Podcast appearances and mentions of John Hunter

Step into a treasure trove of rare stories, photos, and audio clips as Bill Scherkenbach shares his decades with Dr. Deming. From boardrooms to sleigh rides, discover the moments, minds, and memories that shaped modern quality thinking, told by someone who lived it. A powerful blend of insight, humor, and history you won't want to miss. (You can see the slides from the podcast here.) TRANSCRIPT 0:00:02.4 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today, I'm continuing my discussion with Bill Scherkenbach, a dedicated protégé of Dr. Deming since 1972. Bill met with Dr. Deming more than a thousand times and later led statistical methods and process improvement at Ford and GM at Deming's recommendation. He authored 'The Deming Route to Quality and Productivity' at Deming's behest and at 79 is still championing his mentor's message. Learn, have fun, and make a difference. Bill, take it away.   0:00:41.2 Bill Scherkenbach: Well, thank you. Thank you, Andrew. It's an honor to be asked back. Many places don't.   0:00:48.7 Andrew Stotz: I really enjoyed our first discussion, and particularly towards the end of it, it got a little personal and emotional, and I appreciate that you shared your journey. That was amazing.   0:01:00.9 Bill Scherkenbach: Thank you. Thank you. It is personal.   0:01:05.2 Andrew Stotz: Yeah.   0:01:05.4 Bill Scherkenbach: But today, along that wavelength, I brought some pictures or photos and letters and audios of my association with Dr. Deming. So, if you might bring them up, we can start the commenting.   0:01:27.9 Andrew Stotz: Wonderful. Well, hopefully you see a screen now up.   0:01:34.8 Bill Scherkenbach: Yes. Yep.   0:01:35.8 Andrew Stotz: Okay. And for the audience, just to let you know, for the listeners, we're going to show these and I'll try to explain a little bit about what we're talking about because you're not going to be able to see the pictures. But the first thing is the title is An Insider's View of Deming. Learn, have fun, make a difference. And we see a great picture on the left-hand side, and then I threw in a picture of a Lincoln Continental, which we're going to talk about later, which is kind of fun. But maybe you can take it from there, Bill.   0:02:07.2 Bill Scherkenbach: Yeah. Well, we can talk a little bit later on on that, but this is a picture of me and my wife, Mary Ellen, with Dr. Deming having fun. We were at a restaurant in Northville called Elizabeth's, and it's something that he enjoyed to do just about every evening.   0:02:31.3 Andrew Stotz: Great. Well, what a kickoff. So let's go to the next one. And you guys all look great in that photo.   0:02:38.2 Bill Scherkenbach: Thank you. Thank you. Thank you. Yeah. This is a letter that I received from Dr. Deming back in May of '85, auspicious because the letter dated 13 May, that's my birthday. But for those who cannot read it, should I read the letter for you?   0:03:05.2 Andrew Stotz: Either you or I can read it for you. You tell me.   0:03:08.3 Bill Scherkenbach: Okay. Well, yeah. Why don't you read it?   0:03:10.9 Andrew Stotz: Okay. So, the letter is addressed to a particular person. It says, this is written by Dr. Deming, this acknowledges your kind letter of the 29th April. He that depends solely on statistical process control will be out of a job in three years. The record is clear, the record is clean, no exceptions. A whole program of improvement of quality and productivity is necessary, and it requires that top management learn what their job is. No part of the program will by itself suffice. Your letter does not describe your program, hence comment is difficult. I am happy to learn that Bill Scherkenbach will work with you. His achievements are renowned. He is excelled by nobody. I am sure that you will follow his guidance, not only while he is there with you, but from that then on out. I send best wishes and remain yours sincerely, W. Edwards Deming.   0:04:19.2 Bill Scherkenbach: Yes. I did spend a week with this organization, and as Deming said, and in many, many cases, the local management or local part of the organization get very enthusiastic, but the top management did not buy in. And so very little happened there, unfortunately.   0:04:53.9 Andrew Stotz: Yeah. And I missed that the top right-hand corner in handwritten, it says Portland, 20 May 1985. Dear Bill, I neglected to hand this to you in San Francisco, W. E. D.   0:05:08.1 Bill Scherkenbach: Yeah. We went to, we. Dr. Deming and I were in San Francisco to meet with Shoichiro Toyoda and his wife. It was a social call. Shoichiro was in town. I don't know where his brother Tatsuro was. Tatsuro headed up NUMI, but Shoichiro was head of it all and was in the US. And wanted to just have a dinner with Dr. Deming. I'm embarrassingly cloudy. We met in a hotel and I can't tell you which one, but it was a nice, relaxing dinner. The English was a bit stilted, but Soichiro wanted to have a dinner with Dr. Deming and to express his appreciation.    0:06:31.3 Andrew Stotz: And he was a titan of industry at the time and in 1985 was really making a beachhead and a real expansion into the US market. Why did he want to meet with Dr. Deming? What was the connection there? Maybe for those that don't know.   0:06:55.2 Bill Scherkenbach: He was in town and Deming was nearby in town and just wanted to express his appreciation. I guess, Tatsuro, his brother wasn't there, and Tatsuro headed up NUMI, the partnership between GM and Toyota. But Shoichiro was there and just wanted to express appreciation.   0:07:35.1 Andrew Stotz: Great. Okay. So shall we continue on?   0:07:40.0 Bill Scherkenbach: Yeah. We have a Where is Quality Made? Famous talking from Dr. Deming, and hopefully the audio translates well.   0:07:55.3 Andrew Stotz: Yes, we'll see. Let's go.   0:07:59.5 Speaker 3: Where is quality made, Andrew, in the top management? The quality of the output of a company cannot be better unless quality is directed at the top. The people in the plant and in the service organization can only produce and test the design a product and service prescribed and designed by the management. Job security and job are dependent on management's foresight to design a product and service to entice customers and build a market.   0:08:31.6 Andrew Stotz: So where did that come from? And tell us more about that.   0:08:36.2 Bill Scherkenbach: Well, I'm not exactly sure which particular seminar or meeting that was, but over the years I have, have, we've made a number of audio recordings and videos of Dr. Deming in his meetings. And so we're looking to get them to the Deming Institute so they can process them and distribute.    0:09:11.8 Andrew Stotz: And why is this so important? He's talking about quality is made at the top where we can see many people think that quality is made by the worker. Do your best. Quality is your responsibility. Tell us more about why you wanted to talk about this.   0:09:32.9 Bill Scherkenbach: Well, it's a common, it's a common, very common mistake. He learned back in 1950, and I think I mentioned it in our first talk, that he gave a number of courses at Stanford during the war and people learned SPC. But when the war was over, over here, because management didn't buy in, nothing really happened. And he learned in his visit in 1950 when he was able, as we said, Mr. Koyanagi was able to get a meeting, a number of seminars done with top management in Japan after the war. And he thought that that, he saw that that actually did make a difference, that management was absolutely key. And in every one of his seminars, he would make, he would make  this point, that quality is made at the top.   0:10:54.0 Andrew Stotz: And what was interesting is that, of course, the Japanese senior management, were very receptive. It's many times the case that Deming may have interacted with some senior management at the top of a company, but they weren't receptive or willing to implement what he's talking about.   0:11:12.6 Bill Scherkenbach: Yeah. I think I mentioned last time that you need maybe a significant physical or logical or emotional event. And Ford lost a few billion dollars and was then looking, is there a better way? Japan lost a war, and the tradition over there is to perhaps listen to the conqueror. But MacArthur was very astute, my understanding, that you're not going to go in and replace the emperor and really mix the place up from what their culture is, which is very, very, very astute, in my opinion.   