gonna happen, just so you're ready. I'd say, you're gonna hear a lot more of people saying, "It depends." 'Cause to me, Andrew, "it depends" is the beginning of an appreciation of a system. So Andrew, you and I are going out to dinner and then you say, would you like to have some wine? And I say, sure. Then you say, red or white? And I say well, it depends Andrew, what are you having? Right, I mean, so to me, it depends is an understanding of what Ackoff would call interactions, that I cannot order the wine without knowing the meal. Planning a wedding, we can't order the food without knowing the guest list, can't order the music without going to the guest list. The colors of the flowers depend upon, the color of the tuxes depend upon it. And what is that? It is looking at things, not in isolation, but as a system. So when I tell my students, graduate and undergraduate is, you already manage systems, you already manage interactions.   0:02:09.0 BB: You don't use that word, but you couldn't plan a vacation without looking at things in context. You couldn't run errands on Saturday morning without knowing what time the store is open, what time... So, so I think we have a natural proclivity of looking at things as a system, quite often, quite often. It could be better. But I... So I just throw out, I just, I mean, if somebody asked me a question on a topic I've never heard about before, what I find is, one is I think, well, how would a red pen company, a me organization, a last straw organization look at that? And they'd look at things in isolation. Which reminds me of an Ackoff quote. He says, "getting less of what you don't want doesn't get you what you want." So we're gonna drive variation to zero, and when I was listening to the last podcast, it was talking about this driving variation to zero. You can't go to zero, 'cause Andrew, cloning does not produce identical, twins are not identical. So for those who think you could drive variation to zero, you can't. Get under a microscope and you're gonna see differences in snowflakes. The question behind reducing variation is, is it a worthwhile investment, which gets us into this continual improvement thing.   0:03:32.6 BB: But, so whether we're reducing variation to zero, reduce... Eliminating waste, eliminating non value-added efforts, what Ackoff asking is, he is challenging us saying, getting rid of what you don't want, what is it that we want? And here I had a great quote from a good friend, Dr. Deming, he says, "it would be better if everyone worked together as a system with the aim for everybody to win."   0:04:00.2 AS: He was saying, win-win before everybody was saying it.   0:04:06.3 BB: Well, what I like about that quote is, did the word quality appear in that quote? Did you hear the word quality anywhere in there, Andrew?   0:04:14.8 AS: No, I didn't hear it.   0:04:17.1 BB: Huh. And Dr. Deming was that quality guy, right?   0:04:20.9 AS: Mm.   0:04:22.4 BB: So he's got quotes that don't have to do with quality? [laughter]   0:04:25.0 AS: Yeah, and so that's one of the things that I think people come, when they first come to Deming, they're looking at, they're thinking of quality in terms of tools, you know...   0:04:35.6 BB: Tools, techniques, yeah...   0:04:36.8 AS: And then they find...   0:04:37.1 BB: And so part of the reason that I wanted to throw that quote out is, to reinforce my point, that I look at what Dr. Deming is doing, is providing guidance for how to manage resources, time, energy, money, space, equipment, tools and techniques, ideas, as a system. And the ideas as a system, is the idea that things are interdependent; I depend on you, you depend on me. And I think the better we understand that, you realize is that improved quality, what he would call quality, would come from that, improved safety would come from that, improved profit would come from that. Again, Ackoff would say, you know, profit is the result of how well we work together, which is how well we manage resources and the idea of being deliberately proactive, deliberately reactive, we talked about last time. And I also made reference last time through the term purposeful resource management, purposeful... And then also reflexive resource management, which is the "me organization," the non-Deming organization being reactive, why?   0:05:58.3 BB: I'm not thinking about it. [laughter] I just, why would I be proactive? I'm gonna be reactive. I'm not gonna work on things that are good. I'm gonna focus on the problems. I'm gonna focus on the defects. Whereas in a Deming organization, a "we organization,: I think there'd be, we're gonna be reactive, where it makes sense, it depends. When does it make sense? We're gonna be proactive when it makes sense, it depends. And another term I'm gonna throw out to build upon this purposeful resource management, which I would... I look at management as an activity, we're managing resources, we're thinking locally...   0:06:33.3 BB: Thinking globally, acting locally. And I think everyone in a Deming organization has that responsibility. You don't ask for twice as much resources as you need. So you don't, so you make sure you get things done as you would at a non-Deming company where you ask for way more than you need on everything, because you don't wanna be the bad guy, so you protect yourself. I would believe in a Deming organization, you would ask for what you need. But again, when I'm working on a project in the backyard, it involves going to the hardware store, you know, I'm gonna go there a few times that day. And, but I anticipate that. And in fact, now I get smart and instead of on one visit, and then going back, I'll say, I'll buy, if it's three different things I might need, I'll buy all three.   0:07:19.8 BB: I say it to myself, what am I doing? Managing resources. But a new term, to build upon purposeful resource management, so purposeful resource management is, "I know when I go to the hardware store, I buy more than I need. I can always return it next week and when the project is done." And that's how I manage projects. But I didn't always do it that way. So what I wanted to say is that purposeful resource management is how I currently manage resources. And then when you and I come up with a whole 'nother way of managing resources, I refer to that as purposeful resource leadership. And leadership is about creating a path for others to follow. And you say, holy cow, I should do the same thing, you know, in my part of the organization, again, where it makes sense.   0:08:05.2 BB: So whether that's focusing on an ideal value when it comes to improving integration or managing and improving how we manage interactions, purposeful resource leadership to me is everyone...I mean, someone coming up with a, then again, better way of doing it, and then we spread it around the organization, then somebody else takes the lead on their thing. The other thing I wanted to share with you is, is a quote from, quotes from two friends who spent a good deal of time with Dr. Deming, conversations. I met him twice, never asked him a question. The first time I didn't have a question to ask. And the second time he was health-wise, not in good shape. I just wanted his autograph. And I just wanted to just be thankful for being in the room. But Gipsie Ranney, who was the first president of the Deming Institute, and before that she was a professor at the University of Tennessee and a senior consultant at GM, she told me, she was a mentor for many years, she said she asked Dr. Deming once, she said, "so, um what are people getting outta your seminars?" And he said, he says, "I know what I told them. I don't know what they heard."   0:09:21.1 BB: And I think... And the more I thought about it, it's just I think that's part of the problem. So a big part, of what I was trying to do at Rocketdyne was to make it easy to read The New Economics. 'Cause I think there's, I think yeah, you can read it on your own, but I think the meaning you'll get being guided by others first, and that could be listening to the pod... You know, listening to these podcasts, watching videos on DemingNEXT. I think It's important to realize that there's words he's using that have perhaps a different meaning than you're using where you are at work. I just throw that out. And the other quote I wanted to share was from Bill Cooper. And Bill Cooper is approaching 90, he lives in San Diego, and he's a great guy.   0:10:07.7 BB: And I, I met him 20 some years ago and remained in touch. And he was a senior civilian officer, senior civilian at the US Navy's Overhaul facility in San Diego at a place called North Island, in the early '80s he came across Deming's work and became riveted, along with Phil Monroe, who was a senior military officer. And they went off to do Deming Consulting around the world. And, and Bill said he asked Deming once, Dr. Deming once, he said, "so what percent of people who attend your four-day seminars really walk out understanding what you said?" And his explanation, his answer to Bill was, "very few." And I think that's consistent with Gipsie, because I think you have to step back and realize that there's, there might be something more going on than what you're thinking. And I'm hoping these conversations help to spur that. Now, relative to teamwork, I had a colleague within Boeing, he was at Boeing Corporate, and somebody went by his office one day knowing that he was very fond of Deming's work and Taguchi's work. And the guy sticks his head out and he says to him, "you know the reason I don't like Deming, there's no equations, you know there's no equations.   0:11:30.0 BB: If you had equations, it means something." And so I told my friend, I said, next time the guy comes by and says that, say to him, "do you believe in teamwork? Is teamwork important?" 'cause at that time, within Boeing, Boeing's corporate slogan was "people working together as, as a one global aerospace companies"... But people working together. And I said, ask him, does he believe in working together? And he'll say yes. And then say, "so what's the equation? What's the equation?" And so I wanna share in advance of a, of another session where we get more into this, an example of teamwork. And I think, I think... I think if executives had an understanding of what teamwork is, that it improves profitability, no one would be against it. Now again, I've also come across people who think teamwork means everyone's involved in every decision, and they get turned off by that.   0:12:30.2 BB: And I'm not saying I agree with: everyone's involved in every decision. But what if, Andrew, in terms of a task, let's say you and I have to dig a trench that's 50 yards long. And I give you a shovel. That's a tool. I take a shovel. That's another tool. We start at opposite ends. And let's say we can each dig the trench at one foot an hour. So that means in one hour we're digging two feet, in two hours we're digging four feet. And so what is that? That's one plus one... One hour plus one hour equals two feet. That's addition, right, Andrew, addition. But if you're at one end of the trench and I'm on the other end of the trench, where's the teamwork? [laughter] There's no teamwork in that model. But Andrew, what if I came along with another tool called a pickaxe, and what if I get in there and start softening up the dirt? And then as it's softer, you can shovel faster. That's teamwork, Andrew. Teamwork is that you and I, again I'm changing tools, but what I'm showing is that you and I working together, my work depends upon yours, yours depends upon me. Two of us can be digging three feet an hour. So what's that Andrew? One plus one is three. My wife and I, a number of years ago, were scraping the spray off the ceiling in our hallway, and the work split was, I climbed the ladder and scraped off the acoustic spray. Right?   0:14:07.2 BB: And her job was to be ahead of me spraying it with water to soften it. And I use that example at class because we were doing far more together than the example I gave you. But if her ambition was to get to the end of the hallway before me, then the acoustic spray would be dry long before I got to it. That ain't helping. And so this is an example of would you like to be in an organization where two people are doing the work of two, or two people are doing the work of three, or two people doing the work of four or five or six. Or, or worse than that Andrew, would you like to have two people doing the work, falling behind [laughter] and get into the... 'Cause I also think people think, well, what's the worst case scenario? Two people equals zero? No, falling behind each day.   0:15:00.9 AS: Two people equal negative one.   0:15:02.7 BB: 'Cause they think well, how bad can it be? It can get better and better or worse and worse. And the other thing I'll add relative to the, "it depends" and the answer to every question. I think if you think of in a Deming organization, you're thinking about, "it depends." And so Andrew, if we're in a red... If we're in a non-Deming organization and I say to you, "Andrew, will that report be done by tomorrow?" How would you answer it in a non Deming organization, Andrew?   0:15:34.7 AS: In a non... Yes, sir.   0:15:36.1 BB: You're gonna salute and you're gonna say, "yes sir." All right. And I do this with my students and they'll be quick enough to figure out the answer is yes. Then I'll say, I'll call on a different person and I'll say, "Okay, let's say we're in a Deming organization, a 'we organization' will the report be done by tomorrow?"   0:15:55.5 AS: It depends.   0:15:57.6 BB: And they're like, it depends. It depends on what Andrew? It depends on what time tomorrow. It depends on those other five things you've asked me to do. And you might say, is this a five minute task or a 20 minute task or a two hour task? And so if you're unwilling to answer "it depends," then what's the chance the effort you're gonna apply? And so that's what I find is, I think the beauty of it is not, "it depends" is a smart-alecky response, it's trying to get a better sense of the system. And they, but I also say that I confess of thinking about "it depends" all the time. If my wife, of 40 years, was to ask me, do I have plans for Saturday morning? You know what my answer is, Andrew?   0:16:50.5 AS: For whatever you want, dear, I am free.   0:16:54.2 BB: I do not say, "it depends." [laughter] So it depends is the answer other than when your significant other says, do you have plans for...? And you say, no, I don't.   0:17:07.5 AS: Yes.   0:17:07.8 BB: All right.   0:17:08.3 AS: All right. So I got so many different things that you triggered.   0:17:12.2 BB: Good.   0:17:13.4 AS: The first one I wanted to mention was I have a friend of mine, Bevin in Bangkok, and he helped me edit my book, Transform Your Business with Dr. Deming's 14 Points. And he didn't know anything about Deming, so it's kind of fun to write it and have him going through it. And he actually worked with me side by side in my office and he was reading it and going through and editing and going back and forth chapter by chapter. And then after he was pretty deep into it, he looked at me and he says, I think I just figured it out. Dr. Deming is like is a humanist that cares about people.   0:17:49.8 BB: Yeah.   0:17:51.2 AS: And that was such a... And I think for the listeners and the viewers out there, you're gonna get to a moment where you move beyond tools and techniques into the way you think about getting the most out of a system, getting the most out of people. And that's really where you really get into the meaning to me, the most powerful part of the meaning of Dr. Deming.   0:18:14.5 BB: Well, when you start to think about the potential for one plus one, and then you realize that in a non-Deming organization, you deliver the report by, you know, without understanding the context, you deliver the part without understanding the context. You have the ability to, as we've talked, spoken before, meet requirements minimally, leave the bowling ball in a doorway and... 'Cause I say, Andrew was the task completed? And you're like, yes sir, it was completed. But to do so with the absolute minimal effort and then to realize that that then is creating a ripple effect for the next person. And what we end up doing is a one plus one is a big negative number, or you go off and get the cleaning solution, which is really, really cheap, but it doesn't cut whatever the grease is on the table. And we're saving a lot of money, but we're putting all this manpower. When you start to realize how easy it is to end up in a situation where one plus one is a big negative number, why would you treat people other than with the greatest of respect? And I've had people say, "Well, oh, so it's a feel good thing." I said, are we... Is the result at the end of the day to make... I'm not saying we're in business to make a profit, but I said if we wanna be sustainable, then the better we work together, the more sustainable we are. So, do we wanna be sustainable? And you get what you get.   0:20:00.0 AS: I had some other things that came up. First one is, for the audience out there, you may not know what Bill's talking about when he kept saying Ackoff, Ackoff. But what he's talking about is Russell Ackoff.   0:20:12.5 BB: Russell Ackoff. Yes.   0:20:15.7 AS: And I just wanna go back to an article that he wrote in 1994, and it's titled Systems Thinking and Thinking Systems. But what's critical for our discussion is his description of a system, which is very brief. So let me go through it.   0:20:32.4 BB: Yeah, please do.   0:20:33.5 AS: "A system is a whole consisting of two or more parts, one, each of which can affect the performance or properties of the whole, none of which can have an independent effect on the whole, and no subgroup of which can have an independent effect on the whole. In brief then, a system is a whole that cannot be divided into independent parts or subgroups of parts." Now, I just wanna talk briefly about my... One of my areas of expertise is in the financial markets. And I say something a lot like what you say, when I go into my class and I said it last night in my valuation masterclass boot camp, when you finish my class, you'll be less confident than when you started. If you are less confident when you finish this class, I have succeeded. Well, this is very painful and difficult for people to think about because we're going to school to become more confident. But the stock market is not like physics where we have immutable laws that we can...   0:21:52.2 BB: That's right.   0:21:52.7 AS: Grasp and understand and then watch the interplay of those laws. The world of finance is a messy ball of activity. And the fact is, is that the minute you touch that ball, you have now affected that ball. If you place a buy order, you have just affected that ball. If you maybe place a very big buy order, you've really affected it. Some people could even say that just by looking at that ball of activity, you could influence it. When you face a complex, constantly changing system, then you start to realize that we have so little...to expect definitiveness, I'm just gonna do this.   0:22:49.0 AS: I'm just gonna take care of my department, if... And you're talking about a company, you are ignoring that the system, in this case I'm talking about the stock market, but now let's take it into a factory or into a business or into an office environment. All of these component parts. And if you write an email, a scathing email and you send it into that group of people that is working in a system, congratulations, you have made an effect or an impact on that system. For better or for worse, that system must react to every interaction. It cannot be divided into independent parts or subgroups. And therefore, the typical manager nowadays, that's all they wanna do. "I got my KPIs, that's my subgroup."   