Podcasts about jeli

"Osim što je poučna i jasna na razini svakodnevnog života jednog poljoprivrednika, slika zaraslog vinograda i polja može se protumačiti i kao slika čovječje duše. Svaka duša potrebna je rada na sebi. Prije svega: moramo njegovati svoje talente, sve dobro čime smo obdareni, kako bi donijeli dobar i koristan plod. Vinograd naše duše, plodovi našeg truda – postaju mirisni, prekrasni darovi, poput najslađeg voća, ili krepkog vina u kojima uživamo i mi i drugi. No bez mukotrpnog rada na sebi – plodova nema." Anđela Jeličić Krajcar

"Ako čovjek želi doista ljubiti i biti ljubljen, mora prihvatiti to da je on sam Božji prijatelj. Ako je Božji prijatelj – onda je i prijatelj svih ljudi. Taj krug totalnog prijateljstva svoju verifikaciju ima u svakodnevici, i svodi se na iskreni odgovor na jedno pitanje: je li za mene drugi čovjek sredstvo za postizanje ciljeva ili prijatelj za kojeg sam spreman dati svoj život? I to vrijedi za svakog čovjeka, vjernika i nevjernika. Jer čak i ako ne vjeruje u Boga, čovjek uvijek vjeruje u prijateljstvo." Anđela Jeličić Krajcar

"Psalmi nas uče pokajanju i plakanju i nikad nas ne ostavljaju u očaju, već uvijek upućuju na onog vječnog sugovornika koji nam želi pružiti milosrđe i utjehu." Anđela Jeličić Krajcar

Studovala práva ale vždy snila o tom, že bude pracovat v restauraci a jednou ji třeba i vlastnit. Známá kreativní šéfkuchařka Jana Jelič, absolventka stáží v michelinských restauracích, vystudovaná právnička, bývalá profesionální sportovkyně a milovnice minimalismu, jejíž misí je ukázat jak díky jednoduchým principům jíst kvalitně, byla hostem dalšího dílu Cukrfree Podcastu.  

Ako želimo biti konstruktivni, i ako nas vodi želja za mirom, za dijalogom – naše se djelovanje neće svoditi na nadmetanje, već će u drugom čovjeku nalaziti sugovornika i brata. Tada ćemo zajedno rasti, kao sinovi istog Oca. Bez dijaloga i bez bratstva, nema ni mira.

Od slušanja sve počinje – spoznaja, rast, ljubav, preobrazba, i svako drugo čudo života.

V úterý 21. ledna se opět po roce stanou Orlické hory dějištěm jednoho z nejkrásnějších a nejtěžších závodů psích spřežení v Evropě Šediváčkův long. Ten se letos pojede už po dvacáté sedmé a dvě tratě na 300 a 200 km po hřebenech Orlických hor opět prověří odolnost a připravenost nejenom dvounohých, ale hlavně těch čtyřnohých závodníků snad z 11 zemí světa. Všechny díly podcastu Host ve studiu můžete pohodlně poslouchat v mobilní aplikaci mujRozhlas pro Android a iOS nebo na webu mujRozhlas.cz.

V úterý 21. ledna se opět po roce stanou Orlické hory dějištěm jednoho z nejkrásnějších a nejtěžších závodů psích spřežení v Evropě Šediváčkův long. Ten se letos pojede už po dvacáté sedmé a dvě tratě na 300 a 200 km po hřebenech Orlických hor opět prověří odolnost a připravenost nejenom dvounohých, ale hlavně těch čtyřnohých závodníků snad z 11 zemí světa.

Ljudskost postoji u svakom čovjeku, samo treba razgrnuti prašinu ravnodušnosti i zapaliti vatru solidarnosti i ljubavi. Ona će čovjeku koji besmisleno tumara tražeći priznanje i slavu vratiti smisao; kad otkrije da više vrijedi davati nego primati, da je sreća drugog čovjeka važnija od vlastite ugode. Zato, umjesto svojih 15 minuta slave – potražimo Božju slavu, kako bi pronašli čovječnost.

Pred vama je novogodišnji podcast u kojemj je naš gost glavom i bradom, Djeda Mraz! Da, naš gost je najdraži sarajevski Djeda Mraz, Mladen Jeličić Troko, čovjek kojem je uloga Djeda Mraza najveća i najvažnija uloga u životu. Troka je nesumnjivo jedan od najznačajnijih glumaca i humorista, performera dječjih predstava u ovoj zemlji, čovjek koji ispred svih svojih projekata stavlja odgoj i obrazovanje kao glavne temeljne odrednice, i koji je svojim pričama, u vrijeme kad storytelling nije bio buzz word, odgojio ili pomogao u odgajanju velikog broja generacije djece kojima je godinama dijelio novogodišnje paketiće. S Trokom smo razgovarali o njegovoj ulozi Djeda Mraza, ali i o njegovim sjećanjima na sve ono što je uslijedilo nakon Zimske Olimpijade '84., od Nadrealista, Audicije do odgojnih i obrazovnih projekata koje je radio u SOS Kinderdorf,Kući plamena mira u Tuzli. Troka u ovoj epizodi otkriva i kao je zamalo realizirao retrospektivnu izložbu Andy Warhola 1985. i zašto je tadašnji direktor Skenderije odbio da podrži tu izložbu i već dogovoreni koncert grupe Queen na Koševu 1985. u vrijeme prije Live Aida.Također nam otkriva i kako je, na nagovor Enje Hadžiomerspahića, osmislio ideju da se u Sarajevu 1985. utemelji jedna od najznačajnijih izložbi suvremene umjetnosti u tadašnjoj Jugoslaviji, Jugoslovenska Dokumenta, koju je realizirao sa umjetnicima Sašom Bukvićem i Jusufom Hadžifejzovićem. Ta je izložba postala zaštitni znak sarajevske i jugoslovenske umjetničke scene kasnih ‘80tih i jedna od najvažnijih umjetničkih događaja koja je prethodila stvaranju ideje o Muzeju suvremene umjetnosti u Sarajevu, Ars Aevi.U ovoj epizodi s Trokom smo pričali o:00:00:00 Uvod i najava, novogodišnja čestitka00:02:35 Uloga Djeda Mraza je najvažnija uloga u njegovom životu00:04:00 Prvi kostim Djeda mrza obukao sam s 15 godina00:08:27 Djeci je nekada bila radost dobiti naranču u novogodišnjem paketu00:10:07 U AKD Seljo sam s 20 godina postao član akademskog Pozorišta00:14:09 Najveća predstava u kojoj sam igrao bila je Olimpijska bajka u Zetri pred OIimpijadu 00:18:14 Kako se stvaraju izmišljene priče u našim medijima?00:23:31 Sundblom je 1931. za Coca Colu napravio današnju verziju Djeda Mraza u njihovoj zaštitnoj crveno bijeloj boji00:28:42 Danas se nikako ne pazi na odgoj i edukaciju djece 00:33.25 Djeda Mraz je ortopedsko pomagalo roditeljima u odgoju djece00:40:15 Kad vidite te okice djece koja dobiju paketić od Djeda Mraza to se ne može ničim platiti00:46:41 Miješanje rasa i nacija i u prirodi doprinosi poboljšanju vrsta, a pa kako neće i u ljudskom rodu00:50:45 Kako je nastala ideja o Jugoslovenskim Dokumentima?00:54:57 Kako sam kontaktirao Andy Warhola i dogovorio s njim njegovu retrospektivnu izložbu u Sarajevu 1984.?00:57:56 Dogovorio sam koncert grupe Queen na Koševu 1985. posvećen borbi protiv AIDS-a, prije Live Aida00:59:34 Tadašnji direktor Skenderije nije mi odobrio da realiziram koncert Queena, jer je bio protiv homoseksualaca01:03:10 Saša Bukvić i Jusuf Hadžifejzović su bili glavni pokretači Jugoslovenskih Dokumenata01:05:31 Enjo Hadžiomerspahić mi je dao zadatak da osmislim nešto veliko nakon Olimpijade i tako su nastala Dokumenta01:08:31 Ilija Šimić iz tadašnjeg SIZa za kulturu nam je dosta pomogao u realizaciji Dokumenata01:12:48 Transport i osiguranje radova umjetnika iz cijele Jugoslavije nam je bio najveći problem u organizaciji01:15:48 Enjo Hadžiomerspahić je zajedno sa sinom Anurom napravio sjajnu kolekciju Ars Aevi na tragu Dokumenata01:16:23 Anur, Damir Nikšić, Kurto, Plasta, članovi benda Sing Sing su postavljali prve radove kolekcije Ars Aevi01:17:14 Ja sam radoznao čovjek koji pokušava zadovoljiti svoju znatiželju01:18:30 Odrastao sam s trojicom djedova, od kojih je jedan bio i Nezir Krečo, komšija i vlasnik zgrade u kojoj...

Další díl, tentokrát opět s Ondrou Coufalem, který v létě projel Švýcarsko, Francii, Itálii. Jeli po stopách francouzské Tour de Francie

Jubilejska godina – godina praštanja i uspostave pravednosti – poziva nas na promjene i podsjeća da zemlja ne pripada samo nekim privilegiranima, već svima.

Ze všech účastníků oné bláznivé výpravy byla jednoznačně nejstarší, což pro ni nemůže být překážkou. Je to od přírody rebelka. Češka původem z pražské Malé Strany, žijící už čtyřicet let v zahraničí. Nomádka. Jmenuje se Martina Skala, maluje, píše knížky a letos v létě (ve svých šestašedesáti letech, na která zdaleka nevypadá) vyrazila na expedici do Mongolska. „Jeli jsme přes tisíc kilometrů z pouště Gobi k hranici s Ruskem,“ vzpomíná v podcastu Host Reportéra, „vystřídali jsme poušť, step, hory i tajgu. Začali jsme na velbloudech, pak přesedli na koně, po koních přišli na řadu jaci a jako poslední sobi.“ V rozhovoru se Martina Skala vrací k některým zásadním momentům svého života – neuvěřitelných historek má stovky a spoustu si jich oživila při psaní svého nového románu Klub kamzíků. V podcastu konkrétně vzpomíná například na dospívání v malostranské vile. Vzala si herce Ondřeje Pavelku, který se v kotelnách učil role, ona malovala a pomáhala u koní, mladší bratr hrál na bicí v Psích vojácích. „Všichni jsme byli pološílení, jsou to krásné vzpomínky.“ Na Vánoce 1983 odjela sama vlakem do Paříže a už se nevrátila. Po pár ekonomicky těžkých letech začala spolupracovat na filmech s režiséry Formanem nebo Polańskim. S nesprávným mužem počala syna, se kterým (plus s jedním lepším mužem) pak raději zmizela do Kalifornie, byl to divoký život a pořád je. „V Praze jsem se narodila, v Paříži se našla a v Americe to zúročila,“ říká Martina Skala v podcastu. V USA byla dlouhá léta osamělá, kulturně vyprahlá, ale aspoň díky tomu začala více psát. A jako vždy jí pomáhala jízda na koních, hlavně v poušti: „Kdybych se měla definovat, tak jsem Jezdec, to se mi líbí. Kůň je mým pracovním stolem. V jeho sedle mě napadají nejlepší příběhy a při jízdě na poušti z něj lovím ty nejhezčí obrazy...“

Istinski oslonac čovjeku ne može biti nikada samo materijalna stvarnost, u kojem god obliku bila.

Klub Tsunami Prachatice patří k nejlepším v karate v České republice. Jeho členové se teď podívali do Japonska, kde se konalo mistrovství světa. Jihočeška Barbora Loudová skončila na šampionátu pátá.Všechny díly podcastu Sportovní ozvěny můžete pohodlně poslouchat v mobilní aplikaci mujRozhlas pro Android a iOS nebo na webu mujRozhlas.cz.

Radost nas motivira i privlači, u sebi nosi ogromnu energiju, a radostan čovjek oko sebe širi nadu, ljubav, vjeru u život, optimizam i, iznad svega, smisao.