0:12:11.4 Andrew Stotz: Okay. So let's continue. And we see a document now up on the screen and a diagram. And maybe you can explain this one.   0:12:24.8 Bill Scherkenbach: Yeah. This is one of the foils, as he called them, that he wrote on his lantern, which is the overhead projector for all the young people. And making another very, very important point. And that is, he's quoting John Tukey, "the more you know what's wrong with a figure, the more useful it becomes." And he also, at various times, would, would, would talk about George Gallup. And Gallup was his friend. And George Gallup would say that unless you've gone through the slogging of collecting data, you shouldn't be too quickly using data or analyzing data. Because if you go to collect it, you know that some people just aren't there. And this is primarily survey stuff that Gallup was talking about. But Tukey was talking about anything. And Deming, along the way, with his learnings from Shewhart, what I've developed is based on Deming's questions come from theory, created a theory, question, data, action cycle, similar to a PDSA. And so that you need to know what the question was before you can use the data. And Dr. Deming's example was you can't use manganese dioxide for just anything. If it's really, really critical work, then you need to know what's in it that could contaminate it or interact with the other chemicals that you're trying to mix it with. Hugely important in chemistry, hugely important anywhere. And he talked, yes, we do have some audio from Dr. Deming talking about another analogy, on I can't even wash the table unless you tell me what you're going to use it for.   0:15:24.0 Andrew Stotz: I remember watching a video of this with him, with Robert Reich, I think it was, being interviewed. And it was such an impactful thing because I always thought you just tell people what to do and they go do it. And so let's listen to the audio. I'm going to play it now. One second.   0:15:42.6 Speaker 3: I can teach you how to wash a table, teach you how to rub, scrub, use brushes, rags. I'd be pretty good at it. But you know, I could not wash this table suppose you told me my job is to wash this table. I have no idea what you mean. There's no meaning to that. You must tell me what you're going to use the table for. I want to see a flow diagram, work moving. Here I am. My job is to wash this table. I do not understand what you mean. Wash this table. There's no meaning to that. I must know what you're going to use the table for, the next stage. What happened to the table, next stage, in the flow diagram? You want to put books on it? Well, it's clean enough for that now. To wash the table, I just go through it from just here, make a look at it. If I work a little, good enough. If I clean enough to eat off of it, well, it's good enough now. Or use it for an operating table? Oh, totally different now. Totally different. Now I scrub it with scalding water, top, bottom, legs, several times. I scrub the floor underneath for some radius. If I don't know the next stage, I cannot wash the table.   0:17:28.8 Andrew Stotz: Tell us your thoughts on that.   0:17:31.5 Bill Scherkenbach: Yep. Yep. Well, again, my theory, question, data, action cycle, if you're asking a question, you, you, if you can, and there are some confidential considerations, but if you can, you need to tell the people who are trying to answer the question what you're going to do with it. And so if you want the table washed, tell them you're going to just eat off of it or assemble microchips on it. If you, so that's the responsibility of the manager or anyone who is asking the question. So if you want to improve your questions, you got to go back up and think of, well, what's my underlying theory for the question? If this, then that, that prompts a question and the circle continues. And if you, the only reason to collect data is to take action. Both Eastern and Western philosophers absolutely have said that for centuries.   0:18:55.2 Andrew Stotz: Yeah. What's interesting, I didn't hear him say it in any other cases when he was talking about the next stage. I did hear him say before, like, what's it going to be used for? But you could hear when he's talking about the next stage, it's saying to me, that's saying the responsibility of management is looking at the overall system and communicating that and managing that, not trying to, you know, just give some blind instruction to one group, one team, one person without thinking about how it all interacts.   0:19:29.9 Bill Scherkenbach: Absolutely. Absolutely. But in the local aspect of, well, some question answers are not so local, but it's what the question asker's responsibility to let the people know what they're going to use the data for.   0:19:51.9 Andrew Stotz: Yep. Great lesson. All right. So now I've got a interesting picture up on the screen here. We have Dr. Deming and there's John Turkey, Tukey how do you say his last name?   0:20:05.6 Bill Scherkenbach: John Tukey, T-U-K-E-Y, yep. George Box and Sir David Cox. Anyone in the statistics arena knows them. We also had Stu Hunter and I believe John Hunter was there. They're not in the picture. I took the picture. But we were at Meadowbrook, which is, which is, on the old Dodge estate where Oakland University is near Detroit. And had a, we called the meeting to discuss the importance and the various perspectives of enumerative and analytic. Now, each of these men, Box, Tukey, and Cox, and all of them, all of us in the university, quite honestly, were brought up with enumerative methods. And so your standard distributional stuff and T-tests and whatever. And Deming and Tukey realized the importance of being able to not just take action on the sample, but the cause system, the system that caused the sample, or the process term, in process terms. So yeah, John Tukey was strangely enough, well, not strangely enough, but came up with a graphical method to look at data called the box and whiskers plot, with George Box standing next to him, but it's not that George didn't shave. But Tukey, very, very well known for graphical methods.   0:22:24.2 Bill Scherkenbach: George, well known for experimental methods. One of the Box, Hunter and Hunter book on statistical design of experiments is legendary. And Sir David Cox, logistic regression, which is hugely, strangely, well, not strangely enough, but huge nowadays, very important in AI, in how you would be looking to teach or have your model learn what it is that you would like them to learn to look for. So each of these gentlemen, very, very much a pinnacle of the statistical career. We were very, in a large company like Ford, we were very lucky to be able to make big meetings like this, or meetings with very influential people happen.   0:23:38.9 Andrew Stotz: Yeah. That's got to be amazing because I think when most of us listen to Dr. Deming and all that, we get a lot of what he says. But I would say that the statistical aspect and his depth of statistical knowledge is what many people, you know, it's hard for many Deming followers to deeply connect with that. And I think even myself, having, you know, read everything, listened to him, learned as much as I can, the best that I probably come up with is the idea that once I started understanding variation, one of the things I started realizing is that it's everywhere and it's in everything. And I didn't understand...   0:24:27.3 Bill Scherkenbach: Well, I still have the cartoon of a popcorn maker that was very surprised when he said, "They all popped at once." And his popcorn stand has blown up. So yeah, variation is everywhere, a lot or a little. And the thing is that you need to be able to take appropriate action. Sometime, I can remember, I can remember Bob Stemple asking me, "What did I think of the Shainin methods, Dorian Shainin, and technical approach?" And I wrote back to him and I said, "It's no better or worse than any of the other methods we don't use here at GM." The point is, all of these methods are better than Bop-A-Mole. And one of the things, well, one of the things that concerns me is that in these tool areas, and Deming's counsel to me long ago was he remembers the fights that the technical people, the statisticians in the quality profession, would have over which one is a tenth of a percent better or more effective doing this and that. And they would publicly argue, and Deming said, "Stop. It confuses management because they don't have a clue and they're staying away from all forms of quality." So, you, and I don't know the solution in this day and age where everyone is connected. But all of these methods have their strengths and weaknesses, but you have to have the savvy to figure out which one to use to help you improve. All of, each of these four were great teachers, and I have a comment from Dr. Deming on that.   0:27:11.7 Andrew Stotz: And just in wrapping this up, it's like, I think one of the things that you realize when you see this one and what you're talking about, what I realize is what a powerhouse Dr. Deming was in the area of statistics. And in some ways, it's kind of like seeing a rock star that you love to listen to and that rock star is great. And then one day on a Sunday, you go to the church and you see he's a reverend and a very solemn man who is a very, very devout devotee of Christianity and something. In some ways, that's the way I feel when I look at this, like, wow, just the roots of the depth of that is so fascinating.   