0:23:39.2 BB: Yes.   0:23:39.5 AS: We'll take care of that. And they're missing the word that I love in... When I work with management teams, the word I love is "coordination."   0:23:49.9 BB: Yeah. Synchronicity.   0:23:52.2 AS: Yep. So there's a lot there. But I just wanna highlight one other thing. You made me think of a book and earlier I was looking around for that book. So I'm gonna get out that book 'cause my books are right here and for everybody that's in business that's looking at competitive strategy of your business, Michael Porter is the guy...   0:24:14.3 BB: Yes.   0:24:14.8 AS: That's the best of all. But what I can say is that Michael Porter can be a bit dry. And the lady who worked with Michael Porter is a lady named Joan Magretta and she wrote a book called Understanding Michael Porter, a simple, small book to teach all the main things that Porter teaches. But what he teaches, the most important thing is that to develop a competitive advantage in a company, you wanna build that competitive advantage in the supply chain of that business, the flow of that business. And then he talks about the importance of fit, of how different components of that supply chain fit together.   0:24:57.3 AS: That that's the right person running the right part and that they're coordinating their efforts. And when you build that competitive advantage in your supply chain through the coordination of efforts, it's almost impossible for the competitor to copy. A great example is if General Motors, if the CEO of General Motors came in and he says, what I wanna do is start building cars like Toyota. Good luck. It's never going to happen because they've built their whole competitive advantage in their supply chain and it's not something that you can just go out and replicate.   0:25:36.0 BB: Well, to add to that, and I have a...students in one of my classes watch a one hour lecture by Porter. And then I explained to them Porter's five... I think it's a five forces model.   0:25:49.9 AS: Five forces. Yep.   0:25:52.1 BB: And all of that, I think it's absolutely important to know about. What I learned from Tom Johnson, is a retired professor from Portland State University and we'll talk more about Tom in a later session. What Tom pointed out to me that I would have paid no attention to in Porter's model is, in Porter's model it's about "power over." Power over your customers. Where else are you gonna go, Andrew, for Internet? Right? Power over your suppliers, power over your employees. I think and when we get into this "power over" model, so we're gonna go to our customers, start demanding things, put a gun to their head, drive change and they're gonna respond by leaving bowling balls in the doorway when it... So what's missing in that model is... I mean, if the model's based on all white beads are the same, everything which is good, everything is, there is no variation, then it might work. But if you now go back to the humanist, if you've got people in the loop who have vested interest in their survival as an employee, their survival as a supplier, and you go to them and start wrenching them and squeezing them and driving them to...   0:27:18.4 BB: And they respond with things that are thinner and break more often or still meet requirements, it doesn't work out as well. To your point on Toyota, my sense is Toyota has a sense of relationships with suppliers, which is not mutually self destructive. I think there's a better understanding, I think, again, not that I've spoken and gone to visit Toyota's suppliers. But I'm thinking, in order to deliver what they deliver, there's got to be some sense of, shall I say win-win, because if it's win-lose... Boeing, when Rocketdyne was owned by Boeing, you know, severe downturn in the market, there was a lot of pressure within Boeing to improve things and it was a pretty stressful situation. And Boeing was going to suppliers, not only asking them to take back inventory, all those parts you bought from the last six months and we're having trouble selling airplanes. But the reason we want you to take them back, Andrew, is it's not so much that we need the space. We want you to buy them back from us. [laughter] Yeah. Are you okay with that, Andrew?   0:28:44.9 AS: Absolutely not.   0:28:45.6 BB: And I'm thinking, what's gonna happen when you go to that supply chain and say, we're ramping up, we've got customers, and we... Andrew, we need your help, we need your help. Are you there for us? And you're like, remember five years ago? Remember? You get into this rainy day friends kind of thing. It's one thing if we're mutually suffering or mutually benefiting, but anything short of that is not win... I wouldn't define it as win-win. I also want to point out the production viewed as a system, the loop, the loop model that Deming showed the Japanese in 1950. And what I've done in the past is, is I've taken a class and I said, okay, you over there, you are the beginning, the raw material comes to you and then you do your thing, hand off to the next person, off to the next person, off to the next person. Then you over there, I go around the room, and I just show the flow of work from the first person to the last person, last person is a customer. And I say, so, where's the best place to be in this situation? And everybody wants to be way upstream. And you say, why? I say, well, when people start leaving the bowling balls in doorway...   0:30:07.2 AS: What does that mean, leaving bowling balls in doorways?   0:30:10.7 BB: If they start delivering minimally, minimally meeting requirements as they hand off as they hand off as they hand off as they hand off, and that system, the last... The worst place to be is at the end. And I say, but what if what comes around goes around? What if it's actually a loop? [laughter] Now, where would you rather be? Then you begin to realize that whatever goes into the air, I have to breathe, whatever goes into the water, I have to drink. So I think what, going back to the humanist side, I think the better you understand others, and they understand you, this is not done invisibly. So when I'm in a Deming environment, leaving the bowling ball in the doorway, meeting requirements minimally without asking for your permission, you know that, others know that, and then you might call me on it.   0:31:10.3 AS: Yeah.   0:31:11.9 BB: Because instead of black and white thinking - it met requirements, we've got shades of gray thinking - you call me over and you say, "I don't know, you're kinda new here, right Bill?" And I said, "yeah." And he says, let me take you aside. You might be able to tap into the humanist in me. So one is I'd say, I think the better our understanding of what comes around goes around, the better the understanding of what a good friend, Grace used to call boomerang karma. [laughter] But let me also say that Dr. Deming came up with that model...   0:31:49.2 AS: There's a bit of redundancy in that.   0:31:49.3 BB: Say again.   0:31:49.3 AS: There's a bit of redundancy in that. Those words kind of mean the same thing. But yes.   0:31:54.5 BB: Yes. [laughter] That's right. It's like connected as a system. That's what system means. But when Dr. Deming showed the Japanese in 1950 production to view it as a system, and there's an idea of what comes around goes around. And it took me a while to figure this out. If everyone's meeting requirements minimally in that system and you end up with something where there are problems, then if your model is meeting requirements is okay, then it wouldn't dawn on you that some of the problems could be coming from how we meet requirements. And there's a story we'll look at in a future session of a transmission designed by Ford, built by Ford, also built by Mazda in the early '80s. And Ford somehow found out that the Mazda transmission had an order of magnitude fewer complaints, with the shifting of the transmission than the Ford transmission. It was the same design, but one was built with an understanding of managing the variation between the parts and how they work together.   0:33:09.8 BB: Very much as you would do if you're working in the garage, you're gonna get the pieces to come together, not just meet requirements any way. But I thought if Ford operated with a Deming model in everything, and they end up finding out that these transmissions are performing differently, well, if you go back in and check with quality and all the parts meet requirements, you couldn't explain what's going on. And you're left thinking, well, our transmission must have some bad parts. So part of the reason I throw that out is, in the world of improvement, when you shift from this black and white parts are good, what Ackoff would call managing actions, looking things in isolation, you might find that the requirements are met to one extreme or the other. And maybe if we started to mix and match how they come together, there's an opportunity for incredible improvement when you shift your thinking from the black and white...   0:34:10.1 BB: My parts are good, to how they work together. And also, how can you have continual improvement if your mental model, your mindset is things are good and bad, but if we look at things in a relative sense, then we could say our... If we look at understanding as relative, improvement as relative, then there's room for improvement. But if quality is defined as good and bad, there's no room for improvement. And relative to the title, what I want to bring out is, there's a sense among people in the Deming community, people like a few years into Deming, we can go off and improve everything.   0:34:51.4 BB: Now, what we have to be careful about is what does improvement mean? Does improvement mean having less variation? Does improvement mean having lower cost? The important thing is to look at things, right, Andrew, as a system, and then start to ask where can we spend some, where can... I look at it as a resource management model. Where might we spend an hour to save five hours, spend a dollar to save five? And that's what I refer to not as continual improvement, but rather continual investment. And so I look at in terms of managing resources is within an organization, we've got red beads, we've got things that are defective, things that are behind that are not quite good, and we can use a control chart or run chart to manage those, see those ahead of time. And so we have a fire, Dr. Deming, he said, of course we're gonna have fires.   0:35:41.9 BB: Let's put the fire out. We end up back to where we were before, which means the process is...we wanna get it from out of control to in control. But I think the better we are in responding to that, we don't end up shut down for long periods of time. That then gives us the opportunity as you would be as a homeowner... Again, as a homeowner it's the same thing. You end up with a leak, you gotta go fix it, whether it's the faucet, the toilet, but then every now and then you're thinking about, maybe I can improve how the watering system is done. Maybe I can improve how the air conditioner works. Maybe by cleaning the filter more often. And what is that to me, Andrew, paying more attention to the filter, because if I wait six months to change the filter in the air conditioner, now all of that dust is way up inside the coils and I'm gonna spend forever.   0:36:32.0 BB: But if I'm changing that filter on a more regular basis, what am I doing? I am overall reducing the amount of effort spent on this maintenance. And I just wanted to say, I don't look at that as improvement thinking. I look at that as investment thinking, and I just wanna go from, okay yes, we can go past "all the beads are white" and we know that we don't stop at a hundred percent white beads. So that means improvement is possible, it doesn't mean, I'm not suggesting let's go improve everything. What I'm next looking at in terms of, you know, how I interpret Dr. Deming's The New Economics is asking where's the stitch in time saving nine, where's an ounce of prevention worth a pound of cure? And that I refer to as not improvement thinking, but investment thinking.   0:37:22.3 AS: Yep.   0:37:23.4 BB: And that's what I was trying to say last time. I think reading to your kids is investment thinking, listening to these podcasts is investment thinking, going to a concert, I think everything we do is based somehow on, "I think that's a worthwhile use of my time."   0:37:39.0 AS: Yep. Okay. Let's wrap up. I just want to go back to the title, which was, It Depends, Rethinking Improvements, and what you said is that, if you're working in a Deming organization, it's not gonna be as definitive. When we ask questions, we're gonna get answers like, well, it depends. Everything's a trade off. We need to know...   0:38:03.7 BB: That's right.   0:38:03.8 AS: How many things... We need to know many things, as you said, before deciding what to do because we want to think about the impact of the system... On the system. And also I would argue, and I think you make this point, that this is hard and I think there's a rush to simplification in KPIs and things like that to try to corner people into little areas and little boxes. And that's destroying the system and... Or the potential of the system.   0:38:37.5 AS: And then I mentioned the word coordination, the idea. We talked about Porter and his idea of building competitive advantage happens through the supply chain. His example, one of them that he uses is IKEA that makes flat, it ships everything in flat boxes.   0:38:52.5 BB: Yes.   0:38:53.2 AS: And that has built something in the supply chain that's not easy to replicate. And so, but that also requires fits that you're designing your supply chain around a new way of thinking. And then you've talked about Russell Ackoff and also I discussed his definition of a system that's saying that nothing can be independently... Can act independently. Everything has an impact. I talked about the stock market and how that is an interacting system. And then I just wanna finish up my kind of review of what we've talked about by a discussion, Bill, that I had with my father before he passed away.   0:39:35.4 AS: And my father had a PhD in organic chemistry and he created a career all of his life at DuPont in selling, he was a salesman and a technical salesman. And he raised three kids; my mom was a housewife. And I asked my dad, what was your proudest accomplishment? And he said, I built a trusting family.   0:40:01.4 BB: Cool.   0:40:03.1 AS: And I didn't really... It hit me then, but it just hits me more and more whenever I think about that. My mom and dad never betrayed my trust. I never was in a situation where I could see that they were acting for their benefit and...   0:40:14.3 BB: Yeah.   0:40:16.8 AS: Not considering mine. So now I wanna go back to Toyota. One of the things that makes Toyota successful is that it's the quintessential family business. It is a family business that built certain values in the family business that are ongoing. Because what we're trying to do, and when we talked about Dr. Deming being a humanist, we're trying to build trust.   0:40:42.5 AS: He's telling us to build trust in the system. In other words, don't beat up your suppliers, work with them. Don't beat up your employees and make them fearful. Don't rank and rate your employees. Build a system of trust. And what I realized, I want to just go back to the story of my father, if my father had done something that was selfish only for him and neglected the impact on me and my mom or the family, he would have broken our trust. And it just takes one time to cause a system, like a family system, to be permanently broken, unless there's effort made to try to resolve that. And it's no different in a business. What would you like to add to end up this episode?   0:41:33.3 BB: No. I think that's a good point. A number of things is, and I really like the way you described that, because I thought about that recently as well as, it's one thing to have trust in others, but I think what you're saying is that a Deming organization we have trust in the system. And when you, when you lack that trust, what do you do, Andrew? You look out for yourself.   0:41:57.7 AS: Yep.   0:42:00.4 BB: Because you've learned. You've learned the hard way. You fool me once, shame on you, fool me twice, shame on me. But I think if you have trust in the system, then there may be a new direction. But you say, "I don't know where we're going, I just got the announcement, but I have trust in the system. I'm not gonna get tossed overboard." And I think you're right. When you have trust in the system of the company or of the family, then you know that you're being looked out for. And lacking that, when people say something to you, you're like, "what's their ulterior motive?" And when you start thinking about ulterior motives behind coworkers or friends, then they're really not friends for long when you start wondering about ulterior motives.   0:42:51.6 AS: And that stifles innovation.   0:42:53.3 BB: Oh, yeah. You say to me, Andrew, or you say to me, Bill, hey, what do you say we go do this? The first thing comes to mind is, what's Andrew up to now? But that's the humanist.   0:43:04.4 AS: Yeah.   0:43:04.8 BB: And what I love about what Deming is saying, and when you put psychology in the System of Profound Knowledge, is that it's an understanding that that psychology gets me to think about me and not the system. That psychology, then we're looking at also an understanding that each of us is different, that's the variation piece. Right, the theory of knowledge piece or am I willing to share my theories or hide my theories? But if you're not tapping into the... That people... I mean, the most flexible part of the system, once you pour the concrete, so yeah, the chairs are on rollers and you put casters on some machines.   0:43:40.6 BB: But at the end of the day, the potential most flexible part of the system is the people. And when you turn people into concrete, now you've got trouble. So I just wanna... And I know you've got a favorite Deming quote, so let me share with you my favorite Russell Ackoff quote, and then you could sign us off. And so to borrow from Russell Ackoff, "a system is never the sum of its parts. It's the product of the interactions of its parts. The art of managing interactions is very different indeed than the management of actions. And history requires this transition for effective management, not efficient management, effective management." And that's my closing quote, Andrew.   0:44:25.2 AS: Bill, once again, on behalf of everyone at The Deming Institute, I want to thank you again for our discussion. For listeners, remember to go to deming.org to continue your journey. And if you want to keep in touch with Bill, just find him on LinkedIn. Oh, wow, we have a lot of good discussions there and all of this stuff is posted there. Share your ideas and opinions. This is your host, Andrew Stotz. And I'll leave you with one of my favorite quotes from Dr. Deming: "People are entitled to joy in work."