Imate njemačko državljanstvo? Želite opet pasoš Srbije? Nenad Kreizer razgovara s odvjetnicom Valentinom Stanković iz Beograda i Aleksandrom Timofejevim i saznaje kakva je procedura za ponovno stjecanje državljanstva Srbije. Krije li se iza ovog procesa i neka politička dimenzija? Kako bi došli do njemačkog pasoša, mnogi stranci su se odrekli svog starog jer Njemačka nije dozvoljavala instituciju dvojnog državljanstva. Sada ga mnogi žele ponovno steći. Jeli to uopće moguće? Što sve morate znati? Von Nenad Kreizer.

Dan Přibáň zase jel něčím žlutým na konec světa. Skupina cestovatelů kolem trabantího nadšence vyrazila s luazy, plovoucími auty sovětské výroby, do Mongolska. Jeli mimo jiné přes Turkmenistán a Rusko.Všechny díly podcastu Casablanca můžete pohodlně poslouchat v mobilní aplikaci mujRozhlas pro Android a iOS nebo na webu mujRozhlas.cz.

Dan Přibáň zase jel něčím žlutým na konec světa. Skupina cestovatelů kolem trabantího nadšence vyrazila s luazy, plovoucími auty sovětské výroby, do Mongolska. Jeli mimo jiné přes Turkmenistán a Rusko.

Laciný byt mu utekl mezi prsty. Bitcoiny prodal příliš brzy. Akcie znovu nakoupil příliš pozdě. A odmítl protiinflační dluhopisy. Ekonom Dominik Stroukal se v podcastu Ve vatě rozpovídal o svých investičních průšvizích.Dominik Stroukal začal investovat na vysoké. „Nepodařilo se mi toho dost,“ říká. Ve své investiční kariéře vytipoval několik momentů, kdy se zpětně viděno nerozhodl dobře.1. Nechal si utéct levný bytPrvní chybné rozhodnutí udělal Dominik Stroukal před deseti lety, týkalo se vlastního bydlení. „Dlouho jsem se držel úvahy, že dokud nemovitosti zdražovaly pomaleji, než mi rostly příjmy, tak jsem si chtěl užívat a potom dosáhnout na lepší byt. Nakonec jsem dostal od manželky befelem, že se stěhujeme, čekali jsme dítě,“ vzpomíná.To už byly ceny bydlení v Praze na rekordech a Stroukal mohl jen litovat, že si nechal utéct mnohem lacinější byt před pár lety. „Měl jsem podepsanou už rezervační smlouvu na byt na Letné za dva miliony, neposlal jsem rezervační poplatek, což bylo asi 20 000 Kč. Dneska byt na Letné za dva miliony úplně neseženeš,“ uvedl v podcastu Ve vatě.2. Prodal bitcoiny moc brzyNákup rodinného bydlení byl draze vykoupen jiným bolestivým rozhodnutím. Aby pokryl požadavek banky na vlastní zdroje, musel Dominik Stroukal odprodat velkou část svých bitocoinů.„Psychicky mě to bolelo úplně nejvíc. Budil jsem se ze spaní a přemýšlel nad tím, jestli nepotřebuju pomoc odborníka. Na Clubhouse (sociální síť, pozn.red.) jsem si v noci povídal s psycholožkou, co má člověk v takové situaci dělat,“ vzpomíná fanoušek bitcoinu.„Musel jsem prodat pár bitcoinů. Nakonec mi nezbylo nic jiného, než prodat a koukat se, kolik bych býval teď mohl mít bytů, kdybych to udělal později, protože pak bitcoin vystřelil ještě několikrát nahoru. A to tě samozřejmě budí ze spaní,“ vzpomíná Stroukal. Ani ze zbytku bitcoinů nemá Stroukal radost. „Od toho, co mi zbylo, jsem ztratil klíč. Jeli jsme na lodi a spadl do Vltavy.“3. Seděl „na cashi“ příliš dlouhoNa začátku roku 2022 Stroukal pod dojmem negativních geopolitických výhledů prodal své akciové portfolio a rozhodl se držet hotovost. Vychytat správný moment pro opětovný nákup akcií už se mu nepodařilo.„Člověk vychytá vrchol, myslí si, že je král. Ale to dno jsem nevychytal ani náhodou. Naskočil jsem pozdě. Kdybych se na to všechno vykašlal, tak jsem si ušetřil trápení a ostudu a mohl jsem na tom být zhruba stejně. Sednout si na ruce by bylo výhodnější,“ zpytuje svědomí Stroukal.Své nové portfolio trochu revidoval. Omezil stock picking, tedy už tolik nevybírá jednotlivé akcie, podruhé už například nenakoupil akcie společnosti Disney. A investuje zejména do akciových indexů.4. Nekoupil protiinflační dluhopisy republikyProtiinflační Dluhopisy Republiky byly pro konzervativní investory jednou z nejlepších investic posledních let. Garantovaly výnos, který kopíroval inflaci, a ta během poslední inflační vlny dosáhla kumulativně 33 procent.Stroukal nákup státních dluhopisů odmítá z ideologických důvodů, vnímá ho jako podporu zadlužování státu. „Můj ideologický důvod mě stál nějaké peníze. Byla to sázka na jistotu. Takhle velkou inflaci jsem nečekal ani náhodou,“ rekapituluje makroekonom.„Pořád mi připadá divné účastnit se podivného dluhopisového přerozdělování, ale možná jak stárnu, tak se budu radši koukat na to, abych zajistil rodinu, než na nějaké ideové přesvědčení na úkor své vlastní peněženky. Ale sázka na kapitalismus a ještě navíc ten americký mi pořád připadá nejrozumnější,“ shrnul Stroukal.Jaké investice se Dominiku Stroukalovi naopak povedly? Poslechněte si celý podcast nahoře v přehrávači nebo v podcastových aplikacích.*****Ve vatě. Podcast novinářky Markéty Bidrmanové. Poslechněte si konkrétní rady investorů a odborníků na téma investic, inflace, úvěrů a hypoték. Finanční „kápézetka“ pro všechny, kterým nejsou peníze ukradené.Vychází každý čtvrtek. Poslouchejte na Seznam Zprávách, Podcasty.cz nebo ve všech podcastových aplikacích.V podcastu vysvětlujeme základní finanční pojmy a principy, nejde ale o investiční poradenství.O čem byste chtěli poslouchat příště? Co máme zlepšit? A co naopak určitě neměnit? Vaše připomínky, tipy i výtky uvítáme na adrese audio@sz.cz.

Naše je samo ono što smo drugima dali.

Zdravlje ti je prioritet? Pridružite se 5x5 Newsletteru i svakog ponedjeljka dobiješ niz znanstveno utemeljenih i praktičnih savjeta za zdravlje i dugovječnost. Nemoj čekati, novi ponedjeljak je blizu. Započni svoje putovanje prema zdravijem životu! https://humanlabhub.com/5x5 Psihologinja - ANĐELA JELIĆ ĐINĐIĆ - Anđela Jelić Đinđić je psihologinja s posebnim fokusom na psihološke aspekte prehrane i tjelesne težine. Njezina stručnost obuhvaća rad s osobama koje se suočavaju s emocionalnim izazovima u vezi s hranom i tijelom, kao i podršku onima koji žele prekinuti nezdrave obrasce ponašanja. Kroz svoj rad, Anđela pomaže ljudima da postignu ravnotežu između fizičkog i mentalnog zdravlja, promovirajući zdraviji i pozitivniji odnos prema vlastitom tijelu. PARTNERI PODCASTA: ...................................... *FTB: Feed The Beast Nutrition* - Gotovi kvalitetni obroci za zdravlje i performanse KOD: HUMANLAB za 10% popusta - https://www.ftbnutrition.hr *MyProtein* - Najbolji izbor dodataka prehrani i sportske odjeće KOD: HUMANLAB za 40% popusta - https://tidd.ly/4bzx7SX *Human LAB Hub* - Tvoj kompas u svijetu fitnessa, zdravlja i dugovječnosti. Posjeti nas: https://humanlabhub.com *CCM - Centar za crijevni mikrobiom* - Briga o zdravlju počinje s crijevima: https://ccm.hr/ ..................................... VREMENSKE OZNAKE: POVEŽI SE S MATEOM Instagram: https://www.instagram.com/mateozx95 LinkedIn: https://www.linkedin.com/in/mateo-%C4%87orluka Facebook: https://www.facebook.com/HumanLABpodcast Sve HLP društvene mreže: https://linktr.ee/humanlabpodcast *PODRŽI RAD KANALA DONACIJOM* Patreon Donacija: https://www.patreon.com/humanlabpodcast VIDEO PRODUKACIJA: 38FILMS, Luka Justinijanović, web: https://38films.eu *Dobrodošli u Human LAB!* Podcast koji spaja znanost i praktične savjete za zdravlje, dugovječnost i kvalitetu života. Ja sam Mateo Ćorluka, medicinski tehničar i zaljubljenik u dugovječnost, posvećen pružanju znanstveno utemeljenih informacija koje ti pomažu preuzeti kontrolu nad vlastitim zdravljem. Kroz podcast epizode istražujem ključne teme zdravlja, fitnessa, prevencije bolesti i mentalnog blagostanja, s ciljem inspiriranja svakog pojedinca da živi svoj najbolji život. Pridruži mi se u ovoj misiji i otkrij kako znanost može raditi za tebe. #Prehrana #Zdravlje #psihologija #Fitness #podcast Pratite Human LAB podcast za najnovije epizode o zdravlju i dugovječnosti, i ne zaboravite se prijaviti na naš 5x5 Newsletter za tjedne savjete direktno u vašu inbox. - https://humanlabhub.com/5x5 Za sve upite i suradnje molim javiti se na mail: mateo@mateocorluka.com

Pozvani smo svakodnevno preispitivati svoj odnos prema hrani – prema tom kruhu svagdanjem – učiti se zahvalnosti za ono što imamo, brinući se za one koji nemaju temeljno za život. A to možemo samo ako nam je hrana - mudrost života, koja zna razlučiti dobro i zlo.

Biti neznatan znači biti slobodan od vlastite važnosti.

Když před více než třiceti lety začínali rodiče Petry Vránové s pražením ořechů, neměli ještě ani jednoho zaměstnance. Jeli tehdy nepřetržitým provozem a u pražícího stroje se střídali po dvanácti hodinách. Dnes je jejich podnik Alika z Čelčic vůbec největší pražírnou ořechů ve střední Evropě, zaměstnanců má desítky a každoroční obrat ve stovkách milionů korun. Jak se povedlo něco takového vybudovat na zelené louce, jak těžké bylo předání firmy do rukou dvou dcer, či o plánech tohoto podniku do budoucnosti jsme si povídali s generální ředitelkou firmy Alika Petrou Vránovou v dalším dílu podcastu Na vlně podnikání.   A co se ještě dozvíte? Odkud oříšky a arašídy dovážejí? Jak odlišné jsou, pokud jde o pražené ořechy, chutě Čechů, Němců, či Švédů? Jak těžké je sehnat zaměstnance a nakolik firmě pomáhá automatizace a robotizace?Jaké ořechy jsou nejdražší a nejvzácnější? Tento díl podcastu Na vlně podnikání moderuje Petr Kain, šéfredaktor týdeníku Ekonom.  

Když před více než třiceti lety začínali rodiče Petry Vránové s pražením ořechů, neměli ještě ani jednoho zaměstnance. Jeli tehdy nepřetržitým provozem a u pražícího stroje se střídali po dvanácti hodinách. Dnes je jejich podnik Alika z Čelčic vůbec největší pražírnou ořechů ve střední Evropě, zaměstnanců má desítky a každoroční obrat ve stovkách milionů korun. Jak se povedlo něco takového vybudovat na zelené louce, jak těžké bylo předání firmy do rukou dvou dcer, či o plánech tohoto podniku do budoucnosti jsme si povídali s generální ředitelkou firmy Alika Petrou Vránovou v dalším dílu podcastu Na vlně podnikání.A co se ještě dozvíte?Odkud oříšky a arašídy dovážejí?Jak odlišné jsou, pokud jde o pražené ořechy, chutě Čechů, Němců, či Švédů?Jak těžké je sehnat zaměstnance a nakolik firmě pomáhá automatizace a robotizace?Jaké ořechy jsou nejdražší a nejvzácnější?Tento díl podcastu Na vlně podnikání moderuje Petr Kain, šéfredaktor týdeníku Ekonom.