0:28:03.2 Bill Scherkenbach: As you mentioned that, I'm thinking back, we were in Iowa and one of the professors there, and I forget his name, but you're right. Deming was held in awe and he was riding in the backseat. I'm driving and this professor is beside me and Dr. Deming said something and I said, how do you know? And the guy thought the world was going to come to an end that I dared ask the master, how did he know? Well, it, it, it ended up fine.   0:28:52.9 Andrew Stotz: That was the question he was trying to teach you to ask.   0:28:55.3 Bill Scherkenbach: Absolutely. You don't accept it at face value.   0:29:02.2 Andrew Stotz: So we got this other slide now. It says, what do you mean by a good teacher? Maybe you want to set this up and then I'll play the audio.   0:29:10.7 Bill Scherkenbach: Yeah. This was one of his favorite stories when he studied under Ronald Fisher, who is the big godfather of statistics, well, relatively modern stuff. So, Fisher was there at University College, as Deming will describe, and Deming wanted to know, and this is where a number of you will have recognized, he wanted to know what great minds were thinking about.   0:29:56.7 Andrew Stotz: All right. I'm going to play the clip right now.   0:30:00.2 Speaker 3: What do you mean by a good teacher? I taught with a man, head of a department. The whole 150 students spellbound him, teaching him what is wrong. And they loved it. What do you mean by a good teacher? Holding students spellbound around him. What do you mean teaching them something? I've had a number of great teachers. One was Professor Ronald Picker, University of London, University College I should say, part of the University of London. In London, 1936, no teaching could be worse. A lovable man, if you tried to work with him, could not read his writing, could stand in the way of it, room was dark and cold, he couldn't help the cold, maybe he could have put some light in the room, make mistakes, Professor Paul Ryder in the front row always helped him out. He'd come in with a piece of paper in his hand the ink not yet dry, talk about it. Wonder why the room was full of people from all over the world. I was one of them. Made a long trip, at my own expense, to learn, and we learned. We learned what that great mind was thinking about, what to him were great or important problems today.   0:31:45.9 Speaker 3: And we saw the methods that he used for solutions. We saw what this great mind was thinking about. His influence will be known the world over for a long, long time. He would rated zero by most people that rate teachers. Another teacher that I had was Ernest Crown at Yale, very poor teacher. We'd get together afterwards, some of us, and try to figure out what he was teaching us. He was not even charismatic the way Ronald Fisher was, but we learned. We learned what that great mind was thinking about, what he thought was the problem. We learned about perturbation. His work on lunar theory will be a classic for generations. We learned. Worst teacher there could be, but we learned.   0:32:49.0 Andrew Stotz: Wow. Tell us more about that.   0:32:53.6 Bill Scherkenbach: Well, he also had a similar story because, from great teachers at NYU, and that's where I first met him and learned from him. He was my teacher, but NYU had a, they had nominations for great teachers. And Deming was able to convince, and I forget who was the, Ernest Kurnow was the dean, and he convinced the dean to wait 10 years before you survey any of the students. And the question was, did any teacher you have really make a difference in your life? And he was able to get that done or get that process agreed to, and it was for the better because in, and I don't want to... I mean, every generation has said this new generation is going to hell in a handbasket, I mean, that for forever. That's nothing new. But what's popular, it's great to be entertained, and as he said, teaching what is wrong. And so did someone make a difference in your life? And not surprisingly, Deming was one of the people selected as a great teacher from NYU Graduate Business School.   0:35:15.4 Andrew Stotz: So that's your review after 50 years after the course, huh?   0:35:21.6 Bill Scherkenbach: Yeah.   0:35:24.5 Andrew Stotz: Yeah. And so the point is that, let's separate popularity from original thinking. And also he highlighted the idea that some teachers may not come across very organized, very polished. They may need assistance to help them clarify what they're trying to get across. But just because they're kind of a mess in that way, doesn't mean they're not thinking very deeply. In fact, it may be a sign that they're thinking very deeply about it.   0:36:01.9 Bill Scherkenbach: Yeah. Now, again, remember, and I know it's a broad brush, but Deming was eminently logical. Crosby would have loved it. Wine and cheese parties showed Juran more physical. And so I think Deming's preferences there, the key to his statement is teaching what was wrong. Some people get excited in class for a variety of reasons, but the key is what are you teaching? The method depends on the ability of the teacher to connect to the students and actually teach. So it gets you back to physical, logical, and emotional. But for Deming, Fisher struck a chord with him.   0:37:09.9 Andrew Stotz: Yeah. And I think for the listener, the viewer, think about some teacher that really made an impact on you. And it could be that there was a teacher that was able to connect with you emotionally.   0:37:25.2 Bill Scherkenbach: Absolutely.   0:37:26.7 Andrew Stotz: So there's different ways. But I think of Dr. Deming wasn't a teacher of mine in university, but at the age of 24 to learn from him was definitely a teacher that left me with the most to think about. And I would say there was one other teacher, a guy named Greg Florence that was at Long Beach City College who taught me argumentation and debate. And he also really encouraged me to join the debate team, which I really couldn't because I didn't have time because I didn't have money and I had to work. But he really saw something in me, and now I love to teach debate and helping young people construct arguments. And so for all of us, I think this idea of what do you mean by a good teacher is a great discussion. So, love it. Love it. Well, we got another picture now. Speaking of teaching, the City University of New York is in the backdrop. Maybe you can set this one up.   0:38:27.0 Bill Scherkenbach: Yeah. This was a one-day, maybe one and a half with some pre-work, but essentially a one-day meeting in New York that was able to gather some of the top educators in the US, the head of the schools in California. There were some folks from Chicago. We had, as I mentioned, Albert Shanker, who was head of the American Federation of Teachers, was sitting right beside me. Other teacher organizations and education organizations. And we got together for a very meaningful thing. We got together to try and determine what is the aim of education in America. And it turned out that everyone was looking for their mic time, and we couldn't even agree on an aim for education in America. And if you can't agree on an aim, your system is everyone doing their best, and it's all, there's not too much progress, except locally or suboptimally.   