Well, damn it, mortgage rates just hit their highest level in 21 years and Chris, Saied and Haroon are here to tell you why. Spoiler alert, they think the yield curve inversion has something to do with it and that the 10-year treasury has more to move up before the end of the year signaling 8% to end the year for mortgage rates as a possibility. The Fed dropped their minutes where some of the FOMC members were apparently quoted as suggesting that another 25bps increase may be necessary; however, our Chief Economist is declaring shenanigans. Chris pops off on real estate company Compass and apparently Janet Yellen micro-doses mushrooms when she visits China. Resources:Mortgage Rates Just Hit Highest Level In 21 Years (Forbes)Mortgage rates could hit 8%, economists say, citing a worrying sign not seen since the Great Recession (Market Watch)Fed officials see ‘upside risks' to inflation possibly leading to more rate hikes, minutes show (CNBC)Unpaid commissions key ingredient in Compass' cash-flow positivity (The Real Deal)Did Janet Yellen Accidentally Eat Psychedelics In China? What To Know About The Sold-Out Dish Cooked With Hallucinogenic Mushrooms (Forbes)Here's when the San Francisco Fed expects households to run out of COVID-era extra savings (Morning Star)Fed Saw ‘Significant' Inflation Risk That May Merit More Hikes (Bloomberg)How Severe Is the Housing Shortage? It Depends on How You Define ‘Shortage' (Wall Street Journal)Wall Street Is Ready to Scoop Up Commercial Real Estate on the Cheap (Wall Street Journal)Disclaimer: Please note that the content shared on this show is solely for entertainment purposes and should not be considered legal or investment advice or attributed to any company. The views and opinions expressed are personal and not reflective of any entity. We do not guarantee the accuracy or completeness of the information provided, and listeners are urged to seek professional advice before making any legal or financial decisions. By listening to The Higher Standard podcast you agree to these terms, and the show, its hosts and employees are not liable for any consequences arising from your use of the content.