In this episode, we welcome Nora Jones, Founder and CEO of Jeli, which PagerDuty acquired in 2023. We talk with Nora about expanding incident response into incident management and learning from incidents to improve reliability.

Saya akan membahas secara mendalam tentang keuntungan berpikir jernih dan jeli melihat peluang dalam setiap situasi. Kami akan menjelajahi teknik-teknik berpikir jernih yang dapat kamu terapkan dalam kehidupan sehari-hari serta latihan-latihan praktis untuk meningkatkan kemampuan berpikir jernih. Temukan cara-cara untuk memanfaatkan manfaat berpikir jernih dalam mencapai kesuksesan dan kebahagiaan. Dengan menyimak informasi ini, kamu akan mendapatkan wawasan yang berharga tentang cara berpikir yang benar, serta bagaimana mengoptimalkan kemampuan dalam melihat dan memanfaatkan peluang-peluang yang ada di sekitar. Jadi, jangan lewatkan kesempatan untuk meningkatkan kualitas berpikir dan meraih keuntungan dari pandangan yang jernih! Leave a comment and share your thoughts: https://open.firstory.me/user/clhb6d0v60kms01w226gw80p4/comments Powered by Firstory Hosting

Nora Jones, CEO and Co founder of Jeli, joins the show to talk aboutHow Nora's experience at Jet, Netflix, and Slack led her to founding Jeli.Chaos engineering, quantifying the impact of burnout in an "always on" economy, and the human side of incident management.  Selling Jeli to PagerDuty and the process Nora went through to sell the company (when to bring in outside help)

Gost novog izdanja podcasta je Mladen Jeličić Troko.U ovo praznično vrijeme u goste nam dolazi omiljeni Djed Mraz - Mladen Jeličić Troko. On je glumac, zabavljač, voditelj ili, kako voli reći, znatiželjan čovjek koji je obilježio brojna djetinjstva. Mnogi će ga nazvati i kultnim Sarajlijom, a on će sebe Bosancem.Kako se radovati praznicima i Djed Mrazu u okolnostima u kojima živimo? Je li humor posljednja oaza Bosanaca i Hercegovaca? Kako otac živi i gdje nalazi snagu nakon kćerkine smrti?

Sisters Talk: Das grosse Comeback der "Les Grandes Dames" Gekündigt und wieder mit einer Wild Card angestellt: 11-Monate Sendepause des Quietschenten-Clubs alias meiner Schwester Jelena und mir - super erholt strahlt sie voller Freude wieder im Studio mit mir und haut mich mit ihrer Überraschung völlig aus den Socken. Wer es nicht glaubt, darf sich warm anziehen: Meine Schwester Jelena ist (wieder) verdiente Co-Moderatorin des Sister Talks. Wie sie diesen Podestplatz wieder gewinnen konnte und was in unseren Leben in den letzten 11 Monaten so gelaufen ist, erfahrt ihr in dieser Episode des Sister Talks.Schwesternliebe ist offensichtlich stärker als das eigene "Ego" und wir machen es euch vor: Mira und Jeli sind (wieder) ein Herz und eine Seele und zusammen rocken wir die Welt.Wie immer freut euch auf viel Spass, Spannung, Girls Talks und lauter Grund zum Lachen!Hörer an. Fuss aufs Gaspedal & go!Bitte bewertet unbedingt den Podcast mit 5 Sternen! Wir brauchen euch genau so, wie ihr uns braucht! Vielen Dank!Instagram: @roadtosuccessbymira / @jelenavasovic / @therealmira

 Today's episode is all about Incident Management. We have two amazing guests, Nora Jones, founder and CEO of Jeli, and Dan McCall, the VP and GM of Incident Management at PagerDuty. There's of course a technical aspect to managing incidents that PagerDuty excels at, very well known for, and there's also a human side, like how do you learn from an incident so it doesn't happen again in the future, and this is where Jeli steps in. In the episode, Nora and Dan talk through the evolution of incident management, the hard problems in the space, and a future that leverages AI with a human in the loop component to scalably and proactively manage incidents and reduce outages. We also touch on the recent announcement that Jeli was acquired by PagerDuty.

Posao lektora je jezično-stilski ispravljati i dotjerivati tekst koji je u pripremi za objavljivanje. Upravo time se na jednom medijskom portalu bavi Željka Jeličanin. Na primjerima tekstova prije i poslije objave dobit ćemo uvid u to što se prilagođava – kako i zašto – standardnom jeziku kojeg su mediji nositelji. A osim toga, tu je neizostavna rasprava o pravopisima, standardu, preskriptivizmu i jezičnim politikama. Željka i Barbara vode profil @hjzasve na Instagramu/Facebooku. https://ispravi.me/ -- Sviđa Vam se naš rad? Podržite nas kavicom za 2€: www.buymeacoffee.com/bsjv Pozivamo vas da ispunite anketu o slušanosti (2-5 min): forms.gle/nZ6tJTKuQysct3jQ7 Pretplatite se i saznajte više o podcastu: www.linktr.ee/bliskisusreti (CC) 2023 Bliski susreti jezične vrste

On this episode of Modern Digital Business, we dive into the world of ModernOps and talk STOSA (Single Team Oriented Service Architecture) with Beth Long. This is part 1 of a two part discussion with Beth Long, an operations manager for New Relic, and Jeli.io. She is passionate about the concept of STOSA, which was first introduced in Lee Atchison's highly popular book, Architecting for Scale.Lee and Beth switch roles for a bit, with Beth interviewing Lee on these and related topics.Clips/Quotes"Stosa: Stosa or single team oriented service Architecture is an important guiding principle for organizations that have development teams that own and manage applications that are composed of multiple services."— Lee Atchison 00:00:00Accountability and Ownership in Service-Based Architectures: "Each service needs to have a team that owns that service 100%, all aspects of that service. And it's a one to end relationship...but each of those services has exactly one team owner...that ownership has to be well understood throughout the organization, well known, well documented..."— Lee Atchison 00:03:30The Impact of Clear Visibility on Company Culture: "And that kind of culture tends to arise when there's confusion and frustration. And that's a byproduct of not knowing where the problems are and not understanding. And so when you have that clear visibility, you can reduce that tendency because now you know what's happening and where and why, and you can actually get traction on the problem."— Beth Long 00:12:33The Challenges of Meeting SLAs in Cloud Services: "If I had a requirement that I couldn't meet with my dependencies requirements, it was my responsibility to get creative, to find a solution. Whether that was caching running instances to attach later or whatever it was, it was my responsibility to solve that problem. I could do that by getting creative. I could do that by negotiating with my partners to have better or different SLAs available to me."— Lee Atchison 00:13:16Ownership and Boundaries: "If an organization has a microservices architecture and the boundaries have become fuzzy over time, they should be cautious when dividing up ownership and making it a single team. There are rules of thumb that they can think about to avoid complications."— Beth Long 00:17:36"Shared Tooling and Service Responsibility: Even though those teams own services that are shared in terms of their usage, but they still own a service and they're still responsible for that service and they're still responsible."— Beth Long 00:23:02Management Attitudes Towards Internal Customers: "There's this kind of this attitude that if we're doing work for our internal customers, like, we should be doing as little of that as possible. And that always frustrated me because I thought, no, this is the inner workings of a body."— Beth Long

Nora is the CEO and co-founder of Jeli, an incident management platform.Apple Podcasts | Spotify | Google PodcastsNora provides an in-depth look into incident management within the software industry and discusses the incident management platform Jeli.Nora's fascination with risk and its influence on human behavior stems from her early career in hardware and her involvement with a home security company. These experiences revealed the high stakes associated with software failures, uncovering the importance of learning from incidents and fostering a blame-aware culture that prioritizes continuous improvement. In contrast to the traditional blameless approach, which seeks to eliminate blame entirely, a blame-aware culture acknowledges that mistakes happen and focuses on learning from them instead of assigning blame. This approach encourages open discussions about incidents, creating a sense of safety and driving superior long-term outcomes.We also discuss chaos engineering - the practice of deliberately creating turbulent conditions in production to simulate real-world scenarios. This approach allows teams to experiment and acquire the necessary skills to effectively respond to incidents.Nora then introduces Jeli, an incident management platform that places a high priority on the human aspects of incidents. Unlike other platforms that solely concentrate on technology, Jeli aims to bridge the gap between technology and people. By emphasizing coordination, communication, and learning, Jeli helps organizations reduce incident costs and cultivate a healthier incident management culture. We discuss how customer expectations in the software industry have evolved over time, with users becoming increasingly intolerant of low reliability, particularly in critical services (Dan Luu has an incredible blog on the incidence of bugs in day-to-day software). This shift in priorities has compelled organizations to place greater importance on reliability and invest in incident management practices. We conclude by discussing how incident management will further evolve and how leaders can set their organizations up for success. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit www.softwareatscale.dev

Všichni chataři jsou svým způsobem architekti. To je zkušenost Martina Štroufa a Petra Portycha z natáčení televizního pořadu České chaty snů. I proto měli s některými účastníky složitou práci. Pracují spolu i ve skutečnosti? Jaká pro ně byla práce před kamerou? Bylo natáčení postavené na improvizaci? Jeli by na dovolenou na vlastní chalupu? Naučili se oni sami něco při natáčení pořadu?Všechny díly podcastu Blízká setkání můžete pohodlně poslouchat v mobilní aplikaci mujRozhlas pro Android a iOS nebo na webu mujRozhlas.cz.

If you think your org doesn't have any incidents, it's time to change your definition of an incident.This week we're joined by Nora Jones, Jeli's founder & CEO, to help us make sense of incident analysis and explain why so many incidents go underreported. Before beginning her journey as a founder, Nora helped pioneer chaos engineering at companies like Netflix and Slack where she developed a passion for understanding the intersection of software and people. A stellar engineer, manager & founder, we caught up with Nora on the heels of her keynote address at the LeadDev conference in New York. Show Notes:Register for our summer series! Howie: The Post-Incident GuideJeli's website: https://www.jeli.io/Support the show: Subscribe to our Substack Follow us on YouTube Review us on Apple Podcasts or Spotify Follow us on Twitter or LinkedIn Offers: Learn about Continuous Merge with gitStream Want to try LinearB? Book a Demo & use discount code "Dev Interrupted Podcast"

In episode 59 of o11ycast, Jess and Martin speak with Laura Maguire of Jeli and Nick Travaglini of Honeycomb. They unpack Learning From Incidents (LFI), resilience engineering, process tracing, safety science, key takeaways from the LFI Conference, and the human side of observability.

In episode 59 of o11ycast, Jess and Martin speak with Laura Maguire of Jeli and Nick Travaglini of Honeycomb. They unpack Learning From Incidents (LFI), resilience engineering, process tracing, safety science, key takeaways from the LFI Conference, and the human side of observability.

Březnová protivládní demonstrace vyvrcholila incidentem, při kterém někteří chtěli z Národního muzea strnout vlajku Ukrajiny. „Neříkám, že jsme na to nebyli úplně připraveni, demonstrace se konají před muzeem už víc než půl roku a dostávali jsme i výhrůžky,“ popisuje ředitel Národního muzea a historik Michal Lukeš. Tehdy sám v budově nebyl, ale dodává, že vlajka tam visí jako symbol solidarity s napadeným státem.

Today we're talking to Nora Jones, Founder, and CEO at Jeli.io. We discuss the awkward nature of company incidents; the gap between what PR says and engineers have to fix in the fallout of a company incident; and why trust is the bedrock for growth. All of this right here, right now, on the Modern CTO Podcast!  For more about Jelli, check out their website: https://www.jeli.io/ Produced by ProSeries Media.

Jeli.io is an end to end incident management tool. Jeli helps you understand why an incident took place, how it could've been prevented, and allows you to dive deep into uncovered themes, patterns, or problem areas! Nora Jones is the Founder and CEO at Jeli.io and she joins us today. Sponsorship inquiries: sponsor@softwareengineeringdaily.com The post Learning From Incidents with Nora Jones appeared first on Software Engineering Daily.