0:40:02.3 Andrew Stotz: Yeah. That's a good illustration of the concept of best efforts. Dr. Deming often talked about best efforts. And here you're saying, without an aim, everybody's going to just go in their own direction. And it reminds me of a story I tell people in relation to management, which was that I had a really great boss many years ago in the field of finance research in the stock market. He was very brilliant, and he hired really good analysts. I was surrounded by the best. But he never once really brought us together to say, this is our aim. And so what ended up happening was that each person did their best, which was very good as an individual, but as a group, we never were able to really make an impact. And I explain that to my students nowadays, that I believe it's because he didn't set an aim and bring us together for that.   0:41:09.1 Bill Scherkenbach: Now, one of the, I mean, one of the things Deming very predictably talked about, as I recall, is the grades and gold stars, which were part of his forces of destruction. And the education is the way we approach education here was part of that, even before people get to get beat further down by corporate and other organizational stuff. And the grading and gold stars, I don't know how much that was, that criticism was appreciated. But everyone had a chance to talk. And in my opinion, not too many people listened.   0:42:09.3 Andrew Stotz: Now, the next one is titled Mongolian Rat. What the heck, Bill?   0:42:17.1 Bill Scherkenbach: Well, this is part of teaching what good teaching would be. You've got to listen. It's one of my favorite stories of his.   0:42:30.3 Andrew Stotz: Well, let's roll the tape.   0:42:33.3 Speaker 3: I met a professor in New York. He was a surgeon, professor of surgery. He did gave out some marble, had plenty. One student in the class, he told them describe the surgical procedure on the jaw in which a certain breed of Mongolian wrap was very helpful. The rat, the flesh right down the bone cleaner than a surgeon could do it. Very important wrap. Describe it in details to the listeners and students. On examination, one, the question was to describe the surgical procedure by use of the Mongolian rat. Plenty of students gave him back the same marbles that he doled out. He described it in exactly the same words that he described it. He flunked them all, all the time. One of them said, my dear professor, I have searched the literature. I've inquired around in hospitals and other teachers, I can find no trace of any such procedure. I think that you were loading us. He laughed. He had to take a new examination. He gave them back the same marbles he doled out to them. He wanted to think.   0:43:55.0 Andrew Stotz: Marbles. I haven't heard that expression. Tell us a little bit more about what you want us to take from this.   0:44:02.6 Bill Scherkenbach: Well, I think it's pretty self-explanatory. His comment on education that teachers are handing out marbles and pieces of information, not necessarily knowledge, and the testing, you're expected to give them back what the teacher said instead of how can you process it and put it in the context of other things, as well as, I mean, maybe not in the early grades, but in the later ones, you need to be able to look at various perspectives to see who has this opinion and that opinion. And unfortunately, today, that discourse is nicely shut down.   0:45:07.3 Andrew Stotz: At first, when I heard him saying marbles, I thought he was kind of using marbles as a way of kind of saying pulling their legs, but now I understand that he was trying to say that he's giving something and then the students give it back.   0:45:24.1 Bill Scherkenbach: Yeah. Yeah. Yeah.   0:45:26.0 Andrew Stotz: Okay. Mongolian rats.   0:45:31.0 Bill Scherkenbach: Yep. Yep. So we go from learning to having fun, and here's a picture of our statistical methods office at Ford.   0:45:48.1 Andrew Stotz: And you're sitting in a sleigh? Is that what's happening there?   0:45:50.0 Bill Scherkenbach: We're sitting in a sleigh, yes, at Greenfield Village, which is where the Henry Ford Museum is, and it happened to snow, so we've got the, we've got the horse-drawn sleigh, and I was listening to your first interview of me, and I want to deeply apologize. It's Harry Artinian, and so from the left, you've got Ed Baker and Bill Craft and Pete Jessup, Harry Artinian, Narendra Sheth, Dr. Deming, Debbie Rawlings, Ann Evans, my secretary, uh ooooh, and the gentleman who worked with Jim Bakken, and then me. So, we were working and decided to have a good lunch.   0:46:58.5 Andrew Stotz: And it's a horse-drawn sleigh. And I wasn't sure if you were pulling our leg here because you said, I'm second from the far right. First from the far right, to me, looks like the horse.   0:47:09.0 Bill Scherkenbach: Yes. That's the horse's ass. Yep.   0:47:14.6 Andrew Stotz: That's a big one.   0:47:16.1 Bill Scherkenbach: It is what it is.   0:47:18.7 Andrew Stotz: Yep. Okay. Next one. Who's Sylvester?   0:47:22.3 Bill Scherkenbach: Sylvester is my son's cat. And this is one of the times Dr. Deming was in my home. And he sat down in my office at my home. And Sylvester saw a good lap and he jumped up on it and took it. And as I said, I couldn't tell who was purring louder. They both were content.   0:47:52.7 Andrew Stotz: Yeah. That looks beautiful.   0:47:55.4 Bill Scherkenbach: Yeah. It was very, very peaceful. Another fun thing, after a long day of work at Ford, we would go to Luigi's restaurant in Dearborn. I think there was a Dearborn Marriott, a big hotel. I don't know if it's there now. But that's Larry Moore, director of quality, next to Dr. Deming and me. I had a mustache back then.   0:48:30.4 Andrew Stotz: Yes. And we all loved soft serve ice cream.   0:48:34.0 Bill Scherkenbach: Soft serve ice cream. Yep.   0:48:38.0 Andrew Stotz: Yep. All right. Star-Spangled Banner.   0:48:40.9 Bill Scherkenbach: Yep. Now we're at one of my earlier houses in Northville. And Dr. Deming had written a new tune for the Star-Spangled Banner because it was an old English drinking song, Anna, the what? The Anacrocronistic Society. And he thought it was just too bawdy. I mean, you're an unsingable, except if you're drinking. So he rewrote the music for the Star-Spangled Banner. I have a copy of it here. But he, my son Matthew, my oldest son Matthew, we had just gotten one of those first Macs from Apple, Macintosh. And it had a very elementary music thing. So he put the notes that Deming had handwritten. And we put it in there and it played the tune. And so Deming was playing on our piano the Star-Spangled Banner.   0:50:04.7 Andrew Stotz: So he had a musical talent.   0:50:10.8 Bill Scherkenbach: Oh, yeah. He was a very serious study of, a student of music. Very much so. He wrote a complete Mass. He was a high church Episcopalian. And he wrote a complete Mass of the Holy Spirit with all parts. So, very much a student of music.   0:50:41.8 Andrew Stotz: And how did his religious beliefs, like Episcopalian, as you mentioned, how did that come across? Was he a person who talked about that? Was he a person that didn't talk about that? Like, how did that come across?   0:50:59.2 Bill Scherkenbach: It was more of a private thing. But then again, on every one of his books, he would begin a chapter with some quotation from different books. And many of them were from the Bible. I can remember one time in London, I'm Catholic, and so we were celebrating the St. Peter and Paul that Sunday. But he was in London and he was at St. Paul's and they weren't giving Peter any traction. But he looked up and he said, yep, you're right. It was both of those saint days.   0:51:58.3 Andrew Stotz: All right. Next one, Drive Out Fear.   0:52:01.8 Bill Scherkenbach: Oh, yeah. This was Professor Arnold. And we were having lunch in the Ford dining room, one of the Ford dining rooms. And Dr. Deming wasn't too happy of what Professor Arnold was talking about. And Professor Arnold didn't look too happy either. So, I framed the picture and put Drive Out Fear underneath it and hung it in my office. And Deming came and looked at it and smiled.   0:52:46.5 Andrew Stotz: And what was the background on Professor Arnold? And in this case, did they have opposing views or was it a particular thing or what was it that was...   0:52:58.4 Bill Scherkenbach: I don't remember the particular conversation, but Professor Arnold was head of the statistics department at Oakland University. And Ford had an agreement with Oakland University that we established a master's degree in statistics, according to Dr. Deming's viewpoint on enumerative and analytic. And no, he was very, very capable gentleman. I mean, one of the things Dr. Deming mentioned to me is if the two of us agreed all the time, one of us is redundant. So there were always discussions. This is just a snapshot in time.   0:53:52.3 Andrew Stotz: I love that quote, that one of us is redundant. That's powerful, powerful.   