Do you make decisions easily? If you're like most people, the answer is “it depends.” Will you decide to brush your teeth today? Where will you go for dinner with your family? When is it time to make a career change? Life is a series of decisions, and the impacts of those decisions vary widely. In this week's podcast episode, I talk about:What I observe from individuals around the world around decision makingThe attributes of a well-made decision, including when to get guidance from othersThe ways you can support your decision making process, including dealing with sadness for the road not traveledResources mentioned:“How I overcame decision paralysis” (Mary Steffel TEDxNortheasternU)“The Paradox of Choice” (Decision Lab)“Do Our Choices Tell Us Who We Are? It Depends on How Easy or Difficult They Were to Make” (M. Steffel, Journal of Consumer Psychology)“How to make stress-free decisions” (Less Stress, More Fun podcast episode 14)“The human brain in numbers: a linearly scaled-up primate brain” (Herculano-Houzel S, Frontiers in Human Neuroscience)Get Lisa's "3 Ways to Reduce Stress TODAY" video + PDF: https://lisaschwaller.com/reduce-stress-today/© 2023 Lisa Schwaller Hosted on Acast. See acast.com/privacy for more information.

This week we're back with part 2 of the podcast with Jason Koop. When I thought more about our conversation I realised that ultra running is much more of an adventure than triathlon is. One of my primary goals as a triathlete was to choose races in venues where I might not normally visit. The potential to get even further off the beaten path is much greater in an ultra than it is in triathlon. It also feels like a much tighter community than triathlon is today. Maybe it reminds me of when I first started out in triathlon 30 years ago. I felt like a pioneer then, and I'm sure that's how some ultra runners feel now.   If you have ambitions to take on the ultra marathon challenge then you will enjoy this conversation as we discuss:   Giving yourself time to prepare for an event is the biggest ergogenic aid (7:30) How to train for an ultra if you live in the city (15:00) Strength training for Ultra runners - "It Depends!!” (21:00) Ultra running nutrition - Keep it simple and avoid energy deficiency (35:20) The importance of hydration especially for races at altitude (52:00) Walking poles, footwear choice and hydration vests (56:15) Mental strategies for ultra runners (1:05:15)   To find out more about Jason Koop please visit the following social media channels:  Website www.jasonkoop.com Twitter @jasonkoop  Instagram @jasonkoop    Please check out Jason's best selling book, Training Essentials for Ultra Running   Jason also produces a really good newsletter. To subscribe, click on the link ➡️ ➡️ ➡️ ➡️ https://www.jasonkoop.com/research-essentials-for-ultrarunning.    Jason also recommended the following book which in his words, "I have actually been digging this book. It's currently my most dog-eared” Endurance Performance in Sport by Dr Carla Meijen   To contact Beth regarding Life Coaching, please email her at Info@BethanyWardLifeCoaching.uk.   To leave a review of the podcast on Apple podcasts CLICK HERE.   Sports Nutrition questions - if you have a sports nutrition question that you would like answered on the podcast, please email it to me via Beth@TheTriathlonCoach.com.   Join our SWAT/High Performance Human tribe using this link, with a happiness guarantee! You can watch a brief video about the group by going to our website here, and join our SWAT High Performance Human tribe here. Purchase a copy of my High Performance Human e-book featuring more than 30 top tips on how to upgrade your life. If you would like to help offset the cost of our podcast production, we would be so grateful. Please click here to support the HPH podcast. Thank you! Visit Simon's website for more information about his coaching programmes. Links to all of Simon's social media channels can be found here.  For any questions please email Beth@TheTriathlonCoach.com.

It's OK to Like Money and Want More of It Today I'm sharing my thoughts on the social stigma that we're inherently "bad" if we want more money. I dissect where this belief comes from and benefits to having money. This is such an important component in healing our relationship with money.  Episode I reference: Can Money Buy Happiness? It Depends on How you Define Happiness I want to hear from you! Let me know your thoughts on this topic - send me a DM on Instagram!  Follow me on Instagram @Moneyisntscary Learn more about Meghan here: https://moneyisntscary.com/

Recently, conservatives have used the unrestricted exercise of religious freedom and freedom of speech to promote discriminatory beliefs and harmful ideologies that perpetuate prejudice and undermine the rights and dignity of LGBTQ+ people. On Friday, June 30, 2023, the Supreme Court of the United States ruled that the First Amendment entitles some business owners to refuse same-sex wedding work, which is a staggering blow to LGBTQ+ equality.In this episode, we're discussing the Supreme Court's recent decision regarding 303 Creative LLC v. Elenis and the possible ramifications this conservative ruling may have on the ongoing fight for LGBTQ+ equality.Additional Resources:303 Creative LLC v. Elenis303 Creative LLC v. Elenis (American Bar Association)Alliance Defending FreedomMasterpiece Cakeshop v. Colorado Civil Rights Commission46. Obergefell v. Hodges and the Ongoing Fight for Marriage EqualitySupreme Court Says 1st Amendment Entitles Web Designer to Refuse Same-Sex Wedding WorkSamuel Alito 'Joked' About Black Kids Wearing KKK Robes During Oral ArgumentsDo Most Americans Oppose Supreme Court LGBTQ Ruling? It Depends on the Poll.Gallup LGBTQ+ Rights PollFreedom of Speech and LGBT Rights: Americans' Views of Issues in Supreme Court CaseData for Progress PollLegitimacy of ‘Customer' in Supreme Court Gay Rights Case Raises Ethical and Legal FlagsThe Mysterious Case of the Fake Gay Marriage Website, the Real Straight Man, and the Supreme CourtThe Man Named in the Supreme Court's Gay Rights Ruling Says He Didn't Request a Wedding WebsiteThe 19th Explains: Why the Respect for Marriage Act Doesn't Codify Same-Sex Marriage RightsCongress: Pass the Equality ActSupport the show

Daniel Buitrago, Brandon Fifield & Emily Thompson go full shred mode with Elias Holt of Red Raven Guides   The fly by night club, PJ.'s Gentlemen Club (Papa Joes), Alaska's ultimate pit bar, Time out lounge, Blue Fox, Long Branch Saloon, Goldspike, The Bird House, Chicken Creek Saloon, Salty Dawg, Characters (Homer), The fairview, Good time Charlie's, “Timebomb” Eli-T, what is the ideal caliber for harvesting mountain goats, “It Depends”, APW live pods & upcoming tours, AK Marine hwy, 4th of July, Seward & mount marathon, the old days and the new 4th of July experience, Chad's long range rifle,  TS Precision Arms 7mm PRC, 1000 yards shots by Meteo, Emily's grizzly hunt, immortal bears, Eureka and the ride, Red Raven Guides, state park & Federal park guide permits, ski touring and expedition, Ski guiding in Antarctica, “Ocean Adventure” Preservation Treaty, Elias extreme guiding and his calling, mountain guiding, entering the ski side world, Japan snow bombs, Side country accsess, Onsen Bath Houses, Daniel's knee… High Atlas Mountains in Marrocco, WFR's in Manhattan, Assless bear chaps, EMT & Medical 12 hour shifts in New York During Covid, Touchudirt, Hiallis Mountains and skiing in Africa, “The Avalanche”,  broken femer, & a broken arm, CSM's, emergency surgery in Africa, Trama bonding, OPA's re-work & physical therepy, support of a local community, Avalanche training & courses, Pro Level - 2, Alaska Avalanche School, Avalanche hunt training, a bucket list “Dive Bartender”,        Visit our website - www.alaskawildproject.com Follow on Instagram - www.instagram.com/alaskawildproject Watch on YouTube - www.youtube.com/@alaskawildproject Support on Patreon - www.patreon.com/alaskawildproject

Are you in the top 1-2% of what you do? Or, are you the extreme opposite? Most of us are in between. Great at some things, good at others, and some not so great in the mix. I've been thinking about those moments where I think that I'm in the "kind of" category. It usually involves me comparing myself to a friend, family member, or someone online. I'll have the same look, skill, or experience as they do. But, they are amazing at it and I'm "kind of" good at it. They are really tall, and I'm "kind of" tall. Some are in really great shape and I'm "kind of" in good shape. Is there a problem with being "kind of?" The answer may be "It Depends." Sometimes you can't do much about something. You were born a certain height. You have certain features. You have certain natural strengths. Other times being "kind of" comes from a place of not giving your best effort to something. This could be something to take a look at because hidden in that effort may be capabilities and talents you never knew you had. And, that those you serve may need. Take a look at where you are "kind of" and question yourself. In my process of doing this, I have found areas that I can step up my efforts while also seeing that my strength of exploring and experimenting makes me "kind of" good in a wide range of skills. I get to bring that to my strategic thinking and resourcefulness that I offer my clients and my own product development efforts. I'm counting that as a personal skill. No one has the combination of "kind of" experiences and skills that you have in you. And, that's kind of great. #moveyourdesk #podcast #strengthsfinder #kindof #questionassumptions

Today I'm sharing my thoughts on the social stigma that we're inherently "bad" if we want more money. I dissect where this belief comes from and benefits to having money. This is such an important component in healing our relationship with money.    Episode I reference: Can Money Buy Happiness? It Depends on How you Define Happiness I want to hear from you! Let me know your thoughts on this topic - send me a DM on Instagram! 