Jeli.io is an end to end incident management tool. Jeli helps you understand why an incident took place, how it could've been prevented, and allows you to dive deep into uncovered themes, patterns, or problem areas! Nora Jones is the Founder and CEO at Jeli.io and she joins us today. Full disclosure: Jeli.io is a The post Learning From Incidents with Nora Jones appeared first on Software Engineering Daily.

About EmilyEmily Ruppe is a Solutions Engineer at Jeli.io whose greatest accomplishment was once being referred to as “the Bob Ross of incident reviews.” Previously Emily has written hundreds of status posts, incident timelines and analyses at SendGrid, and was a founding member of the Incident Command team at Twilio. She's written on human centered incident management and facilitating incident reviews. Emily believes the most important thing in both life and incidents is having enough snacks.Links Referenced: Jeli.io: https://jeli.io Twitter: https://twitter.com/themortalemily Howie Guide: https://www.jeli.io/howie/welcome TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: This episode is sponsored by our friends at Logicworks. Getting to the cloud is challenging enough for many places, especially maintaining security, resiliency, cost control, agility, etc, etc, etc. Things break, configurations drift, technology advances, and organizations, frankly, need to evolve. How can you get to the cloud faster and ensure you have the right team in place to maintain success over time? Day 2 matters. Work with a partner who gets it - Logicworks combines the cloud expertise and platform automation to customize solutions to meet your unique requirements. Get started by chatting with a cloud specialist today at snark.cloud/logicworks. That's snark.cloud/logicworksCorey: Cloud native just means you've got more components or microservices than anyone (even a mythical 10x engineer) can keep track of. With OpsLevel, you can build a catalog in minutes and forget needing that mythical 10x engineer. Now, you'll have a 10x service catalog to accompany your 10x service count. Visit OpsLevel.com to learn how easy it is to build and manage your service catalog. Connect to your git provider and you're off to the races with service import, repo ownership, tech docs, and more. Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. My guest today is Emily Ruppe, who's a solutions engineer over at Jeli.io, but her entire career has generally focused around incident management. So, I sort of view her as being my eternal nemesis, just because I like to cause problems by and large and then I make incidents for other people to wind up solving. Emily, thank you for joining me and agreeing to suffer my slings and arrows here.Emily: Yeah. Hey, I like causing problems too. I am a solutions engineer, but sometimes we like to call ourselves problems engineers. So.Corey: Yeah, I'm a problems architect is generally how I tend to view it. But doing the work, ah, one wonders. So, you are a Jeli, where as of this recording, you've been for a year now. And before that, you spent some time over at Twilio slash SendGrid—spoiler, it's kind of the same company, given the way acquisitions tend to work and all. And—Emily: Now, it is.Corey: Yeah. Oh, yeah. You were there during the acquisition.Emily: Mm-hm. Yes, they acquired me and that's why they bought SendGrid.Corey: Indeed. It's a good reason to acquire a company. That one person I want to bring in. Absolutely. So, you started with email and then effectively continued in that general direction, given the Twilio now has eaten that business whole. And that's where I started my career.The one thing I've learned about email systems is that they love to cause problems because it's either completely invisible and no one knows, or suddenly an email didn't go through and everyone's screaming at you. And there's no upside, only down. So, let me ask the obvious question I suspect I know the answer to here. What made you decide to get into incident management?Emily: [laugh]. Well, I joined SendGrid actually, I've, I love mess. I run towards problems. I'm someone who really enjoys that. My ADHD, I hyperfocus, incidents are like that perfect environment of just, like, all of the problems are laying themselves out right in front of you, the distraction is the focus. It's kind of a wonderful place where I really enjoy the flow of that.But I've started in customer support. I've been in technical support and customer—I used to work at the Apple Store, I worked at the Genius Bar for a long time, moved into technical support over the phone, and whenever things broke really bad, I really enjoyed that process and kind of getting involved in incidents. And I came, I was one of two weekend support people at SendGrid, came in during a time of change and growth. And everyone knows that growth, usually exponential growth, usually happens very smoothly and nothing breaks during that time. So… no, there was a lot of incidents.And because I was on the weekend, one of the only people on the weekend, I kind of had to very quickly find my way and learn when do I escalate this. How do I make the determination that this is something that is an incident? And you know, is this worth paging engineers that are on their weekend? And getting involved in incidents and being kind of a core communication between our customers and engineers.Corey: For those who might not have been involved in sufficiently scaled-out environments, that sounds counterintuitive, but one of the things that you learn—very often the hard way—has been that as you continue down the path of building a site out and scaling it, it stops being an issue relatively quickly of, “Is the site up or down?” And instead becomes a question of, “How up is it?” So, it's it doesn't sound obvious until you've lived it, but declaring what is an incident versus what isn't an incident is incredibly nuanced and it's not the sort of thing that lends itself to casual solutions. Because every time a customer gets an error, we should open an incident on that. Well, I've worked at companies that throw dozens of 500 errors every second at their scale. You will never hire enough people to solve that if you do an incident process on even 10% of them.Emily: Yeah. So, I mean, it actually became something that when you join Twilio, they have you create a project using Twilio's API to earn your track jacket, essentially. It's kind of like an onboarding thing. And as they absorbed SendGrid, we all did that onboarding process. And mine was a number for support people to text and it would ask them six questions and if they answered yes to more than two of them, it would text back, “Okay, maybe you should escalate this.”And the questions were pretty simple of, “Can emails be sent?” [laugh]. Can customers log into their website? Are you able to view this particular part of the website? Because it is—with email in particular, at SendGrid in particular—the bulk of it is the email API. So, like, the site being up or down was the easiest type of incident, the easiest thing to flex on because that's so much easier to see.Being able to determine, like, what percentage or what level, like, how many emails are not processing? Are they getting stuck or is this, like, the correct amount of things that should be bouncing because of IP reput—there's, like, a thousand different things. We had kind of this visualization of this mail pipeline that was just a mess of all of these different pipes kind of connected together. And mail could get stuck in a lot of different places, so it was a lot of spending time trying to find that and segwayed into project management. I was a QA for a little while doing QA work.Became a project manager and learned a lot about imposing process because you're supposed to and that sometimes imposing process on teams that are working well can actually destroy them [laugh]. So, I learned a lot of interesting things about process the hard way. And during all of that time that I was doing project management, I kind of accidentally started owning the incident response process because a lot of people left, I had been a part of the incident analysis group as well, and so I kind of became the sole owner of that. And when Twilio purchase SendGrid, I found out they were creating an incident commander team and I just reached out and said, “Here's all of SendGrids incident response stuff. We just created a new Slackbot, I just retrained the entire team on how to talk to each other and recognize when something might be an incident. Please don't rewrite all of this to be Twillio's response process.”And Terry, the person who was putting together that team said, “Excellent. You're going to be [laugh] welcome to Twilio Incident Command. This is your problem and it's a lot worse than you thought because here's all the rest of it.” So yeah, it was really interesting experience coming into technically the same company, but an entirely different company and finding out—like, really trying to learn and understand all of the differences, and you know, the different problems, the different organizational history, the, like, fascia that has been built up between some of these parts of the organization to understand why things are the way that they are within process. It's very interesting.And I kind of get to do it now as my job. I get to learn about the full organizational subtext of [laugh] all of these different companies to understand how incident response works, how incident analysis works, and maybe some of the whys. Like, what are the places where there was a very bad incident, so we put in very specific, very strange process pieces in order to navigate that, or teams that are difficult to work with, so we've built up interesting process around them. So yeah.Corey: It feels like that can almost become ossified if you're not careful because you wind up with a release process that's two thousand steps long, and each one of them is there to wind up avoiding a specific type of failure that had happened previously. And this gets into a world where, in so many cases, there needs to be a level of dynamism to how you wind up going about your work. It feels almost like companies have this idealized vision of the future where if they can distill every task that happens within the company down to a series of inputs and responses—scripts almost—you can either wind up replacing your staff with a bunch of folks who just work from a runbook and cost way less money or computers in the ultimate sense of things. But that's been teased for generations now and I have a very hard time seeing a path where you're ever going to be able to replace the contextually informed level of human judgment that, honestly, has fixed every incident I've ever seen.Emily: Yeah. The problem comes down to in my opinion, the fact that humans wrote this code, people with specific context and specific understanding of how the thing needs to work in a specific way and the shortcomings and limitations they have for the libraries they're using or the different things are trying to integrate in, a human being is who's writing the code. Code is not being written by computers, it's being written by people who have understanding and subtext. And so, when you have that code written and then maybe that person leaves or that person joins a different team and they focus and priorities on something else, there is still human subtests that exists within the services that have been written. We have it call in this specific way and timeout in this specific amount of time because when we were writing it, there was this ancient service that we had to integrate with.Like, there's always just these little pieces of we had to do things because we were people trying to make connections with lines of code. We're trying to connect a bunch of things to do some sort of task, and we have a human understanding of how to get from A to B, and probably if A computer wrote this code, it would work in an entirely different way, so in order to debug a problem, the humans usually need some sort of context, like, why did we do this the way that we did this? And I think it's a really interesting thing that we're finding that it is very hard to replace humans around computers, even though intellectually we think, like, this is all computers. But it's not. It's people convincing computers to do things that maybe they shouldn't necessarily be doing. Sometimes they're things that computers shouldn't be doing, maybe, but a lot of the times, it's kind of a miracle [laugh] that any of these things continue to work on it on a given basis. And I think that it's very interesting when we, I think, we think that we can take people out of it.Corey: The problem I keep running into though, the more I think about this and the more I see it out there is I don't think that it necessarily did incident management any favors when it was originally cast as the idea of blamelessness and blameless postmortems. Just because it seems an awful lot to me like the people who are the most advocate champions of approaching things from a blameless perspective and having a blameless culture are the people who would otherwise have been blamed themselves. So, it really kind of feels on some broader level, like, “Oh, was this entire movement really just about being self-serving so that people don't themselves get in trouble?” Because if you're not going to blame no one, you're going to blame me instead. I think that, on some level, set up a framing that was not usually helpful for folks with only a limited understanding of what the incident lifecycle looks like.Emily: Mmm. Yeah, I think we've evolved, right? I think, from the blameless, I think there was good intentions there, but I think that we actually missed the really big part of that boat that a lot of folks glossed over because then, as it is now, it's a little bit harder to sell. When we're talking about being blameless, we have to talk about circumventing blame in order to get people to talk candidly about their experiences. And really, it's less about blaming someone and what they've done because we as humans blame—there's a great Brené Brown talk that she gives, I think it's a TED talk about blame and how we as humans cannot physically avoid blaming, placing blame on things.It's about understanding where that's coming from, and working through it that is actually how we grow. And I think that we're starting to kind of shift into this more blame-aware culture. But I think the hard pill to swallow about blamelessness is that we actually need to talk about the way that this stuff makes us feel as people. Like feelings, like emotions [laugh]. Talk about emotions during a technical incident review is not really an easy thing to get some tech executives to swallow.Or even engineers. There's a lot of engineers who are just kind of like, “Why do you care about how I felt about this problem?” But in reality, you can't measure emotions as easily as you can measure Mean Time to Resolution. But Mean Time to Resolution is impacted really heavily by, like, were we freaking out? Did we feel like we had absolutely no idea what we were trying to solve, or did we understand this problem, and we were confident that we could solve it; we just couldn't find the specific place where this bug was happening. All of that is really interesting and important context about how we work together and how our processes work for us, but it's hard because we have to talk about our feelings.Corey: I think that you're onto something here because I look back at the key outages that really define my perspective on things over the course of my career, and most of the early ones were beset by a sense of panic of am I going to get fired for this? Because at the time, I was firmly convinced that well, root cause is me. I am the person that did the thing that blew up production. And while I am certainly not blameless in some of those things, I was never setting out with an intent to wind up tiering things down. So, it was not that I was a bad actor subverting internal controls because, in many companies, you don't need that level of rigor.This was a combination of factors that made it easy or possible to wind up tiering things down when I did not mean to. So, there were absolutely systemic issues there. But I still remember that rising tide of panic. Like, should I be focused on getting the site backup or updating my resume? Which of these is going to be the better longer-term outcome? And now that I've been in this industry long enough and I've seen enough of these, it's, you almost don't feel the blood pressure rise anymore when you wind up having something gets panicky. But it takes time and nuance to get there.Emily: Yeah. Well, and it's also, in order to best understand how you got in that situation, like, were you willing to tell people that you were absolutely panicked? Would you have felt comfortable, like, if someone was saying like, “Okay, so what happened? How did—walk me through what you were experiencing?” Would you have said like, “I was scared out of my goddamn mind?”Were you absolutely panicking or did you feel like you had some, like, grasping at some straws? Like, where were you? Because uncovering that for the person who is experiencing that in the issue, in the incident can help understand, what resources did they feel like they knew where to go to. Or where did they go to? Like, what resource did they decide in the middle of this panicked haze to grasp for? Is that something that we should start using as, “Hey, if it's your first time on call, this is a great thing to pull into,” because that's where instinctively you went?Like, there's