0:53:59.4 Bill Scherkenbach: Absolutely. Yep. This is another having fun after learning in... There were a number of restaurants we went to. He particularly liked Elizabeth's,   0:54:16.1 Andrew Stotz: And how was their relationship? How did he treat your lovely wife?   0:54:22.5 Bill Scherkenbach: Oh, I mean, very lovingly. I mean, I don't know how to describe it, but one of the family.   0:54:36.2 Andrew Stotz: Yeah. He seemed from my observation, like a true gentleman.   0:54:42.5 Bill Scherkenbach: Absolutely. Absolutely.   0:54:46.0 Andrew Stotz: Well, here we come to the Lincoln that we started off with. This is a great picture too.   0:54:51.4 Bill Scherkenbach: Yeah. That's a picture I had. It wasn't a Hasselblad, but it was a two and a quarter frame. And I had black and white film in it, but this is one of a number of pictures I took of him at the Cosmos Club. I think it was a very good picture. And in any event, it was blending learning and having fun.   0:55:19.7 Andrew Stotz: Yeah. And the Cosmos Club was near his house?   0:55:22.5 Bill Scherkenbach: Yeah. Well, it was depending on who drove. I mean, it was just, it was down a few blocks and then a number of blocks on Massachusetts Avenue. I enjoyed the drive from his house because you'd pass the Naval Observatory, which for years was the home of the chief of naval operations here. But a few decades, a few, I don't know how long ago, the vice president pulled rank on him. And so the Naval Observatory, beautiful, beautiful old house. So, the vice president lives there now. And a lot of people think Massachusetts Avenue in that area is Embassy Row. So you're passing a number of embassies on the way. And the Cosmos Club, anyone can look up. I mean, it's by invitation, members only, and Nobel laureates and Pulitzer Prize winners and a very distinguished membership, let's say.   0:56:39.3 Andrew Stotz: Here was another one, Making a Difference with Don Peterson.   0:56:43.0 Bill Scherkenbach: Yep. Yep. We're, we're, this is one of the meetings we had with Don. And it wasn't this meeting, but we were in one of them. Okay. You have it on the right there. That we periodically would have, Dr. Deming and I would have breakfast with Jim Bakken in what was known as the Penthouse at Ford. There are 12 floors, and then there was the 13th and 14th, which were private quarters, essentially. And so we were having breakfast one morning and finishing breakfast, and I'm walking a little bit ahead, and I run ahead and press the elevator button to go down one floor, and the door opens, and there's Henry Ford II in cowboy belt buckle and boots, no hat. He's going to a board meeting, he says, and Jim shied away, said, "Oh, I'm sorry, Mr. Ford." He said, "Shut up, Jim, get in here." And so we got in the elevator, and it was the small elevator. And so we're back to back, belly to belly, and Jim introduces Dr. Deming to Mr. Ford, and Ford said, "I've heard of you, Dr. Deming. God, we really need your help." And Deming had the presence of saying, "I heard of you too, Mr. Ford." It was the longest one-floor elevator ride I've ever had in my life.   0:58:49.1 Andrew Stotz: That's fascinating. All right. Next one, talking with workers.   0:58:54.1 Bill Scherkenbach: Yep. Yep. He made it a point. And this is a fine line, because you want to be able to have workers say, how, how, are they able to take pride in their work? And are there any problems and all of that? But you don't want to be in a position of then going to management and telling them because of fear in the organization. So, Dr. Deming was very good at listening and getting people to talk about their jobs and their ability to take joy and, well, pride in their work. So we had many, many meetings, different places. And this next one is with the Ford Batavia plant, I think.   1:00:01.2 Andrew Stotz: Yep.   1:00:02.4 Bill Scherkenbach: Yeah. We're riding on the tractors and having a good time.   1:00:11.3 Andrew Stotz: Who's driving?   1:00:14.2 Bill Scherkenbach: The plant manager, Ron Kaseya, was driving.   1:00:16.9 Andrew Stotz: Okay.   1:00:17.9 Bill Scherkenbach: And so I absolutely do not recall what we were laughing at, but we were having a good time. And the Batavia transaxle plant, a number of people will recognize as where Ford, it really made the point that doing better than spec is really what the job is. And it's a very powerful video that's been out there and people would recognize it as well, because we were producing the exact same transaxle in Mazda. And Mazda was influenced a lot of by Genichi Taguchi and looked to reduce variation around the nominal and not just be happy that we made spec. And John Betty, who was head up of powertrain operations and then went to the Department of Defense as assistant secretary of defense for procurement, I think, because of the quality expertise. Betty is in the front of the video saying he's absolutely convinced that this is a superior way to look at manufacturing, to look at the management of any process. You want to get your customers to brag, not just not complain.   1:02:10.3 Andrew Stotz: Yeah. Courage.   1:02:11.8 Bill Scherkenbach: And all of this takes courage. And especially in his seminars in London say, the Brits had the advantage. You guys can take courage every day. We can't get that in the US anymore. Or it's very rare to be able to buy it here.   1:02:36.3 Andrew Stotz: For the listeners, there's a logo of the John Courage beer, premium beer.   1:02:45.7 Bill Scherkenbach: Yes. Yes. It's an amber pills.   1:02:49.8 Andrew Stotz: Okay.   1:02:52.4 Bill Scherkenbach: And last but not least, well, not last, but we're looking for, and I ran across this quote from Yogi Berra, and it's very applicable right now. And Yogi Berra said, I never said... Well, what did he say?   1:03:19.2 Andrew Stotz: Never said most of the things I said.   1:03:21.4 Bill Scherkenbach: Most of the things I could have said. I never said most of the things I said. Yeah. And every day online, I see people saying Dr. Deming said this, and he said that. And if he did, I've never heard him say it. And not that I've heard him say everything. But if he did say something like, if it's not measurable, you can't manage it. He would have followed it with, that's not right. The unknown and unknowable. And so you've got a lot of people misunderstanding what Dr. Deming said. And you've got to go with, I never said most of the things that I said.   1:04:24.0 Andrew Stotz: Well, that's the great thing about this discussion is that we're getting it from the horse's mouth, someone that was there listening and being a part of it.   1:04:32.1 Bill Scherkenbach: Well, I'm glad you saw the other end of the horse.   1:04:37.5 Andrew Stotz: Yeah. So, I'm going to close out this by just sharing a little personal connection. And that is, I'm showing a picture of me in my 1963 suicide door Lincoln Continental, which I owned for 10 years in beautiful Bangkok, Thailand. And much like being kind of wild taking a ride to the Cosmos Club with Dr. Deming driving his Lincoln Continental, you could imagine how odd it looked seeing this American guy driving this 1963 Lincoln Continental on the streets of Bangkok. But I just thought I would share that just to have some fun. So, yeah.   1:05:14.3 Bill Scherkenbach: That's beautiful. Absolutely. Yeah. I didn't think the streets were that wide.   1:05:22.1 Andrew Stotz: It gets stuck in traffic, that's for sure. But wow, there's so many things that we covered. I mean, I just really, really enjoyed that trip down memory lane. Is there anything you want to share to wrap it up?   1:05:36.1 Bill Scherkenbach: No. As I said, our last conversation, we've just scratched the surface. There's so much, so much more to talk about and preserve, I think.   1:05:48.9 Andrew Stotz: Yeah. Well, I really enjoyed it.   1:05:52.1 Bill Scherkenbach: I have done my best.   1:05:53.6 Andrew Stotz: Yes, you have. You have. I've enjoyed it, and I'm sure the listeners and the viewers will enjoy it too. So, on behalf of everyone at the Deming Institute, I just want to thank you for taking the time to pull that together and to walk us through it. And for listeners out there, remember to go to Deming.org to continue your journey. And of course, go to LinkedIn to find Bill and reach out and share your interpretations of what we went through. And maybe you have a story that you'd like to share also. So, this is your host, Andrew Stotz, and I'm going to leave you with one of my favorite quotes from Dr. Deming. And that is, “people are entitled to joy in work."