It's the end of June and that means it's time for This Month in Birding, where we round up a panel of interesting and thoughtful birding friends to round up the latest birding news from around the ABA Area and beyond. Here in the northern hemisphere, June has the longest days of the year, and we might just have the longest episode of the podcast with the sort of items we have to discuss today. We welcome Gabriel Foley, Sean Milnes, and Mo Stych of the newly resurrected Bird Sh*t podcast to talk about bird names, bird songs, and bird theft.  Links to topics discussed in this episode: Bird names as critical communication infrastructure in the contexts of history, language, and culture. When birds sing the same pitch they avoid singing at the same time Atmospheric pressure predicts probability of departure for migratory songbirds Hiding Seeds? It Depends on Who's Watching Subscribe to the podcast at Apple Podcasts, Stitcher, and Spotify, and please leave a rating or a review if you are so inclined! We appreciate it!      

Steven Kamin is a senior fellow at the American Enterprise Institute and previously was the director of the Division of International Finance at the Federal Reserve Board. Steve joins David on Macro Musings to talk about the US dollar and its implications for policy and the economy. Specifically, David and Steven discuss the effects of Fed policy on emerging markets, the factors that are driving a higher global equilibrium real interest rate, how to reconcile the domestic and international impacts of Fed policy, and more.   Transcript for this week's episode.   Steven's Twitter: @steven_kamin Steven's AEI profile   David Beckworth's Twitter: @DavidBeckworth Follow us on Twitter: @Macro_Musings   Join the Macro Musings mailing list! Check out our new Macro Musings merch!   Related Links:   *Will the Strong Dollar Trigger a Global Recession?* by Steven Kamin   *How Do Rising US Interest Rates Affect Emerging and Developing Economies? It Depends* by Steven Kamin, Carlos Arteta, and Franz Ulrich   *Are Higher US Interest Rates Always Bad News for Emerging Markets?* by Steven Kamin, Jasper Hoek, and Emre Yoldas

Should every 26-year-old with a decent job buy a home instead of renting? You'll be shocked at the answer: IT DEPENDS. In this episode, David sits down with Carl, a guy who loved renting… until he saw the numbers. Now, this amazing homeowner convert is talking about his four-year home-buying journey from Las Vegas. Check out his amazing tale. Here are some topics from today's conversation: Renting vs. owning Finding a good location Buying a home through a lottery system Planning ahead after buying your home Episode Highlights: [02:15] Renter-lover Turned Homeowner Carl loved that he was renting. He didn't have to fix anything, do any landscaping, nada. He was also able to travel the world with his friends and not be committed to one place. But, after a while, it became evident to him that he wanted to have control over his home and that rent was costing him more money in the long run. With a hybrid job working at Disney, he needed to be close enough that he could get to work but also be far enough away that he could afford the cost of living in that area. The hybrid nature of his job also gave him the space to expand his search. It took some creativity and planning, but his home in Las Vegas gives him the comforts of homeowner life without the extreme costs of some condos in Southern California. Now, he's able to travel back and forth between his work and home.  [15:40] Winning the Lottery?! Buying a newly built home isn't always as straightforward as buying a resale home in some areas. In Las Vegas, new builds are more common than resale homes, but the demand is so high that some developments sell their properties through a lottery system. A few times Carl pulled out of the lottery, but on the third time he decided to stick with the house. After winning, he met with design teams to make sure that all the details in the house met his standards and he was able to pick some special features. Although the process was super stressful, it paid off because now Carl has a home that really fits his needs. [29:17] Planning for the Future While Carl loves his home, he's also spending time thinking ahead. Once you buy your first home, it can be much easier to buy a second one because, firstly, you have a valuable asset in your possession, and secondly, because you're already familiar with the process. There are lots of options when it comes to planning the next step. You can Airbnb your property, you could rent it out and move to another home, or even Airbnb out your home while you're traveling. While Carl doesn't have a specific plan yet, he's gratefully enjoying the options that owning a home gives him. 

There's no doubt that prescribed fire is good for wildlife habitat, but what's the best time of year to burn?  What are the pros and cons of burning during the dormant season (winter) and the growing season (spring and summer)?  In this episode Bronson and Steve visit with MSU Deer Lab graduate student Luke Resop and discuss the findings from his research where he examined the response of vegetation to dormant and growing season fire.  Which is the best?  You guessed it…IT DEPENDS.    Check out the MSU Deer Lab's online seminar series (here) and choose the Natural Resources option from the Categories drop down menu.  You will have to create an account to view the seminars.  The seminars are free unless you are seeking professional educational credits. Also, be sure to visit our YouTube channel (here)

There's no doubt that prescribed fire is good for wildlife habitat, but what's the best time of year to burn?  What are the pros and cons of burning during the dormant season (winter) and the growing season (spring and summer)?  In this episode Bronson and Steve visit with MSU Deer Lab graduate student Luke Resop and discuss the findings from his research where he examined the response of vegetation to dormant and growing season fire.  Which is the best?  You guessed it…IT DEPENDS.    Check out the MSU Deer Lab's online seminar series (here) and choose the Natural Resources option from the Categories drop down menu.  You will have to create an account to view the seminars.  The seminars are free unless you are seeking professional educational credits. Also, be sure to visit our YouTube channel (here)

Here's a question. What's better, a bowl of ice on the couch or working on a new project that could land you a gig 2x your current salary? The answer is...It Depends!! I'll explain what I mean more in the episode, but tune in for talk about burn-out, going after your goals, and the value of rest. --- Support this podcast: https://podcasters.spotify.com/pod/show/generalfitnesscompany/support

If you're a Facebook advertiser, understand the nuance. There are so many factors that determine whether or not your ads are successful, and many of these factors are outside of your control. It's okay to say "It Depends."

This week's episode is LIVE from the amazing Amsterdam Brewhouse on the Lake in Toronto, Ontario! We're joined by the wonderful Dr. Katie Stammler of the Essex Region Conservation Authority and the Great Lakes HABs Collaborative and we talk about HABs, gobies, and more. This show was recorded as part of the International Association for Great Lakes Research 2023 annual conference. It was a really fun episode to record; we hope you enjoy it!Show links:IAGLR 2023Amsterdam Brewhouse on the LakeDr. Katie Stammler's TwitterGreat Lakes HABs Collaborative (aka CollHABorative)HABs Collaborative Research MapperTMATGL 74: It Depends on How You Do a One (David Ruck Episode)The CarveryShow credits:Host & Executive Producer: Stuart CarltonCo-Hosts: Hope Charters, Megan GunnSenior Producer: Carolyn FoleyProducers: Hope Charters, Megan Gunn, & Irene MilesAssociate Producer: Ethan ChittyEdited by: Quinn RosePodcast art by: Joel DavenportSpecial cover art by: Katie O'ReillyMusic by: Stuart Carlton

Zack Meisel and T.J. Zuppe discuss, statistically, baseball's worst offense. Then, the guys play "It Depends" with statements about Gabriel Arias, Tyler Freeman, Gavin Williams, the offense overall, the rotation's outlook and more. For additional episodes of the podcast, including a weekly offseason show, consider supporting the show at https://Patreon.com/SelbyIsGodcast Listeners get $20 off their first ticket purchase at SEATGEEK with the the promo code: SELBY.

A lot of times, when somebody asks us a bee question, the best answer we can give them is, “It Depends.” In today's episode, Kim and Jim explore the topic of Swarms. Where did it come from? Where do you put it? What do you do with the queen? Should you feed them? As they explore how to manage this newly caught swarm, they realize there are no definitive answers, as there are so many answers based upon the circumstances and the beekeeper's goals. It just depends. Listen today, and let them know how you'd manage the swarm! __________________ Thanks to Betterbee for sponsoring today's episode. Betterbee's mission is to support every beekeeper with excellent customer service, continued education and quality equipment. From their colorful and informative catalog to their support of beekeeper educational activities, including this podcast series, Betterbee truly is Beekeepers Serving Beekeepers. See for yourself at www.betterbee.com ______________________ Honey Bee Obscura is brought to you by Growing Planet Media, LLC, the home of Beekeeping Today Podcast. Music: Heart & Soul by Gyom, All We Know by Midway Music, original guitar music by Jeffrey Ott Copyright © 2023 by Growing Planet Media, LLC

How much should a business spend to get a new customer? This is a great question that many business owners, new and old, ask. And the simple answer is IT DEPENDS. Every business is different, so the amount they should spend is different too. The biggest determining factors are how well business owners know their numbers. So they can have a plan before they start any marketing. - If you're in need of a team, one that will go above and beyond for you and your brand, then please visit talktoaninja.com to get more information on how we can help you today. You can follow Manuel on: Instagram: https://www.instagram.com/mrmanuelsuarez/ Facebook: www.facebook.com/theninjamarketer/ Linkedin: https://www.linkedin.com/in/mrmanuelsuarez/ Youtube: https://bit.ly/3GVPXVm Messenger Channel: www.m.me/theninjamarketer/ Contact AGM: site: talktoaninja.com email: contact@agmagency.com phone: 1.888.280.3339