so much that we can learn from the people who are experiencing [laugh] this massive amount of panic during the incident. But sometimes we will, if we're being quote-unquote, “Blameless,” gloss over your entire, like, your involvement in that entirely. Because we don't want to blame Corey for this thing happening. Instead, we'll say, “An engineer made a decision and that's fine. We'll move past that.” But there's so much wealth of information there.Corey: Well, I wound up in postmortems later when I ran teams, I said, “Okay, so an engineer made a mistake.” It's like, “Well, hang on. There's always more to it than that”—Emily: Uh-huh.Corey: —“Because we don't hire malicious people and the people we have are competent for their role.” So, that goes a bit beyond that. We will never get into a scenario people do not make mistakes in a variety of different ways. So, that's not a helpful framing, it's a question of what—if they made a mistake, sure, what was it that brought them to that place because that's where it gets really interesting. The problem is when you're trying to figure out in a business context why a customer is super upset—if they're a major partner, for example—and there's a sense of, “All right, we're looking for a sacrificial lamb or someone that we can blame for this because we tend to think in relatively straight lines.”And in those scenarios, often, a nuanced understanding of the systemic failure modes within your organization that might wind up being useful in the mid to long-term are not helpful for the crisis there. So, trying to stuff too much into a given incident response might be a symptom there. I'm thinking of one or two incidents in the course of my later career that really had that stink to them, for lack of a better term. What's your take on the idea?Emily: I've been in a lot of incidents where it's the desire to be able to point and say a person made this mistake is high, it's definitely something that the, “organization”—and I put the organization in quotes there—and say technical leadership, or maybe PR or the comms team said like, “We're going to say, like, a person made this mistake,” when in reality, I mean, nine times out of ten, calling it a mistake is hindsight, right? Usually people—sometimes we know that we make a mistake and it's the recovery from that, that is response. But a lot of times we are making an informed decision, you know? An engineer has the information that they have available to them at the time and they're making an informed decision, and oh, no [laugh], it does not go as we planned, things in the system that we didn't fully understand are coexisting, it's a perfect storm of these events in order to lead to impact to this important customer.For me, I've been customer-facing for a very long time and I feel like from my observation, customers tend to—like if you say, like, “This person did something wrong,” versus, “We learned more about how the system works together and we understand how these kind of different pieces and mechanisms within our system are not necessarily single points of failure, but points at which they interact that we didn't understand could cause impact before, and now we have a better understanding of how our system works and we're making some changes to some pieces,” I feel like personally, as someone who has had to say that kind of stuff to customers a thousand times, saying, “It was a person who did this thing,” it shows so much less understanding of the event and understanding of the system than actually talking through the different components and different kind of contributing factors that were wrong. So, I feel like there's a lot of growth that we as an industry can could go from blaming things on an intern to actually saying, “No, we invested time and understanding how a single person could perform these actions that would lead to this impact, and now we have a deeper understanding of our system,” is in my opinion, builds a little bit more confidence from the customer side.Corey: This episode is sponsored in part by Honeycomb. I'm not going to dance around the problem. Your. Engineers. Are. Burned. Out. They're tired from pagers waking them up at 2 am for something that could have waited until after their morning coffee. They're fed up with relying on two or three different “monitoring tools” that still require them to manually trudge through logs to decipher what might be wrong. Simply put, there's a better way. Observability tools like Honeycomb show you the patterns and outliers of how users experience your code in complex and unpredictable environments so you can spend less time firefighting and more time innovating. It's great for your business, great for your engineers, and, most importantly, great for your customers. Try FREE today at honeycomb.io/screaminginthecloud. That's honeycomb.io/screaminginthecloud.Corey: I think so much of this is—I mean, it gets back to your question to me that I sort of dodged was I willing to talk about how my emotional state in these moments? And yeah, I was visibly sweating and very nervous and I've always been relatively okay with calling out the fact that I'm not in a great place at the moment, and I'm panicking. And it wasn't helped in some cases by, in those early days, the CEO of the company standing over my shoulder, coming down from the upstairs building to know what was going on, and everything had broken. And in that case, I was only coming in to do mop-up I wasn't one of the factors contributing to this, at least not by a primary or secondary degree, and it still was incredibly stress-inducing. So, from that perspective, it feels odd.But you also talk about ‘we,' in the sense of as an industry, as a culture, and the rest. I'm going to push back on that a little bit because there are still companies today in the closing days of 2022 that are extraordinarily far behind where many of us are at the companies we work for. And they're still stuck in the relative Dark Ages technically, were, “Well, are VMs okay, or should we stay on bare metal?” Is still the era that they're in, let alone cloud, let alone containerization, let alone infrastructure as code, et cetera, et cetera. I'm unconvinced that they have meaningfully progressed on the interpersonal aspects of incident management when they've been effectively frozen in amber from a technical basis.Emily: Mmm, I don't think that's fair [laugh].Corey: No. Excellent. Let's talk about that.Emily: [laugh]. I think just because an organization is still, like, maybe in DCs and using hardware and maybe hasn't advanced so thoroughly within the technical aspect of things, that doesn't necessarily mean that they haven't adopted new—Corey: Ah, very fair. Let me add one point of clarification, then, on this because what I'm talking about here is the fact there are companies who are that far behind on a technical basis, they are not necessarily one and the same, too—Emily: Correct.Corey: Because you're using older technology, that means your processes are stuck in the past, too.Emily: Right.Corey: But rather, just as there are companies that are anxious on the technology basis, there are also companies who will be 20 years behind in learnings—Emily: Yes.Corey: —compared to how the more progressive folks have already internalized some of these things ages ago. Blamelessness is still in the future for them. They haven't gotten there yet.Emily: I mean, yeah, there's still places that are doing root cause analysis, that are doing the five whys. And I think that we're doing our best [laugh]. I mean, I think it really takes—that's a cultural change. A lot of the actual change in approach of incident analysis and incident response is a cultural change. And I can speak from firsthand experience that that's really hard to do, especially from the inside it's very hard to do.So luckily, with the role that I'm in now at Jeli.io, I get to kind of support those folks who are trying to champion a change like that internally. And right now, my perspective is just trying to generate as much material for those folks to send internally, to say like, “Hey, there's a better way. Hey, there's a different approach for this that can maybe get us around these things that are difficult.” I do think that there's this tendency—and I've used this analogy before—is for us to think that our junk drawers are better than somebody else's junk drawers.I see an organization as just a junk drawer, a drawer full of weird odds and ends and spilled glue and, like, a broken box of tacks. And when you pull out somebody else's junk drawer, you're like, “This is a mess. This is an absolute mess. How can anyone live like this?” But when you pull out your own junk drawer, like, I know there are 17 rubber bands in this drawer, somehow. I am going to just completely rifle through this drawer until I find those things that I know are in here.Just a difference of knowing where our mess is, knowing where the bodies are buried, or the skeletons are in each closet, whatever analogy works best. But I think that some organizations have this thought process that—by organizations, I mean, executive leadership organizations are not an entity with an opinion, they're made up of a bunch of individuals doing [laugh] the work that they need to do—but they think that their problems are harder or more unique than at other organizations. And so, it's a lot harder to kind of help them see that, yes, there is a very unique situation, the way that your people work together with their technology is unique to every single different organization, but it's not that those problems cannot be solved in new and different ways. Just because we've always done something in this way does not mean that is the way that is serving us the best in this moment. So, we can experiment and we can make some changes.Especially with process, especially with the human aspect of things of how we talk to each other during incidents and how we communicate externally during incidents. Those aren't hard-coded. We don't have to do a bunch of code reviews and make sure it's working with existing integrations to be able to make those changes. We can experiment with that kind of stuff and I really would like to try to encourage folks to do that even though it seems scary because incidents are… [unintelligible 00:24:33] people think they're scary. They're not. They're [unintelligible 00:24:35].Corey: They seem to be. For a lot of folks, they are. Let's not be too dismissive on that.Emily: But we were both talking about panic [laugh] and the panic that we have felt during incidents. And I don't want to dismiss that and say that it's not real. But I also think that we feel that way because we're worried about how we're going to be judged for our involvement in them. We're panicking because, “Oh no, we have contributed to this in some way, and the fact that I don't know what to do, or the fact that I did something is going to reflect poorly on me, or maybe I'm going to get fired.” And I think that the panic associated with incidents also very often has to do with the environment in which you are experiencing that incident and how that is going to be accepted and discussed. Are you going to be blamed regardless of how, quote-unquote, “Blameless,” your organization is?Corey: I wish there was a better awareness of a lot of these things, but I don't think that we are at a point yet where we're there.Emily: No.Corey: How does this map what you do, day-to-day over at Jeli.io?Emily: It is what I do every single day. So, I mean, I do a ton of different things. We're a very small startup, so I'm doing a lot, but the main thing that I'm doing is working with our customers to tackle these hurdles within each of their organizations. Our customers vary from very small organizations to very, very large organizations, and working with them to find how to make movement, how to sell this internally, sell this idea of let's talk about our incidents a little bit differently, let's maybe dial back some of the hard-coded automation that we're doing around response and change that to speaking to each other, as opposed to, we need 11 emails sent automatically upon the creation of an incident that will automatically map to these three PagerDuty schedules, and a lot more of it can be us working through the issue together and then talking about it afterwards, not just in reference to the root cause, but in how we interfaced: how did it go, how did response work, as well as how did we solve the problem of the technical problem that occurred?So, I kind of pinch myself. I feel very lucky that I get to work with a lot of different companies to understand these human aspects and the technical aspects of how to do these experiments and make some change within organizations to help make incidents easier. That's the whole feeling, right? We were talking about the panic. It doesn't need to be as hard as it feels, sometimes. And I think that it can be easier than we let ourselves think.Corey: That's a good way of framing it. It just feels on so many levels like this is one of the hardest areas to build a company in because you're not really talking about fixing technical, broken systems out there. You're talking about solving people problems. And I have some software that solves your people problems, I'm not sure if that's ever been true.Emily: Yeah, it's not the software that's going to solve the people problems. It's building the skills. A lot of what we do is we have software that helps you immensely in the analysis process and build out a story as opposed to just building out a timeline, trying to tell, kind of, the narrative of the incident because that's what works. Like anthropologically, we've been conveying information through folklore, through tales, telling tales of things that happened in order to help teach people lessons is kind of how we've—oral history has worked for [laugh] thousands of years. And we aren't better than that just because we have technology, so it's really about helping people uncover those things by using the technology we have: pulling in Slack transcripts, and PagerDuty alerts, and Zoom transcripts, and all of this different information that we have available to us, and help people tell that story and convey that story to the folks that were involved in it, as well as other peoples in your organization who might have similar things come up in the future.And that's how we learn. That's how we teach. But that's what we learn. I feel like there's a big difference—I'm understanding, there's a big difference between being taught something and learning something because you usually have to earn that knowledge when you learn it. You can be taught something a thousand times and then you've learned that once.And so, we're trying to use those moments that we actually learn it where we earn that hard-earned information through an incident and tell those stories and convey that, and our team—the solutions team—is in there, helping people build these skills, teaching people how to talk to each other [laugh] and really find out this information during incidents, not after them.Corey: I really want to thank you for being as generous with your time as you have been. And if people want to learn more, where's the best place to find you?Emily: Oh. I was going to say Twitter, but… [laugh].Corey: Yeah, that's a big open question these days, isn't it? Assuming it's still there by the time this episode airs, it might be a few days between now and then. Where should they find you on Twitter, with a big asterisk next to it?Emily: It's at @themortalemily. Which, I started this by saying I like mess and I'm someone who loves incidents, so I'll be on Twitter [laugh].Corey: We're there to watch it all burn.Emily: Oh, I feel terrible saying that. Actually, if any Twitter engineers are listening to this, someone is found that the TLS certificate is going to expire at the end of this year. Please check Twitter for where that TLS certificate lives so that you all can renew that. Also, Jeli.io, we have a blog that a lot of us write, our solutions team, we—and honestly a lot of us, we tend to hire folks who have a lot of experience in incident response and analysis.I've never been a solutions engineer before in my life, but I've done a lot of incident response. So, we put up a lot of stuff and our goal is to build resources that are available to folks who are trying to make these changes happen, who are in those organizations where they're still doing five whys, and RCAs, and are trying to convince people to experiment and change. We have our Howie Guide, which is available for free. It's ‘How We Got Here' which is, like, a full, free incident analysis guide and a lot of cool blogs and stuff there. So, if you can't find me on Twitter, we're writing… things… there [laugh].Corey: We will, of course, put links to all of that in the [show notes 00:30:46]. Thank you so much for your time today. It's appreciated.Emily: Thank you, Corey. This was great.Corey: Emily Ruppe, solutions engineer at Jeli.io. I'm Cloud Economist Corey Quinn, and this is Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice, whereas if you've hated this episode, please leave a five-star review on your podcast platform of choice, along with an angry comment talking about how we've gotten it wrong and it is always someone's fault.Corey: If your AWS bill keeps rising and your blood pressure is doing the same, then you need The Duckbill Group. We help companies fix their AWS bill by making it smaller and less horrifying. The Duckbill Group works for you, not AWS. We tailor recommendations to your business and we get to the point. Visit duckbillgroup.com to get started.