On this week's episode of Rubbin is Racing, special guest John Hunter Nemechek joins for a full show as our third chair to break down last weekends races in Dover, his experience with up and coming star Connor Zilisch, his prediction of this weeks Cup Race in Indianapolis, and which NASCAR drivers he would want on his side in a bar fight. A big thanks to our sponsors and an even bigger thanks to you for listening!

John Hunter has made pottery for over 50 years. In 1970 John studied at Penland School of Crafts with Cynthia Bringle and other well-known potters and ceramic artists. In 2005, John and his wife, Suzanne, founded Community Hope Ministries in Namibia. John lectures worldwide with his potter's wheel, applying insights from the perspective of a potter and the clay. Currently John fires his work in a local wood burning kiln and a gas soda kiln he built at his ceramic studio in Madison, Wisconsin. https://ThePottersCast.com/1152

123 John Part 18: Hunter recaps the 123 John series to make final comments and observe some key takeaways.--Scriptures Explored: --123 John Series:Part 1 - Introducing 3 Letters - 1 John 5:13; & 1 John 1:1-2Part 2 - The Foundation of Christian Fellowship - 1 John 1:1-4Part 3 - Congruent with Christ - 1 John 1:5-10Part 4 - Jesus our Propitiation and Advocate - 1 John 2:1-6Part 5 - A New Commandment - 1 John 2:7-11 Part 6 - Poetry in an Epistle? - 1 John 2:12-17Part 7 - Abiding and Antichrists - 1 John 2:18-27Part 8 - Abiding as Children - 1 John 2:28-3:3Part 9 - Practice Makes "Perfect" - 1 John 3:4-10Part 10 - Child of God - 1 John 3:10-23Part 11 - Spirits and the Holy Spirit - 1 John 3:23-4:6Part 12 - The Victory of the Love of God - 1 John 4:7-5:5Part 13 - The Dividing Line - 1 John 5:6-12Part 14 - The Honor Christ Has Given Us - 1 John 5:13-21Part 15 - You Just Got [Another] Letter - 2 JohnPart 16 - A Fight for Influence - 3 John--Hunter grew up in Montana and now serves the Church in Albany, Oregon where he works as a youth and young adults pastor. He and his wife Ana stay busy with two kids. Hunter loves studying the Bible and communicating it in a way which encourages further exploration of others.--contact@parableministries.comhttps://www.parableministries.comhttps://www.instagram.com/parable_ministries/--If you feel led, give to the work of Parable:https://www.parableministries.com/donate--Music created by Chad HoffmanArtwork created by Anthony Kuenzi

Father Paul tells the story of a Canadian evangelist whose revivals reached hundreds of thousands in a challenging political climate.