Should AI be used for YMYL content? Does CLS have more weight in Google Core Web Vitals? Will Bing's chatbot steal your clicks? These questions and more are explored by Erin Sparks and guest co-host Mike King on the EDGE! This week's Barry Blast examines a traveling SEO grifter, ads arriving to Bing's new ChatGPT SERP interface, and the concerns publishers have with search engine chat interfaces. A big thanks to our new title sponsor of the show, SE Ranking. Check out their exclusive giveaway to the EDGE audience! News from the EDGE: [00:01:30] Today's Guest Host: Mike King [00:05:46] Should AI be Used for YMYL Content? [00:12:48] Our Title Sponsor: SE Ranking Take the SE Ranking Checklist Challenge!Receive a one-month Pro 1000 subscription for completing this challenge when you go to https://edgeofthewebradio.com/seranking and send a screenshot of these completed steps: Create a project, add at least 5 keywords; Find 5 competitors via the Competitive Research tool and add them to “My Competitors” section; Run a website audit and show what issue you are going to fix; Do a backlink check and upload your backlinks to the Backlink Monitoring tool; Optimize one page using the Content Marketing tool. Good luck! Deadline for the contest is February 28th. [00:14:54] Does Cls Have More Weight In Google Core Web Vitals? It Depends… [00:20:03] Will Bing's Chatbot Steal Your Clicks? [00:26:37] EDGE of the Web Sponsor: Inlinks Barry Blast from Search Engine Roundtable: [00:27:42] Barry Blast 1: Reddit: SEO Guy Travels Across Europe To Upload Photos Locally To Facebook – link [00:30:31] Barry Blast 2: Ads In The New Bing Chat Interface – link [00:33:57] Barry Blast 3: Big Publishers Concerned With AI Powered Search From Google & Bing – link   Thanks to our sponsors! SE Ranking https://edgeofthewebradio.com/seranking Inlinks https://edgeofthewebradio.com/inlinks   Follow Us: Twitter: @ErinSparks Twitter: @iPullRank Twitter: @TheMann00 Twitter: @EDGEWebRadio   Would love it if you'd give us a rating on ratethispodcast.com/edge!   #StandwithUkraine edgeofthewebradio.com/ukraine

This year was a big year for Dr. Nicole Cain... she turned 40! We're here to talk about aging gracefully. No matter how old you are, it's never too late to age consciously by making the small actionable changes talked about in this episode. Here's a little more on what we're talking about: Tips for aging gracefully Changing our language around aging Struggling with the great unknown of growing old We get a confession from Dr. Nicole Cain How each Dosha maps out the different stages of life Benefits of intergenerational contact What is the #1 concern of getting old for people (physical decline) How to increase the quality of life for as long as we can Hadlee's 4 tips for consciously aging (as opposed to anti-aging) Take the Dosha Quiz - https://drnicolecain.com/welcome-dosha-quiz/   Resources: (FOGO) – Results Show Top Fear is Decline in Physical Ability https://www.pfizer.com/news/press-release/press-release-detail/fogo_new_survey_reveals_87_of_america...   Growing Old in America: Expectations vs. Reality https://www.pewresearch.org/social-trends/2009/06/29/growing-old-in-america-expectations-vs-reality/   How Old Do You Feel? It Depends on Your Age https://www.nytimes.com/2009/06/30/health/30aging.html   What to Know About Erikson's 8 Stages of Development https://www.webmd.com/children/what-to-know-eriksons-8-stages-development   Integrity vs. Despair in Psychosocial Development https://www.verywellmind.com/integrity-versus-despair-2795738   Dr. Nicole Cain, ND MA is a nationally renowned expert in natural mental health, helping people transform their mental health naturally by uncovering the root cause. She has been published by Salon Magazine, Well + Good, Psychology Today, quoted in Forbes and more!    Happy Healthy Hadlee is an ayurvedic expert, academic, healer and her mission is to teach people how to transform their habits, health, bodies, energy, confidence, and all of the other things in order to lead less stressed and more joyful lives.   Resources: Dr. Cain's Free Resources Holistic Wellness Collective - Monthly Membership Work one-on-one with Dr. Nicole Cain Hadlee's Happy Healthy Habits Program   Current On-Demand Courses: The Anxiety Breakthrough Program Ayurveda: The Key to Your Success  Gut Health Course Medication Tapering Course Vagus Nerve Reset Program Natural Solutions for Bipolar Disorder Course Natural Solutions for Depression Course Liver Health Course High Libido Life (For Women)   Follow Dr. Nicole Cain, ND MA on: Instagram Facebook  YouTube DrNicoleCain.com   Follow Happy Healthy Hadlee on: Instagram Facebook HappyHealthyHadlee.com     Disclaimer: This podcast was created by Dr. Nicole Cain, ND, MA for educational purposes only. These are the opinions of Dr. Nicole Cain, ND, MA and should not be taken as the “definitive opinion” or “absolute medical opinion” on any subject. This podcast is not a substitute for medical, psychological, counseling or any other sort of professional care. Consumption of these materials is for your own education and any medical, psychological, or professional care decisions should be made between you and your primary care doctor or another provider that you are engaged with.

On this episode of Radio Rothbard, Ryan McMaken and Tho Bishop look at the topic of nationalism and the role it can play in political decentralization. In his recent book, Breaking Away: The Case for Secession, Radical Decentralization, and Small Polities, Ryan notes how nationalist sentiments have helped ethnic, religious, and linguistic groups resist centralizing political states, such as the Soviet Union. This contrasts the ways nationalism served as a centralizing force in 19th-century Europe. Ryan and Tho look at how recent nationalist sentiments are challenging authoritarian globalist pressures, as well as how strengthening regional and state cultural identities may offer the best chance to roll back the Washington regime in America. Looking for Christmas gifts? Use promo code ROTHPOD for a 20% discount on select books featured on Radio Rothbard. Or, use code MURRAYCHRISTMAS for a special 10% discount on select new Mises apparel: Mises.org/RR_110_Store Recommended Reading Breaking Away: The Case for Secession, Radical Decentralization, and Small Polities by Ryan McMaken: Mises.org/RR_110_A "Is Nationalism a Good Thing? It Depends." by Ryan McMaken: Mises.org/RR_110_B "Mises on Nationalism, the Right of Self-Determination, and the Problem of Immigration" by Joe Salerno: Mises.org/RR_110_C Be sure to follow Radio Rothbard at Mises.org/RadioRothbard.

On this episode of Radio Rothbard, Ryan McMaken and Tho Bishop look at the topic of nationalism and the role it can play in political decentralization. In his recent book, Breaking Away: The Case for Secession, Radical Decentralization, and Small Polities, Ryan notes how nationalist sentiments have helped ethnic, religious, and linguistic groups resist centralizing political states, such as the Soviet Union. This contrasts the ways nationalism served as a centralizing force in 19th-century Europe. Ryan and Tho look at how recent nationalist sentiments are challenging authoritarian globalist pressures, as well as how strengthening regional and state cultural identities may offer the best chance to roll back the Washington regime in America. Looking for Christmas gifts? Use promo code ROTHPOD for a 20% discount on select books featured on Radio Rothbard. Or, use code MURRAYCHRISTMAS for a special 10% discount on select new Mises apparel: Mises.org/RR_110_Store Recommended Reading Breaking Away: The Case for Secession, Radical Decentralization, and Small Polities by Ryan McMaken: Mises.org/RR_110_A "Is Nationalism a Good Thing? It Depends." by Ryan McMaken: Mises.org/RR_110_B "Mises on Nationalism, the Right of Self-Determination, and the Problem of Immigration" by Joe Salerno: Mises.org/RR_110_C Be sure to follow Radio Rothbard at Mises.org/RadioRothbard.

Can team-building activities increase productivity in a recession? When the economy slows, company leaders have to be cautious with every expense. They often put off hiring new employees until more certainty develops.When we do this, though, team members end up having to do more to make up for the lack of personnel. Eight-hour days may increase to nine or ten-hour days.Interestingly, these team members will develop natural efficiencies. They will figure out shortcuts. People naturally find ways to do more with less. But, eventually, there just aren't enough hours in the day.When this happens, how do you keep morale high? How do you help your team members stay positive and forward-looking? As time goes on, morale can drop.At this point, leaders will look for a fun way to build morale. They may investigate organizing a team-building activity. So, in this situation, can team-building activities help increase productivity? Can we avoid the expense of adding new personnel?Also, is this process more difficult in a down economy? The answer to that question is… “Well… It depends…”Don't Confuse “Morale Building Team Activities” with “Productivity Building Activities.”Team Building is almost a generic term for both “morale building” and “productivity building” activities. But confusing the two can be a costly mistake.Let's first cover how these two types of activities differ.By the way, each has a purpose. Each of these types of events should be used. The problem occurs when leaders want to improve productivity but schedule a morale-building activity.Although people will often call both of these types of activities “Team Building,” the activities themselves get totally different results. Both are needed to create a team culture. But quite often, leaders will schedule one type of activity, hoping to get the needed result from the other. They will often be sorely disappointed.Show Notes: Can Team-Building Increase Productivity in a Recession? Well, It Depends (https://www.leadersinstitute.com/can-team-building-increase-productivity-in-a-recession/)

The Healwell Brain Trust is assembled to look back on the Season of the Switch. What have we learned? What have we unlearned? Put on your "It Depends" and grab a seat as we talk through this season, consider the question of honesty, and speculate on which Goonies character we would be. ********** Paul Laurence Dunbar's "We Wear the Mask": https://www.poetryfoundation.org/poems/44203/we-wear-the-mask ********** 80s sitcom Kate & Allie, that episode: https://www.imdb.com/title/tt0618709/ ********** Which Goonies character are you? https://www.buzzfeed.com/shylawatson/goonies-character-personality-quiz ********** Continue this conversation with us in the Healwell Community: community.healwell.org

Tyler Bains, project manager with Page One Power, joins Erin to create of drinking game with the use of analogies in project management! No, of course not, that would not be responsible of us (see below if you want to play with your team)! Erin and Tyler dig into the usage of “it depends” when working with SEO clients. There's a lot behind that phrase, and it has a stigma as well. Listen in as we tackle goal communications with clients and the responsibility of project managers to help educate their clients. There are a lot of things depending on SEO success, and it's our job at the agency level to guide our client's understanding as well as their success! This special episode of the EDGE is where we connect with one of our sponsor's leadership members. Be sure the check out Page One Power over at edgeofthewebradio.com/pageonepower. [00:03:04] Tyler Bain: Project Manager at Page One Power [00:06:23] You Have to be Hungry for Knowledge in the SEO Industry [00:07:32] "It Depends": The Bane of Communication in the SEO Industry [00:13:03] “It Depends” Can Actually be used to Build a Partnership with the Client [00:15:35] Communicating and Understanding Goals [00:17:10] Project Goals are Performance Goals As Well [00:20:15] "It Depends" Can Be a Deal Killer [00:23:44] Losing Your Traffic Isn't Necessarily a Bad Thing...It Depends [00:24:51] Your Agency SEO Data Should Be Part of the Conversation [00:32:45] A Level of Trust in Sailing: Best Practices of the Crew Count the Analogy Drinking Game! Did we get them all??? Let us know at @EDGEWebRadio The cherry on Top Plates Spinning Giant Crank Improv Toilet Seat Cover Secret Sauce Magic Wand Pie in the Sky Out on a Limb Live Sports Game White-knuckling  Shelves of the Candy Store Workout Sailing a Ship, Trusting the Crew Painting a Picture Voiceovers to the Voice of the Client Bandoliers