Laura Maguire is a Researcher at Jeli.io, the first dedicated instant analysis platform that combines more comprehensive data to deliver more proactive solutions and identify problems. Victoria talks to Laura about incident management, giving companies a powerful tool to learn from their incidents, and what types of customers are ideal for taking on a platform like Jeli.io. Jeli.io (https://www.jeli.io/) Follow Jeli.io on Instagram (https://www.instagram.com/jeli_io/), Twitter (https://twitter.com/jeli_io) or LinkedIn (https://www.linkedin.com/company/jeli-inc/). Follow Laura Maguire on Twitter (https://twitter.com/LauraMDMaguire) or LinkedIn (https://www.linkedin.com/in/lauramaguire/). Follow thoughtbot on Twitter (https://twitter.com/thoughtbot) or LinkedIn (https://www.linkedin.com/company/150727/). Become a Sponsor (https://thoughtbot.com/sponsorship) of Giant Robots! Transcript: VICTORIA: This is the Giant Robots Smashing Into Other Giant Robots Podcast, where we explore the design, development, and business of great products. I'm your host, Victoria Guido. And with me today is Laura Maguire, Researcher at Jeli, the first dedicated instant analysis platform that combines more comprehensive data to deliver more proactive solutions and identify problems. Laura, thank you for joining me. LAURA: Thanks for having me, Victoria. VICTORIA: This might be a very introductory level question but just right off the bat, what is an incident? LAURA: What we find is a lot of companies define this very differently across the space, but typically, it's where they are seeing an impact, either a customer impact or a degradation of their service. This can be either formally, it kind of impacts their SLOs or their SLAs, or informally it's something that someone on the team notices or someone, you know, one of their users notice as being degraded performance or something not working as intended. VICTORIA: Gotcha. From my background being in IT operations, I'm familiar with incidents, and it's been a practice in IT for a long time. But what brought you to be a part of building this platform and creating a product around incidents? LAURA: I am a, let's say, recovering safety professional. VICTORIA: [chuckles] LAURA: I started my career in the safety and risk management realm within natural resource industries in the physical world. And so I worked with people who were at the sharp end in high-risk, high-consequence type work. And they were really navigating risk and navigating safety in the real world. And as I was working in this domain, I noticed that there was a delta between what was being said, created safety, and helped risk management and what I was actually seeing with the people that I was working with on the front lines. And so I started to pull the thread on this, and I thought, is work as done really the same as work as written or work as prescribed? And what I found was a whole field of research, a whole field of practice around thinking about safety and risk management in the world of cognitive work. And so this is how people think about risk, how they manage risk, and how do they interpret change and events in the world around them. And so as I started to do my master's degree in human factors and system safety and then later my Ph.D. in cognitive systems engineering, I realized that whether you are on the frontlines of a wildland fire or you're on the frontlines of responding to an incident in the software realm, the ways in which people detect, diagnose, and repair the issues that they're facing are quite similar in terms of the cognitive work. And so when I was starting my Ph.D. work, I was working with Dr. David Woods at the Cognitive Systems Engineering Lab at The Ohio State University. And I came into it, and I was thinking I'm going to work with astronauts, or with fighter pilots, or emergency room doctors, these really exciting domains. And he was like, "We're going to have you work with software engineers." And at first, I really failed to see the connection there, but as I started to learn more about site reliability engineering, about DevOps, about the continuous deployment, continuous integration world, I realized software engineers are really at the forefront of managing critical digital infrastructure. They're keeping up the systems that run society, both for recreation and pleasure in the sense of Netflix, for example, as well as the critical functions within society like our 911 call routing systems, our financial markets. And so the ability to study how software engineers detect outages, manage outages, and work together collaboratively across the team was really giving us a way to study this kind of work that could actually feed back into other types of domains like emergency response, like emergency rooms, and even back to the fighter pilots and astronauts. VICTORIA: Wow, that's so interesting. And so is your research that went into your Ph.D. did that help you help define the product strategy and kind of market fit for what you've been building at Jeli? LAURA: Yeah, absolutely. So Nora Jones, who is the founder and CEO of Jeli, reached out to me at a conference and told me a little bit about what she was thinking about, about how she wanted to support software engineers using a lot of this literature and a lot of the learnings from these other domains to build this product to help support incident management in software engineering. So we base a lot of our thinking around how to help support this cognitive work and how to help resilient performance in these very dynamic, these very changing large scale, you know, distributed software systems on this research, as well as the research that we do with our own users and with our own members from learning from incidents in software engineering Slack community that Nora and several other fairly prominent names within the software community started, Lorin Hochstein, John Allspaw Dr. Richard Cook, Jessica DeVita, Ryan Kitchens, and I may be missing someone else but...and myself, oh, Will Galego as well. Yeah, we based a lot of our understandings, really deep qualitative understandings of what is work like for software engineers when they're, you know, in continuous deployment type environments. And we've translated this into building a product that we think helps but not hinders by getting in the way of engineers while they're under time pressure and there's a lot of uncertainty. And there's often quite a bit of stress involved with responding to incidents. VICTORIA: Right. And you mentioned resilience engineering. And for those who don't know, David Woods, who you worked on with your Ph.D., wrote "Resilience Engineering: Concepts and Precepts." So maybe you could talk a little bit about resilience engineering and what that really means, not just in technology but in the people who were running the tools, right? LAURA: Yeah. So resilience engineering is different from how we think about protecting and defending our software systems. And it's different in the sense that we aren't just thinking about how do we prevent incidents from happening again, like, how do we fix things that have happened to us in the past? But how do we better understand the ways in which our systems operate under a wide variety of conditions? So that includes normal operating conditions as well as abnormal or anomalous operating conditions, such as an incident response. And so resilience engineering was kind of this way of thinking differently about predicting failure, about managing failure, and navigating these kinds of worlds. And one of the fundamental differences about it is it sees people as being the most adaptive component within the system of work. So we can have really good processes and practices around deploying code; we can institute things like cross-checking and peer review of code; we can have really good robust backup and failover systems, but ultimately, it's very likely that in these kinds of complex and adaptive always-changing systems that you're going to encounter problems that you weren't able to anticipate. And so this is where the resilience part comes in because if you're faced with a novel problem, if you're faced with an issue you've never seen before, or a hidden dependency within your system, or an unanticipated failure mode, you have to adapt. You have to be able to take all of the information that's available to you in the moment. You have to interpret that in real-time. You have to think of who else might have skills, knowledge, expertise, access to information, or access to certain kinds of systems or software components. And you have to bring all of those people together in real-time to be able to manage the problem at hand. And so this is really quite a different way of thinking about supporting this work than just let's keep the runbooks updated, and let's make sure that we can write prescriptive processes for everything that we're going to encounter. Because this really is the difference that I saw when I was talking about earlier about that work is done versus work is prescribed. The rules don't cover all of the situations. And so you have to think of how do you help people adapt? How do you help people access information in real-time to be able to handle unforeseen failures? VICTORIA: Right. That makes a lot of sense. It's an interesting evolution of site reliability engineering where you're thinking about the users' experience of your site. It's also thinking about the people who are running your site and what their experience is, and what freedom they have to be able to solve the problems that you wouldn't be able to predict, right? LAURA: Yeah, it's a really good point, actually, because there is sort of this double layer in the product that we are building. So, as you mentioned earlier, we are an incident analysis platform, and so what does that mean? Well, it means that we pull in data whenever there's been an incident, and we help you to look at it a little bit more deeply than you may if you're just following a template and sort of reconstructing a timeline. And so we pull in the actual Slack data that, you know, say, an ops channel or an incident channel that's been spun up following a report of a degraded performance or of an outage. And we look very closely at how did people talk to one another? Who did they bring into the incident? What kinds of things did they think were relevant and important at different points in time? And in doing this, it helps us to understand what information was available to people at different points in time. Because after the incident and after it's been resolved, people often look back and say, "Oh, there's nothing we can learn from that. We figured out what it was." But if we go back and we start looking at how people detected it, how they diagnosed it, who they brought into the event, we can start to unpack these patterns and these ways of understanding how do people work together? What information is useful at different points in time? Which helps us get a deeper understanding of how our systems actually work and how they actually fail. VICTORIA: Right. And I see there are a few different ways the platform does that: there's a narrative builder, a people view, and also a visual timeline. So, do you find that combining all those things together really gives companies a powerful tool to learn from their incidents? LAURA: Yeah. So let me talk a little bit about each of those different components. Our MVP of the product we started out with this understanding of the incident analyst and the incident investigator who, you know, was ready to dive in and ready to understand their incident and apply some qualitative analysis techniques to thinking about their incidents. And what we found was there are a number of these people who are really interested in this deep dive within the software industry. But there's a broader subset of folks that they work with who maybe only do these kinds of incident analysis every once in a while, and they're not as interested in going quite as deep. And so the narrative builder is really this kind of bridge between those two types of users. And what it does is helps construct a timeline which is typically what most companies do to help drive the discussion that they might have in a post-mortem or to drive their kind of findings in their summary report. And it helps them take this closer look at the interactions that happened in that slack transcript and raise questions about what kinds of uncertainties there were, point out who was involved, or interesting aspects of the event at that point in time. And it helps them to summarize what was happening. What did people think was happening at this point in time to create this story about the incident? And the story element is really important because we all learn from stories. It helps bring to life some of the details about what was hard, who was involved, how did they get brought in, what the sources of technical failure were, and whether those were easy or difficult to understand and to repair once the source of the failure was actually understood. And so that narrative builder helps reconstruct this timeline in a much richer way but also do it very efficiently. And as you mentioned, the visual timeline is something that we've created to help that lightweight user or that every once in a while user to go a little bit deeper on their analysis. And how we do that is because it lays out the progression of the event in a way that helps you see, oh, this maybe wasn't straightforward. We didn't detect it in the beginning, and then diagnose it, and then repair it at the end. What happened actually was the detection was intermittent. The signals about what was going wrong was intermittent, and so that was going on in parallel with the diagnosis. The diagnosis took a really long time, and that may have been because we can also see the repair was happening concurrently. And so it starts to show these kinds of characteristics about whether the incident was difficult, whether it was challenging and hard, or whether it was simple and straightforward. This helps lend a bit more depth to metrics like MTTR and TTD by saying, oh, there was a lot more going on in this incident than we initially thought. The last thing that you mentioned was the people view, and so that really sets our product apart from other products in that we look at the sociotechnical system. So it's not just about the software that broke; it is about who was involved in managing that system, in repairing that system, and in communicating about that system outwardly. And so the people view this kind of pulls in some HR data. It helps us to understand who was involved. How long have they been in their role? Were they on-call? Were they not on-call? And other kinds of irrelevant details that show us what was their engagement or their interaction with this event. And so when we start to bring in the socio part of the sociotechnical system, we can identify things like what knowledge do we have within the organization? Is that knowledge well-distributed, or is it just isolated in one or two people? And so those people are constantly getting pulled into incidents when they may be not on-call, which can start to show us whether or not these folks are in danger of burning out or whether their knowledge might need to be transferred more broadly throughout the organization. So this is kind of where the resilience piece comes in because it helps us to distribute knowledge. It helps us to identify who is relevant and useful and how do they partner and collaborate with other people, and their knowledge and skill sets to be able to manage some of the outages that they face? VICTORIA: That's wonderful because one of my follow-up questions would be, as a CEO, as a founder, what kind of insights or choices do you get to make now that you have this insight to help make your team more resilient? [laughs] LAURA: So if this is a manager, or a founder, or a CEO that is looking at their data in Jeli, they can start to understand how to resource their teams more appropriately, as I mentioned, how to spread that knowledge around. They can start to see what parts of their system are creating the most problems or what parts of their system do they have maybe less insight into how it works, how it interacts with other parts of the system, and what this actually means for their ability to meet their SLOs or their SLAs. So it gives you a more in-depth understanding of how your business is actually operating on both the technical side of things, as well as on the people side of things. VICTORIA: That makes a lot of sense. Thank you for that overview of the platform. There's the incident analysis platform, and you also have the bot, the response chatbot. Can you tell me a little bit more about that? LAURA: Yeah, absolutely. We think that incident management should be conducted wherever your work actually takes place, and so for most of our customers and a lot of folks that we know about in the industry, that's Slack. And so, if you are communicating in real-time with your team in Slack, we think that you should stay there. And so, we built this incident management bot that is free and will be free for the lifetime of the product. Because we think that this is really the fundamental basis for helping you manage your incidents more efficiently and more effectively. So it's a pretty lightweight bot. It gives kind of some guardrails or some guidance around collaboration by spinning up a new incident channel, helping you to bring the right kinds of responders into that, helping you to communicate to interested stakeholders by broadcasting to channels they might be in. It kind of nudges you to think about how to communicate about what's happening during different stages of the event progression. And so it's prompting you in a very lightweight way; hey, do you have a status update? Do you have a summary of what the current thinking is? What are the hypotheses about what's going on? Who's conducting what kinds of activities right now? So that if I'm a responder that's coming into the event after 20-30 minutes after it started, I can very quickly come up to speed, understand what's going on, who's doing what, and figure out what's useful for me to do to help step in and not disrupt the incident management that's underway right now. Our users can choose to use the bot independently of the incident analysis platform. But of course, being able to ingest that incident into Jeli it helps you understand who's been involved in the incident, if they've been involved in similar incidents in the past, and helps them start to see some patterns and some themes that emerge over time when you start to look at incidents across the organization. VICTORIA: That makes sense. And I love that it's free and that there's something for every type of organization to take advantage of there. And I wonder if at Jeli you have data about what type of customer is it who'd be targeted or really ideal to take on this kind of platform. LAURA: So most organizations...I was actually recently at SREcon EMEA, and there was a really interesting series of talks; one was SRE for Enterprise, and the next talk was SRE for Startups. And so it was a very thought-provoking discussion around is SRE for everyone, so site reliability engineering? Even smaller teams are starting to have to be responsible for reliability and responsible for running their service. And so we kind of have built our platform thinking about how do we help not just big enterprises or organizations that may have dedicated teams for this but also small startups to learn from their incidents. So internally, we actually call incidents opportunities as in they are learning opportunities for checking out how does your system actually work? How do your people work together? What things were difficult and challenging about the incident? And how do you talk about those things as a team to help create more resilient performance in future? So in terms of an ideal customer, it's really folks that are interested in conducting these sort of lightweight but in-depth looks at how their system actually works on both the people side of things and the technical side of things. Those who we found are most successful with our product are interested in not so much figuring out who did the thing and who can they blame for the incident itself but rather how do they learn from what happened? And would another engineer, or another product owner, another customer service representative, whoever the incident may be sort of focused around, would another person in their shoes have taken the same actions that they took or made the same decisions that they made? Which helps us understand from a systems level how do we repair or how do we adjust the system of work surrounding folks so that they are better supported when they're faced with uncertainty, or with that kind of time pressure, or that ambiguity about what's actually going on? VICTORIA: And I love that you said that because part of the reason [laughs] I invited you on to the podcast is that a lot of companies I have experience with don't think about incidents until it happens to them, and then it can be a scramble. It can impact their customer base. It can stress their team out. But if you go