Brennan pulled double-duty at Pocono last weekend. He and Eric talk about playoff formats, the brand new In-Season Challenge, Mexico City, and much more! With Legacy Motor Club finding their groove, John Hunter Nemechek joins the show to talk about his impressive season so far. We also discuss his tumultuous 2020 season, and the path he took to get back to the Cup Series Learn more about your ad choices. Visit megaphone.fm/adchoices

123 John Part 17: Hunter hones in on the person of Gaius as they near the close of their study series.--Scriptures Explored: 1 Corinthians 1:14; 3 John; Revelation 2:12-17--123 John Series:Part 1 - Introducing 3 Letters - 1 John 5:13; & 1 John 1:1-2Part 2 - The Foundation of Christian Fellowship - 1 John 1:1-4Part 3 - Congruent with Christ - 1 John 1:5-10Part 4 - Jesus our Propitiation and Advocate - 1 John 2:1-6Part 5 - A New Commandment - 1 John 2:7-11 Part 6 - Poetry in an Epistle? - 1 John 2:12-17Part 7 - Abiding and Antichrists - 1 John 2:18-27Part 8 - Abiding as Children - 1 John 2:28-3:3Part 9 - Practice Makes "Perfect" - 1 John 3:4-10Part 10 - Child of God - 1 John 3:10-23Part 11 - Spirits and the Holy Spirit - 1 John 3:23-4:6Part 12 - The Victory of the Love of God - 1 John 4:7-5:5Part 13 - The Dividing Line - 1 John 5:6-12Part 14 - The Honor Christ Has Given Us - 1 John 5:13-21Part 15 - You Just Got [Another] Letter - 2 JohnPart 16 - A Fight for Influence - 3 John--Hunter grew up in Montana and now serves the Church in Albany, Oregon where he works as a youth and young adults pastor. He and his wife Ana stay busy with two kids. Hunter loves studying the Bible and communicating it in a way which encourages further exploration of others.--contact@parableministries.comhttps://www.parableministries.comhttps://www.instagram.com/parable_ministries/--If you feel led, give to the work of Parable:https://www.parableministries.com/donate--Music created by Chad HoffmanArtwork created by Anthony Kuenzi

Season 5 Episode 12: Interview With Model Mindset In this long form interview, Drew, Jane and Amanda sit down with the founders and owners of Model Mindset, Brian Giaccone and John Hunter! Model Mindset Fitness & Coaching is a fitness and coaching business based on the ideology that the body can only achieve what the mind decides is possible. These men aren't just helping people, they are leading by example, changing lives, and pioneering new programs that are making a difference! We hope you enjoy our conversation as much as we did! Check out all their services, wellness programs and their podcast from their website: https://modelmindsetfitnessandcoaching.com/ Subscribe to and follow Invisible Tears Podcast everywhere: https://linktr.ee/invisibletearspodcast Music Credits: dreamy-piano-soft-ambient-background-4049 Music by WinkingFoxMusic from Pixabay Learn more about your ad choices. Visit megaphone.fm/adchoices

Emerge Wisconsin's Executive Director Arvina Martin returns for her weekly chat with Robert and Haley. Then, Twin Cities Native Lacrosse Founder and Coach, John Hunter is back for a conversation!

See omnystudio.com/listener for privacy information.

The World Peace Game is the brainchild of educator John Hunter. He describes it as “learning to live and work comfortably in the unknown.” It's hard to imagine a more curiosity-centric undertaking. A three-dimensional, hands-on political simulation, the World Peace Game explores the interconnectedness of the global community through economic, social, and environmental crises and the imminent threat of war. The goal is to extricate all the countries from those dangerous circumstances and achieve global prosperity, with the least amount of military intervention. And it's played by 4th graders. World Peace Game: https://worldpeacegame.org Theme music by Sean Balick; “UpUpUp and Over" by The Balloonist, via Blue Dot Sessions.

On episode 219 of Inside the SCCA presented by RaceSchool.com, our guest is John Hunter. John is SCCA's manager of the National Time Trials program. The program has evolved over the years… and continues to evolve. We talk about the Time Attack name change and why it's important to the program. We also get into what it takes to go time trialing and why it's a great companion to an autocross program. I learned a lot and I think you will too.Partners - A big thank you to our partners who help make Inside the SCCA possible!FastLane ⁠RaceSchool.com ⁠ |  FastLane is one of California's top SCCA accredited racing schools that offers drivers of all skill levels the best and most fun way to learn competitive track driving. Our programs include defensive driving certifications, high-performance driving days, full SCCA licensing courses and so much more. Whatever your track goals are, our race school will help you achieve them.  https://raceschool.com/William R. Pintaric and Associates. David Pintaric is a long-time SCCA racer. He's also the Principal at the investment and financial planning firm William R. Pintaric and Associates. Our reasons for becoming financial professionals are deeply personal. We repeatedly saw many friends and family struggling to find the help they needed to map out their financial future. We are confident that with our understanding of personal finance, coupled with our training as financial professionals, we can help people better prepare for the future. After years in the business, we have developed a reputation for educating individuals in an easy-to-understand manner so they can grasp personal finance and use those concepts to pursue their financial objectives. We feel a commitment to our community.  Check them out at https://www.wrpintaric.com/Solo Performance Specialties - Learn more at https://soloperformance.com/  -  Here's a link to the episode of Inside the SCCA featuring Solo Performance Specialties owner Dave Whitworth   • Inside the SCCA | Solo Performance wi...  Ray Esports is the official sim racing league of the Inside the SCCA podcasts -- from the "Unofficial SCCA eSports Racing Leagues on Tuesday nights, to the weekend warrior leagues on Saturday and Sunday -- Ray Esports is the place to go for SCCA members to racing. What I like best about the Ray eSports leagues is that the racing is much more respectful than the vast majority of eRacing leagues on iRacing. Go to https://rayesportsracing.com/ for all the info you need. Code Blue by Audionautix is licensed under a Creative Commons Attribution 4.0 license. https://creativecommons.org/licenses/by/4.0/Become a patron to support the channel and gain access to exclusive giveaways, Livestream Q&As and more:  / racingwirenetwork  

There were some technical issues on the Backstretch, so this podcast was from before the Bristol race, but we thought you might have a good time listening to how wrong we were about what might happen on Sunday, and the chat with John Hunter Nemechek is a good one

John Hunter Nemechek joins us for Chapter 351 of the podcast! He's NASCAR's most viral driver, with more YouTube subscribers than NASCAR itself, and he's shaking up the sport as he fights for wins and championships. In this episode, we dive into everything from how he preps for race day, the fitness it takes to compete at the highest level, and why he's so driven to bring new eyes to the sport. And of course, we do some bench racing and talk Supercross! Gypsy Gang, you don't wanna miss this one.Hope you guys enjoy, and don't forget to like and subscribe!