The most common question we get as fitness/fat loss coaches right here. And the most common answer to this is…IT DEPENDS!! It depends on a number of factors to answer this questions and the answer will ALWAYS be a little different per the individual and their current circumstances. Listen in as we dive deeper into this and how you can see progress (in some ways) in as little as ONE DAY or ONE WEEK! ------------------------------ Follow us on IG! @maddy _cusumano @spencer_desiata @health_&_humor @dldnation ------------------------------ Work with us and DLDNation! Click to Work 1:1 with Spencer Click to Work 1:1 with Maddy

Video games - Good? Bad? It Depends? No matter your current opinion of video games, I'm going to ask you to open your mind and consider that there is something of value to be learned from the research-backed way they are created.  In the same way that coaches creatively craft an experience to build buy-in with their athletes, UX (user experience) is an art and a mindset.  It is a mindset that requires you to shift your perspective to that of your users (athletes), because what each individual experiences happens in their own mind. Easier said than done.  As Dr. Celia Hodent explains, “It's not because you're aware of your own biases that you can control them - and that's just not possible because by definition, they are implicit.” So how do we do it?  In addition to explaining the secrets behind shifting our perspectives to that of our audience, she also unveils What one question you should be asking when creating a product or service (24:30) How to debunk the notion that video games are “bad” (29:30) How to distinguish between ethical and unethical marketing and design ( 43:00) Strategies to help your business not fall victim to its vices (1:00:00)   Dr. Celia Hodent holds a PhD in psychology and has over ten years experience in the development of user experience (UX) strategy in the entertainment industry, and more specifically with video game studios through her work at Ubisoft, LucasArts, and as Director of UX at Epic Games (Fortnite).  She currently leads an independent UX consultancy, working with a wide range of international media and enterprise companies. Celia is the author of:  The Gamer's Brain: How Neuroscience and UX can Impact Video Game Design (2017)  The Psychology of Video Games (2020)  What UX Really Is: Introducing a Mindset to Great Experiences (2021)  Co-editor: Game Usability: Advice from the Experts for Advancing UX Strategy and Practice in Videogames (2022)  Connect with Celia:  Twitter: @CeliaHodent Blog: celiahodent.com As always, we want to make sure we thank our sponsors for their continued support.  In addition to Dynamic Fitness & Strength and HōM-GRōN, we are excited to introduce another company who believes in our mission and wants to help us achieve our vision of changing the world when it matters most - Helix. Helix mattress has given me the best experience, by far.  If you're like me, getting a good night's sleep is not easy.  I've checked all the boxes of sleep routines, breathing exercises, caffeine and blue light exposure, and the like.  But none of these can compete with having a mattress that is customized to your needs.  Go to helixsleep.com/brett to take a quiz that will match you to your perfect mattress, and receive exclusive discounts for being an Art of Coaching podcast listener!  Dynamic Fitness & Strength is our go-to equipment partner. Fully customizable and manufactured in the heartland of America- whether you're looking to outfit your home gym or entire weight room, visit mydynamicfitness.com to get started. Tell them Brett and the Art of Coaching Team sent you! HōM-GRōN High Protein Bars are a healthy grab and go snack, a chef curated line of functional nutrition based bars that are designed for today's discerning individual. With 20 grams of protein in a single serving bar with no fillers, added sugar or sugar alcohols, this bar is perfect for the athlete on the go. Whether you're fueling your workout, picking up the kids, going for a hike or heading to work, we've got your back.  Enter promo code BRETT10 for 10% off and all orders over $30 earn FREE SHIPPING.  Stock up!

Can Money Buy Happiness? It Depends on How you Define Happiness Today, I ask the age-old question - can money buy happiness? I think the answer depends on a number of different factors, most importantly - how do you define happiness? Join me as I dig deeper into what happiness is, and reasons why money can and cannot help us find the elusive, happiness.  Learn more about Meghan here: https://moneyisntscary.com/

Ok so let's talk about gut health. Gut health and detox are pretty much the two most important topics, and toxins affect gut health....but good gut health is necessary for proper detoxification.....I think gut health wins. At least for this next podcast series :) Gut health is foundational to health, inflammation, and aging. It's so crucial, but so few people seem to have it mastered IF they are still experiencing symptoms, and I mean ANY symptoms - joint pain, fatigue, anxiety, depression, bipolar, metabolic, certainly autoimmune flares, not just digestive symptoms. I'm going to go deeper into some specific topics in the next few episodes, but this one is an overview, and I made a list of the 10 most important things for gut health. The first 3 are symptoms, the next 4 are mechanisms, and the last 3 are infections, and understanding these 10 things will give you a pretty good grasp on understanding gut health and digestion overall!Diarrhea - I talk about IBS, IBD, low microbiome and good bacteria/probiotics, glutamine, mast cells, and hydrogen SIBO....Constipation - I talk dysbiosis/methane, and a LOT about vagal motor outflow and vagus nerve activity that controls motility as well as HCL, bile, enzymes....Bloating - When I hear bloating I think small intestine and fermentation. Dysbiosis is often at the root, which includes proper digestion (HCL and bile), and I touch on SIBO/SIFO, avoiding FODMAPs foods....Digestion - This is critical!! Chewing your food, being in parasympathetic mode, then proper stomach acid - it can be too high (mast cells) or too low (more common), pancreatic digestive enzymes, bile from the gallbladder (steatocrit), and of course VAGUS BABY!Dysbiosis - The 10 lbs of bacteria in your gut can become imbalanced. Low good bacteria, general microbiome imbalances…..and LPS!!!!!Leaky Gut - Everyone can have some intestinal permeability, is yours pathological, and if so what kind is it - paracellular or transcellular? Food Sensitivities - IgG testing, and how food sensitivities can drive autoimmune reactivity, general inflammatory tone, and initiate T cell mediated tissue damageSIBO - Bloating! Fermentation of fibers, starches, sugars, FODMAPs ...why you need HCL, bile, vagus outflow……Why I think SIBO testing is dumb….Candida - OMG….the single biggest thing I see. Antibiotics, sugar, stress, birth control, mold exposure, can drive a Th17 inflammatory response (autoimmune), can also drive Th2 (and both will decrease Th1)......and why I love urinary organic acids testing for fungal issues.Parasites - this I am going to do a whole episode on because it's crazy, it's quite frankly pretty controversial in the autoimmune world, is it better to have or to not have them??? The answer is IT DEPENDS. But I do talk about someone who was diagnosed with Ulcerative Colitis and it actually seemed to be a parasitic infection, pretty interesting story :)Share this with someone, subscribe, leave a rating and review, and follow me elsewhere!

It's impossible to simply declare nationalism itself to be good or bad. Its goodness or badness depends primarily on its effect on existing regimes and state institutions. Original Article: "Is Nationalism a Good Thing? It Depends." This Audio Mises Wire is generously sponsored by Christopher Condon.

It's impossible to simply declare nationalism itself to be good or bad. Its goodness or badness depends primarily on its effect on existing regimes and state institutions. Original Article: "Is Nationalism a Good Thing? It Depends." This Audio Mises Wire is generously sponsored by Christopher Condon.

This episode explores how individualization of training is why the answer to almost every question is "It Depends." We discuss a few things like tapering, volume, intensity, recovery, the one instance we could think of where there is a definite answer, and also take listener questions submitted from Kolie's Instagram.