about creating...the term obviously you all use is psychological safety on your team, and maybe you use some of the free tools from Jeli like the Post-Incident Guide and the Incident Analysis 101 blog to set your team up for success from the beginning, then you can increase your customer loyalty and your team loyalty as well to the company. Is that your experience? LAURA: Yeah, absolutely. So one thing that I have learned throughout my career, you know, starting way back in forestry and looking at safety and risk in that domain, was as soon as there is an accident or even a serious near miss, right away, everybody gets sweaty palms. Everybody is concerned about, uh-oh, am I going to get blamed for this? Am I going to get fired? Am I going to get publicly shamed for the decisions that I made when I was in this situation? And what that response, that reaction does is it drives a lot of the communication and a lot of the understanding of the conditions that that person was in. It drives that underground. And it's important to allow people to talk about here's what I was seeing, here's what I was experiencing because, in these kinds of complex systems, information is not readily available to people. The signals are not always coming through loud and clear about what's going on or about what the appropriate actions to take are. Instead, it's messy; it's loud, it's noisy. There are usually multiple different demands on that person's attention and on their time, and they're often managing trade-offs: do I keep the system down so that I can gather more information about what's actually going on, or do I just try and bring it up as quickly as I can so that there's less impact to users? Those kinds of decisions are having to be made under pressure. So when we create these conditions of psychological safety, when we say you know what? This happened. We want to learn from it. We've already made this investment. Richard Cook mentioned in the very first SNAFU Catchers Report, which was a report that came out of Ohio State, that incidents are unplanned investments into understanding how your system works. And so you've already had the incident. You've already paid the price of that downtime or of that outage. So you might as well extract some learning from it so that you can help create a safer and more resilient system in the future. So by helping people to reconstruct what was actually happening in real-time, not what they were retrospectively saying, "Oh, I should have done this," well, you didn't do that. So let's understand why you thought at that moment in time that was the right way to respond because, more than likely, other people in that same position would have made that same choice. And so it helps us to think more broadly about ways that we can support decision-making and sense-making under conditions of stress and uncertainty. And ultimately, that helps your system be more resilient and be more reliable for your customers. VICTORIA: What a great reframing: unplanned investment. [laughs] And if you don't learn from it, then you're going to lose out on what you've already invested that time in resolving it, right? LAURA: Absolutely. MID-ROLL AD: Are you an entrepreneur or start-up founder looking to gain confidence in the way forward for your idea? At thoughtbot, we know you're tight on time and investment, which is why we've created targeted 1-hour remote workshops to help you develop a concrete plan for your product's next steps. Over four interactive sessions, we work with you on research, product design sprint, critical path, and presentation prep so that you and your team are better equipped with the skills and knowledge for success. Find out how we can help you move the needle at: tbot.io/entrepreneurs. VICTORIA: Getting more into that psychological safety and how to create that culture where people feel safe telling about what really happened, but how does that relate to...Jeli says that they are a people software. [laughs] Talk to me more about that. Like, what advice do you give founders and CEOs on how to create that psychological safety which makes them be more resilient in these types of incidents? LAURA: So you mentioned the Howie Guide that we published last year, and this is our guidance around how to do incident analysis, how to help your team start to learn from their incidents, and Howie stands for how we got here. And that's really important, that language because what it says is there's a history that led up to this incident. And most teams, when they've had an outage, they'll kind of look backwards from that outage, maybe an hour, maybe a day, maybe to the last deploy. But they don't think about how the decisions got made to use that piece of software in the first place. They don't think about how did engineers actually get on-boarded to being on-call. They don't necessarily think about what kinds of skills, and knowledge, and expertise when we're hiring a DevOps engineer, and I'm using air quotes here or an SRE. What kinds of skills and knowledge do they actually have? Those are very broad terms. And what it means to be a DevOps engineer or an SRE is quite underspecified. And so the knowledge behind the folks that you might hire into the company is going to necessarily be very diverse. It's going to be partial and incomplete in many ways because not everyone can know everything about the system. And so, we need to have multiple diverse perspectives about how the system works, how our customers use that system, what kinds of pressures and constraints exist within our company that allow us some possibilities over others. We need to bring all of those perspectives together to get a more reflective picture of what was actually happening before this incident took place and how we actually got here. This reframing helps a lot of people disarm that initial defensiveness response or that initial, oh, shoot; I'm going to get in trouble for this kind of response. And it says to them, "Hey, you're a part of this bigger system of work. You are only one piece of this puzzle. And what we want to try and do is understand what was happening within the company, not just what you did, what you said, and what you decided." So once people realize that you're not just trying to find fault or place blame, but you're really trying to understand their work, and you're trying to understand their work with other teams and other vendors, and trying to understand their work relative to the competing demands that were going on, so those are some of the things that help create psychological safety. About ten years ago, John Allspaw and the team at Etsy put out The Etsy Debriefing Facilitation Guide, which also poses a number of questions and helps to frame the post-incident learnings in a way that moves it from the individual and looks more collectively at the company as a whole. And so these things are helpful for founders or for CEOs to help bring forward more information about what's really going on, more information about what are the real risks and threats and opportunities within the company, and gives you an opportunity to step back and do what we call microlearning, which is sharing knowledge about how the system works, sharing understandings of what people think is going on, and what people know about the system. We don't typically talk about those things unless there's a reason to, and incidents kind of give us that reason because they're uncomfortable and they can be painful. They can be very public. They can be very disruptive to what we think about how resilient and reliable we actually are. And so if you can kind of step away from this defensiveness and step away from this need to place blame and instead try and understand the conditions, you will get a lot more learning and a lot more resilience and reliability out of your teams and out of your systems. VICTORIA: That makes sense to me. And I'd like to draw a connection between that and some other things you mentioned with The 2022 Accelerate State of DevOps Report that highlights that the people who are often responding to those incidents or in that high-stress situation tend to be historically underrepresented or historically excluded groups. And so do you see that having this insight into both who is actually taking on a lot of the work when these incidents happen and creating that psychological safety can make a better environment for diversity, equity, inclusion at a company as well? LAURA: Well, I think anytime you work to establish trust and transparency, and you focus on recognizing the skills that people do have, the knowledge that they do have, and not over assuming that someone knows something or that they have been involved in the discussions that may have been relevant to an incident, anytime you focus on that trust and transparency you are really signaling to people within your organization that you value their contributions and that you recognize that they've come to work and trying to do a good job. But they have multiple competing demands on their attention and on their time. And so we're not making assumptions about people being complacent, or people being reckless or being sloppy in their work. So that creates an environment where people feel more willing to speak up and to talk about some of the challenges that they might face, to talk about the ways in which it's not clear to them how certain parts of the system work or how certain teams actually operate. So you're just opening the channels for communication, which helps to share more knowledge. It helps to share more information about what teams are doing at different points in time. And this helps people to preemptively anticipate how a change that they might be making in their part of the system could be influencing up or downstream teams. And so this helps create more resilience because now you're thinking laterally about your system and about your involvement across teams and across boundary lines. And an example of this is if a marketing team...this is a story that Nora tells quite a bit; if a marketing team is, say, launching a Super Bowl commercial for their company but they don't actually tell the engineers on-call that that is about to happen, you can create all sorts of breakdowns when all of a sudden you have this surge of traffic to your website because people see the Super Bowl commercial and they want to go to the site. And then you have a single person who's trying to respond to that in real-time. So, instead, when you do start thinking about that trust and transparency, you're helping teams to help each other and to think more broadly about how their work is actually impacting other parts of the system. So from a diversity and inclusion and underrepresented groups perspective, this is creating the conditions for more people to be involved, more people to feel like their voice is going to be heard, and that their perspective actually matters. VICTORIA: That sounds really powerful, and I'm glad we were able to touch on that. Shifting gears a little bit, I wanted to talk about two different questions; so one is if you could travel back in time to when Jeli first started, what advice would you give yourself, your past self? LAURA: I would encourage myself to recognize that our ability to experiment is fundamental to our ability to learn. And learning is what helps us to iterate faster. Learning is what helps us to reflect on the tool that we're building or the feature that we're building and what this actually means to our users. I actually copped that advice to myself from CEO Zoran Perkov of the Long-Term Stock Exchange. They launched a whole new stock market during the pandemic with a fully remote team. And I had interviewed him for an article that I wrote about resilient leadership. And he said to me, like, "My job as a CEO is 100% about protecting our ability to experiment as a company because if we stop learning, we're not going to be able to iterate. We're not going to be able to adapt to the changes that we see in the market and in our users." So I think I would tell myself to continually experiment. One of the things that I talk to our customers about a lot because many of them are implementing new incident management programs or they're trying to level up their engineering teams around incident analysis, and I would say, "This doesn't have to be a fully-fleshed out program where you know all of the ways in which this is going to unfold." It's really about trying experiments, conduct some training, start small. Do one incident analysis on a really particularly spicy incident that you may have had or a really challenging incident where a lot of people were surprised by what happened. Bring together that group and say, "Hey, we're going to try something a little bit different here. We'll use some questions from the Howie Guide. We'll use the format and the structure from the Etsy Debriefing Guide. And we're just going to try and learn what we can about this event. We're not going to try and place blame. We're not going to try and generate corrective actions. We just want to see what we can learn from this." Then ask people that were involved, "How did this go? What did we learn from it? What should we do differently next time?" And continually iterate on those small, little experiments so that you can grow your product and grow your team's capacity. I think it took us a little bit of time to figure that out within the organization, but once we did, we were just able to collaborate more effectively work more effectively by integrating some of the feedback that we were getting from our users. And then the last piece of advice that I would give myself is to really invest in cross-discipline coordination and collaboration. Engineers, designers, researchers, CEOs they all have a different view of the product. They all have a different understanding of what the goals and priorities are. And those mental models of the product and of what the right thing to do is are constantly changing. And they all have different language that they use to talk about the product and to talk about their processes for integrating this understanding of the changing conditions and the changing user into the product. And so I would say invest in establishing common ground across the different disciplines within your team to be able to talk about what people are seeing, to be able to stop and identify when we're making assumptions about what other people know or what other people's orientation towards the problem or towards the product are. And spend a little bit of time saying, "When I say this is important, I'm saying it's important because of XYZ, not just this is important." So spending a little bit of time elaborating on what your mental model is and where you're drawing from can help the teams work more effectively together across those disciplines. VICTORIA: That's pretty powerful advice. You're iterating and experimenting at Jeli. What's on the horizon that you are...what new experiments are you excited about? LAURA: One of the things that has been front and center for us since we started is this idea of cross-incident analysis. And so we've kind of built out a number of different features within the product, being able to help tag the incident with the relevant services and technologies that were involved, being able to identify which teams were involved, and also being able to identify different kinds of themes or patterns that emerge from individual incidents. So all of this data that we can get from mostly just from the ingested incident itself or from the incident that you bring into Jeli but also from the analysis that you do on it this helps us start to be able to see across incidents what's happening not just with the technical side of things. So is it always Travis that is causing a problem? Are there components that work together that kind of have these really hidden and strange interdependencies that are really hard for the team to actually cope with? What kinds of themes are emerging across your suite of opportunities, your suite of incidents that you've ingested? Some of the things that we're starting to see from those experiments is an ability to look at where are your knowledge islands within your organization? Do you have an engineer who, if they were to leave, would take the majority of your systems knowledge about your database, or about your users, or about some critical aspect of your system that would disappear with all of that tacit knowledge? Or are there engineers that work really effectively together during really difficult incidents? And so you can start to unpack what are these characteristics of these people, and of these teams, and of these technologies that offer both opportunities or threats to your organization? So basically, what we're doing is we're helping you to see how your system performs under different kinds of conditions, which I think as a safety and risk professional working in a variety of different domains for the last 15 years, I think this is really where the rubber hits the road in helping teams be more reliable, and be more resilient, and more proactive about where investments in maintenance, or training, or headcount are going to have the biggest bang for your buck. VICTORIA: That makes a lot of sense. In my experience, sometimes those decisions are made more on intuition or on limited data so having a more full picture to rely on probably produces better results. [laughs] LAURA: Yeah, and I think that we all want to be data-driven, thinking about not only the quantitative data is how many incidents do we have around certain parts of the system, or certain teams, or certain services? But also, the qualitative side of things is what does this actually mean? And what does this mean to our ability to grow and change over time and to scale? The partnership of that quantitative data and qualitative data means we're being data-driven on a whole other level. VICTORIA: Wonderful. And it seems like we're getting close to the end of our time here. Is there anything else you want to give as a final takeaway to our listeners? LAURA: Yeah. So I think that we are, you know, as a domain, as a field, software engineering is increasingly becoming responsible for not only critical infrastructure within society, but we have a responsibility to our users and to each other within our companies to help make work better, help make our services more reliable and more resilient over time. And there's a variety of lessons that we can learn from other domains. As I mentioned before, aviation, healthcare, nuclear power all of those kinds of domains have been thinking about supporting cognitive work and supporting frontline operators. And we can learn from this history and this literature that exists out there. There is a GitHub repo that Lorin Hochstein has curated with a number of other folks with the industry that points to some of these resources. And as well, we'll be hosting the first Learning From Incidents in Software Engineering Conference in Denver in February, February 15 and 16th. And one feature of this conference that I'm super excited about is affectionately called CasesConf. And it is going to be an opportunity for software engineers from a variety of organizations to tell real stories about incidents that they had, how they handled them, what was challenging, what went surprisingly well, and just what is actually going on within their organizations. And this is kind of a new thing for the software industry to be talking very publicly about failures and sharing the messy details of our incidents. This won't be a recorded part of the conference. It is going to be conducted under the Chatham House Rule, which is participants who are in the room while these stories are being told can share some of the stories but not any identifying details about the company or the engineers that were involved. And so this kind of real-world situations helps us to, as I talked about before, with that psychological safety, helps us to say this is the reality of operating complex systems. They're going to fail. We're going to have to learn from them. And the more that we can talk at an industry level about what's going on and about what kinds of things are creating problems or opportunities for each other, the more we're going to be able to lift the bar for the industry as a whole. So you can check out register.learningfromincidents.io for more information about the conference. And we can link Lorin's resilience engineering GitHub repo in the notes as well. VICTORIA: Wonderful. Well, I was looking for an excuse to come to Denver in February anyways. LAURA: We would love to have ya. VICTORIA: Thank you. And thank you so much for taking time to share with us today, Laura. You can subscribe to the show and find notes along with a complete transcript for this episode at giantrobots.fm. If you have questions or comments, email us at hosts@giantrobots.fm. And you can find me on Twitter @victori_ousg. This podcast is brought to you by thoughtbot and produced and edited by Mandy Moore. Thanks for listening. See you next time. ANNOUNCER: This podcast was brought to you by thoughtbot. thoughtbot is your expert design and development partner. Let's make your product and team a success. Special Guest: Laura Maguire.

Jeli jsme hrát o Vánocích s kapelou do Maďarska. Na slovensko-maďarské hranici začal celník zdlouhavě srovnávat naše zvalchované obličeje s fotkami v pasech, nechal nás vytahat všechny nástroje z futrálů a do toho říkal s vážnou tváří: „Das ist nich gut car.“

Nora Jones has been in tech her entire career. She originally thought she was going to get into hardware, but was always focused on reliability and safety. She has quite the track record, in regards to companies she has worked for - Jet.com, Netflix, and Slack. She lives in Denver, and likes to get outside and do dangerous activities (post studying the risk of course). She loves to ski, and really digs Telluride and Steamboat when she can make the drive.Through her time at other companies, Nora realized that the industry spends little time looking back on our past mistakes. She figured out that there was a solid market for people wanting to understand their incidents better, and started building something on the side, which eventually became her focus.This is the creation story of Jeli.io.SponsorsAirbyteDopplerHost.ioIPInfomablSupportZebraLinksWebsite: https://www.jeli.io/LinkedIn: https://www.linkedin.com/in/norajones1/Support this podcast at — https://redcircle.com/code-story/donationsAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Zažili jste někdy hudební lázeň? Já letos ano - vystřelila mě do vesmíru, a právě proto je hostem tohoto dílu podcastu Martina Jeličić, žena, která mě hudební lázní provázela a provází další. SPOLU otevíráme její cestu k hudbě, která jde ruku v ruce s její cestou k sobě, k sebepoznání. Povídáme si o zvuku, vibraci, frekvenci. Martina blíže popisuje princip hudebních lázní, proč jsou jednou z možností sebepéče, hluboké relaxace a cestou do jiného časoprostoru. Sdílíme ale hodně i z vlastního života, postřehy, střípky a jsme k nezastavení. :D Přeji vám příjemný poslech. BONUS: Online Hudební lázeň "Do postele" s Martinou Jeličić SLEVA 50 % pro komunitu Nastav dUŠI Více zde: https://herohero.co/nastavdusi Martina Jeličić https://www.soundtherapy.cz/ Martina Jeličić na IG https://www.instagram.com/soundtherapy_cz/ Podcast #NastavdUŠI​ najdete na Spotify, Apple Podcasts a dalších vámi oblíbených platformách. https://www.nastavdusi.online/ --- Send in a voice message: https://anchor.fm/nastavdusi/message

Legendarni Žika Jelić iz YU Grupe gost je novog podcasta "Život na srpskom". YU Grupa će 10. septembra održati na Tašmajdanu koncert kojim obeležava 50 godina rada. Zapravo, prošlo je i više od toga, a u razgovoru sa Žikom Jelićem vraćamo se još dalje u prošlost, na vreme odrastanja u novobeogradskim Paviljonima, kupovinu prvog motora i sad već legendarnu svirku u zemunskoj Sinagogi na kojoj je bend braće Jelić dobio ime - po predlogu momka iz publike. Od vremena kad su počeli da sviraju, mnogo toga se menjalo, a YU Grupa je danas poslednji preživeli imenjak nekadašnje države. "Nikad nismo razmišljali o tome da promenimo ime, mada nam ništa dobro nije donelo u doba rasturanja bivše Jugoslavije. Ali i to smo izdržali", kaže Žika Jelić, koji uskoro puni 80 godina. Osvrće se na pesme YU Grupe, ali i na opasne situacije koje je preživeo (na motoru i na bini), a koje su duhovito opisane u pesmi "A banki je 7". "Na neki neobjašnjiv način ja sam odlazio i vraćao se... Ako bih stalno brinuo, onda bih poludeo, tako da je bolje kad se šalimo", zaključuje Žika. Autorka podcasta "Život na srpskom" je Ana Kalaba. *** „Život na srpskom“ je lifestyle podcast u kojem novinarka Ana Kalaba razgovara s gostima o malim-velikim stvarima koje čine živote nas običnih smrtnika u zemlji Srbiji, nekad tako specijalnim, nekad tragikomičnim, čak apsurdnim. Ideja je da to bude prostor gde se razbijaju neke predrasude i otvaraju novi vidici. Jeste li dovoljno otvoreni?

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