FEATURED VOICES IN THIS EPISODEClint BruceClint Bruce is a former Navy Special Warfare Officer, a graduate of the US Naval Academy, decorated athlete, and seasoned entrepreneur. A 4-year letter winner at Navy playing middle linebacker, captain and MVP of the '96 Aloha Bowl Championship team, he was named to multiple all-star teams his senior year. He enjoyed opportunities with both the Baltimore Ravens and New Orleans Saints and was inducted into the Navy/Marine Corps Stadium Hall of Fame in 2009. Clint's desire to serve was deep and firmly rooted. He left the NFL to pursue becoming a Navy SEAL and successfully completed BUDS (Basic Underwater Demolition SEAL Training) in 1998 with Class 217. Joining SEAL Team FIVE, Clint completed multiple deployments pre and post-911 directly involved in counter-terrorism and national security missions globally. He is a co-founder of Carry the Load, which was founded to restore true meaning to Memorial Day and celebrate the service and sacrifice of Police, Fire, and Rescue personnel and their families during the month of May. Clint lives in Dallas with his college sweetheart and three daughters who are not impressed that he played football or was a Navy SEAL.Patrick GrayPatrick Gray is the producer and presenter of the Risky Business weekly information security podcast, a weekly podcast that launched in 2007. He formerly was a journalist for publications including Wired.com, ZDNet Australia, The Sydney Morning Herald, The Age, The Bulletin (magazine) and Men's Style Australia.Eric OlsonEric Olson is the Director of Threat Intelligence for Jet Blue Airways. A threat intelligence professional for more than 20 years, Eric has had executive roles including Senior Vice President of Product Management and Vice President, Intellugence Operations, at LookingGlass Cyber Solutions, and was VP of Product Strategy at Cyveillance.Allan FriedmanAllan Friedman is Senior Advisor and Strategist at the United States Cybersecurity and Infrastructure Security Agency, and one of the nation's leading experts on Software Bill of Materials. Allan leads CISA's efforts to coordinate SBOM initiatives inside and outside the US government, and around the world. He is known for applying technical and policy expertise to help audiences understand the pathways to change in an engaging fashion, and is frequently invited to speak or keynote to industry, academic, and public audiences. Wearing the hats of both a technologist and a policy maker, Allan has over 15 years of experience in international cybersecurity and technology policy. His experience and research focuses on economic and market analyses of information security. On the practical side, he has designed, convened, and facilitated national and international multistakeholder processes that have produced real results, helping diverse organizations finding common ground on contentious, cutting edge issues.Evan Sultanik, PhDEvan Sultanik is a Principal Computer Security Researcher at Trail of Bits. A computer scientist with extensive experience both in industry (as a software engineer) and academia, Evan is an active contributor to open source software. He is author of more than two dozen peer-reviewed academic papers, and is particularly interested in intelligent, distributed/peer-to-peer systems. Evan is editor of and frequent contributor to the International Journal of PoC||GTFO. William WoodruffWilliam Woodruff is a senior security engineer at Trail of Bits, contributing to the engineering and research practices in work for corporate and governmental clients. He has developed several of our open-source projects (e.g., twa, winchecksec, KRF, and mishegos). His work focuses on fuzzing, program analysis, and automated vulnerability reasoning. Outside of Trail of Bits, William helps to maintain the Homebrew project, the dominant macOS package manager. Before joining Trail of Bits, he was a software engineering intern at Cipher Tech Solutions, a small defense subcontractor. He has participated in the Google Summer of Code for four years (two as a student, two as a mentor) and taught a class in ethical hacking as a college senior. William holds a BA in philosophy from the University of Maryland (2018).HOST: Nick SelbyAn accomplished information and physical security professional, Nick leads the Software Assurance Practice at Trail of Bits, giving customers at some of the world's most targeted companies a comprehensive understanding of their security landscape. He is the creator of the Trail of Bits podcast, and does everything from writing scripts to conducting interviews to audio engineering to Foley (e.g. biting into pickles). Prior to Trail of Bits, Nick was Director of Cyber Intelligence and Investigations at the NYPD; the CSO of a blockchain startup; and VP of Operations at an industry analysis firm.PRODUCTION STAFFStory Editor: Chris JulinAssociate Editor: Emily HaavikExecutive Producer: Nick SelbyExecutive Producer: Dan GuidoRECORDINGRecorded at Rocky Hill Studios, Ghent, NY - Nick Selby, Engineer;22Springroad Tonstudio, Übersee, Germany - Volker Lesch, EngineerRemote recordings were conducted at Whistler, BC, Canada (Nick Selby); Clint Bruce was recorded in a Google Meet session; Patrick Gray provided recordings of himself from Australia, courtesy of the Risky Business podcast. Eric Olson recorded himself on an iPhone. Washington, DC (tape sync of Allan Friedman by George Mocharko). Trail of Bits supports and adheres to the Tape Syncers United Fair Rates Card.Edited by Emily Haavik and Chris JulinMastered by Chris JulinMUSICDispatches From Technology's Future, the Trail of Bits theme, Chris JulinEVERYBODY GET UP - No Vocals & FX - Ian PostJD SCAVENGER by Randy SharpRIPPLES by Tamuz DekelFUTURE PERFECT, Evgeny BardyuzhaTHE SWINDLER, The Original Orchestra]BLUE - ALTERNATIVE - INSTRUMENTAL VERSION by Faith RichardsOU ALLONS NOUS D'ICI - INSTRUMENTAL, Dan ZeituneLITTLE EDGY, Chris JulinSCAPES: Gray NorthReproductionWith the exception of any Copyrighted music herein, Trail of Bits Season 1 Episode 3; It Depends © 2022 by Trail of Bits is licensed under Attribution-NonCommercial-NoDerivatives 4.0 International. This license allows reuse: reusers may copy and distribute the material in any medium or format in unadapted form and for noncommercial purposes only (noncommercial means not primarily intended for or directed towards commercial advantage or monetary compensation), provided that reusers give credit to Trail of Bits as the creator. No derivatives or adaptations of this work are permitted. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-nd/4.0/.Referenced in this Episode:The original blog post announcing the availability of It Depends describes the history you just heard with more technical specificity, and also of course links to the GitHub repository where you can download It Depends and try it for yourself. That blog post also links to the repository where you can download pip-audit, and give that a whirl.In the 2021 Executive Order on Improving the Nation's Cybersecurity, the Biden Administration announced that it would require SBOMs for all software vendors selling to the federal government.Dependabot is a tool available to GitHub users. If you're interested in the catalog of open source projects Trail of Bits participates in and contributes to, please read the blog post Celebrating our 2021 Open Source Contributions. There, you can read about our work contributing for example to LLVM - the compiler and toolchain technologies we discuss in the Podcast episode Future - to Pwndbg, a GDB plug-in that makes debugging with GDB “suck less.” The post includes links to contributions our engineer consultants have made to a huge range of open source projects from assert-rs to ZenGo-X.Meet the Team:CHRIS JULINChris Julin has spent years telling audio stories and helping other people tell theirs. These days he works as a story editor and producer for news outlets like APM Reports, West Virginia Public Broadcasting, and Marketplace. He has also taught and mentored hundreds of young journalists as a professor. For the Trail of Bits podcast, he serves as story and music editor, sound designer, and mixing and mastering engineer.EMILY HAAVIKFor the past 10 years Emily Haavik has worked as a broadcast journalist in radio, television, and digital media. She's spent time writing, reporting, covering courts, producing investigative podcasts, and serving as an editorial manager. She now works as an audio producer for several production shops including Us & Them from West Virginia Public Broadcasting and PRX, and APM Reports. For the Trail of Bits podcast, she helps with scripting, interviews, story concepts, and audio production.

What does it mean when someone says:"This is an alternative investment?". Like most answers from an Accountant or Lawyer..." IT DEPENDS"... There are many ways to look at investment options, so we sat down with a serial entrepreneur and knowledgable investor Stewart Heath,CPA to discuss investments and options, that he is familiar with.Check out the full interview at the businesstalklibrary.com/interviews. #businesstalklibrary #accounting #finance #businesscontent #content

Today's episode comes from a recent question regarding food quality versus food quantity in terms of weight loss/fat loss/body composition. Can we REALLY eat whatever we want and still lose weight? Short answer is YES, long answer is "IT DEPENDS". Listen in and let me know if this resonates with you!Also feel free to sign up for my Macro Master Class this Friday @ 12:00PM EST! Macro Master Classhttp://bit.ly/macromasterSchedule a clarity call application:https://bit.ly/FBRXCALLJoin My Free Facebook Group:https://www.facebook.com/groups/141933950164494Podcast Topic Request Formhttps://forms.gle/MbmLXbzLLVcbr9rv6

DANCEHALL CLASSICS ON 45'S VOL. 3!! THIS ONE WAS SOME WORK! JUGGLING THESE 45'S WAS SO GANGSTA BUT HAD FUN MAKING IT AND I HOPE YOU ENJOY MY LABOR OF LOVE! I HAVE TO THANK MY FAMILY AND THEIR PATIENCE WITH THE WHOLE MIXTAPE PROCESS! BIG SHOUT OUT TO @LORDJAZZLOTUG @DEIRDRELORENZ AND MY GIRL @IAMVIBRATINGHIGHER THEY CAME THRU IN THE CLUTCH TO HELP ME BRING MY CREATIVE TO REALITY. SOOOO GRATEFUL TO YOU! SALUTE TRINWAY AND ARSENAL SOUNDS! "WE BACK!"  FOR BOOKINGS AND INFO HIT ME AT: WWW.DJMANO.COM OR ALL SOCIAL MEDIA: @DJMANO_COMDancehall Classics on 45's VOL. 3 1. Earthquake in Zion- Capleton 2. My Girl- Tony Curtis  3. Mind Over Matter- Sizzla 4. Good To Move On- Half Pint 5. War- Elephant Man 6. Lead U Astray- Sizzla  7. Pum Pum- Sizzla  8. Run To Me- Major Christie 9. Foreign PON Tour- BabWayy 10. Tougher Than Dem- Terry Ganzie 11. It Depends on You- Richi “Stephens 12. Run Gal Run- Daddy Lizard  13. Back Him Up- Spragga  Benz 14. Jump Up & Swear- Spragga Benz  15. Unleaded- Lady Saw 16. Nutting Funny- General “B” 17. Anywhere- Alley Cat 18. Nah Bow Do- Mr. Vagas 19. Massage & Powder- Chuck Fender 20. Gimme the Vibes- Harry Toddler  21. Stepper For Life- Kitty Kuchie 22. Man Weh Can Do- Harry Toddler/ Elephant Man  23. Mix Up Situation- Ghost  24. Wind Mill- Harry Toddler  25. Pop It Out- Elephant Man  26. Big Life- Round Head 27. Bruk Loose- Richie Stephens 28. Dem Nuh Easy- Round Head 29. Who's Back- General B 30. A Me This- Madd Anju 31. Cut Dem Off- Harry Toddler Boom Dandimite 32. Fight A Gwaan- Beenie Man  33. Girls Every Day- Scare Dem Day 34. You Sure- Mr. Vagas 35. Faith- Tony Curtis 36. Penny We- Lexxus 37. Headache- Elephant Man & Delly Ranks  38. Crazy- Beenie Man  39. Crazy- Beenie Man  40. Ms. Nelly Gal- Capt. Barkey 41. Badness- Kiprich 42. That Way- Christopher 43. Crazy- General B 44. Give It Away- Mr. Vegas 45. Look Good Time- Bounty Killer 46. Hype Life- Bounty Killer  47. Burn Them- Angel Doolas 48. Cut And Go- Master B 49. Red- Zebra 50. Who Have The Link- Tanya Stephens  51. Nothing Gonna Change- Beenie Man  52. Chronic- Anthony B 53. Where My Ladies At?- Merciless  54. Bus Your Bubble- Mr. Vegas  55. Work With It- Sean Paul 56. One Life To Live- Razah 57. Sexy Lingerie- Top Notch  58. More Pum- Elephant Man and Kiprich 59. Dam It- Assassin 60. G's- Spragga Benz  61. Miss You- Zumjay 62. You A Di # 1- Mr. Vegas  63. What Time Is It- Mexican & Sling Shot 64. Counteract- Beenie Man  65. Changez- Ce'Cile 66. Don't Do Mi Dat- Frisco Kid  67. New Application- Elephant Man  68. Give It To Dem- Sizzla  69. Tranquil- Hawkeye 70. Drumlin! Wispy- Mr. Vegas  71. Only Stick It- Hawkeye  72. Good Wuk- Dutty Cup 73. Bada Bada- Ward 21 Crew 74. Correl We- Power Man 75. A Fassy Dem- Harry Toddler  76. Redder Now- Lexxus  77. Bow City- Elephant Man  78. Wuk Gal- Future Troubles 79. Watch Wha You Say- Spragga Benz  80. Button Press- Mercilless  81. Tempt Me- Bounty Killer  82. Fat Har Up- Elephant Man  83. Red Pon Dem- Sizzla  84. Telephone Love- J.C. Lodge 85. Enemy- Chico  86. Spread Your Love- Delroy Stewart 87. Love In A Wel- Candy Man

This week we're talking soulmates. Are they really a thing, how do you even know, and can you have more than one? Miranda was inspired by a new reality show on Netflix which led to today's discussion. The end result, neither one of us are really sure if soulmates are real so we're just going to say IT DEPENDS.