Steve Adubato talks with Steven K. Libutti, MD, Sr. Vice President of Oncology Services at RWJBarnabas Health and William N. Hait, Director at Rutgers Cancer Institute, about the partnership between RWJBarnabas Health and Rutgers Cancer Institute and the connection between innovation and leadership. Then, Senior Correspondent Jacqui Tricarico is joined by John Hunter, Founder of … Continue reading "Steven K. Libutti, MD; John Hunter"

This week's edition of Bringing the Heat With Bryan Nolen showcases a one-on-one conversation with driver of the No. 42 in the NASCAR Cup Series, ... Continue Reading

John Hunter Nemechek spent some time with the Freaks to discuss his hot start to the 2025 NASCAR Cup Series season and the reason for Legacy Motor Club's recent uptick in performance. Take a trip down memory lane, as the second-generation driver gets his hands on some SpeedFreaks artifacts and recount growing up at the race track with his father, "Front Row Joe."

Since Scientology gave birth to Silva Mind Control, Leadership or Mind Dynamics and est, in the 1960s, there has been an industry in 'large group awareness trainings' (LGATs), including The Forum, Landmark Education, Lifespring and Tony Robbins. Wikipedia tells us LGATs 'may compromise participants' mental wellbeing'. Dr John Hunter realized that the LGAT he attended at his boss's request claimed the symptoms of hypomania (excessive elation) as 'transformations'. After two decades of research, John has published an excellent book suggesting that LGATs and many other forms of conversion use stress and humiliation to generate the brain's reward chemical dopamine which is then released in a gush of elation - hypomania. Studies have shown that these euphoric states are transient and often result in broken marriages and careers as well as mental breakdowns and even psychosis.John's new book is a vital insight into the ways in which even highly intelligent people's critical thinking is bypassed. He argues that many religious conversions may be based in this simple neurological process. A must-watch!Exposing LGATs: The Dark Side of Personal Growth Seminars Dr. John Hunter on A Dose of ReasonDr. Hunter's bookThe music of Mavis Staples

This week we have John and Hunter from Vigilante on the show to talk about their latest EP " Fear of Defeat " available now everywhere. John shares some great stories about the features on the album, Hunter gets a trip to San Francisco courtesy of the podcast. We get into the album, producers, art concept and a whole lot more. Check it out streaming everywhere now. Subscribe to our YouTube or Instagram for weekly updates, giveaways, record collecting tips, and more. Follow us and the band at the links, thanks for listening. Noise Avocation | YouTube | Patreon | Vigilante Purchase the new Vigilante EP Here

Where does the Dan Time go?? On this year-end recap, I take a minute to acknowledge some of the most exciting guests of 2024. I also take a minute to speak about what I've learned about amateur podcasting —and to beat back at some of the criticism you hear in the media.If you "took the ride" through the Daniverse this year, you were treated to some prolific, fascinating — and most importantly, likable — guests! Personalities such as Dan Brodie, Dan Zlotnick, Dan Sharp, Dan Maines, Dan Beebe ... or Dana Wylie, Dana Perry, Dani Kerr, Daniela Galasso ... they all told a story worth hearing. Perhaps you also enjoyed getting a glimpse into my network, hearing from a McArdle brother or another old friend (Denny Lyons, John Hunter).Dan Time has finally secured an AI Overview on Google! This is all made possible by you and your support.I appreciate YOU as a listener! Happy New Year. Find out what's important to you in 2025 and run after it!@dantimepod - IG, FB, X, YouTubedantimepod@gmail.com

La storia di Jonathan Hunter continua e qui trovate l'anteprima del primo racconto "La città sotterranea", che sarà contenuto nel secondo libro della saga noir/weird "Le nove stanze di Zoser". Il professor Hurt scompare a bordo di una nave mercantile, di ritorno da una spedizione archeologica alla piramide di Zoser. Le circostanze della scomparsa dell'uomo però sono a dir poco inspiegabili. Come se non bastasse, il professor Hurt conosceva molto bene sia John Hunter, padre di Jonathan, e Kramer...

In this episode of the Becker's Healthcare Podcast, Dr. John Hunter, former CEO of OHSU and expert esophageal surgeon, discusses the evolving dynamics between healthcare executives and physicians in a post-pandemic world. From the rise of physician unionization to fostering sustainable work environments and aligning missions, Dr. Hunter shares valuable insights and advice for healthcare leaders striving to create meaningful change in their organizations and communities.

In this episode of the Cult Vault Podcast, host Kacey speaks with Priscilla about her experiences with the Landmark Forum, a controversial personal development program. Priscilla shares her background in neurodivergence inclusion and how she became involved with Landmark during a vulnerable time in her life. The conversation delves into the psychological techniques used by Landmark, the emotional manipulation participants experience, and the parallels between Landmark and the troubled teen industry. Priscilla highlights the importance of understanding these dynamics and the potential harm they can cause to individuals seeking help.In this conversation, Priscilla shares her experiences with Landmark Worldwide, discussing the emotional toll of cult involvement, the addictive nature of the elation experienced during courses, and the dangers of group dynamics. She emphasizes the need for awareness around neurodivergence in cult recovery and advocates for a critical mindset when engaging with recovery communities. The discussion highlights the importance of diverse perspectives in understanding and addressing the complexities of cult experiences.John Hunter's Research on Large Group Awareness Trainings (LGAT's) - https://www.amazon.co.uk/dp/B0DMPXLSM1?_encoding=UTF8&psc=1&ref_=cm_sw_r_ffobk_cp_ud_dp_VYW87V1CZQE7SC566BVH_1&skipTwisterOG=1&bestFormat=trueGet in Touch or Support:Patreon - patreon.com/thecultvaultCrimecon UK 2025 - https://www.crimecon.co.uk - use code CULT for 10% off tickets!Instagram: https://www.instagram.com/cultvaultpod/Twitter: https://twitter.com/CultVaultPodReddit: https://www.reddit.com/user/Cult-VaultGmail: cultvaultpodcast@gmail.com

Text the JudgeJoin Judge Rangel and criminal defense attorney John Hunter as they discuss the high-profile Andre McDonald murder trial and the unique legal challenges and evidence that led up to the shocking verdict returned in that case.Support the show

This is the final episode for the Poor Historians Podcast. It's been a wonderful ride and we're happy to end on what we think is a high note, talking about the topic that interested Dr. Max in starting a show about medical history in the first place. The chief source for this episode is "The Knife Man" a book by Wendy Moore talking about the life, times, and accomplishments of the Scottish Surgeon, John Hunter. You may not know it, but so many advances in medicine (and past episodes of our show) owe him a debt of thanks. We thank everyone for listening and supporting our show and for sending us all the wonderful messages over the years. Check out Wendy Moore's amazing book, HERE.With much love from Dr. Max, Dr. Aaron, Dr. Mike, and Alba.Support the show-----PHPod Merch Store (t-shirts and other swag)-----Podcast Linktree (social media links / reviews / ratings)-----#medicine #medicalhistory #history #historypodcast

In this compelling episode, Rachel introduces Dr. John Hunter, a South African researcher and lecturer, to explore the psychological and neurobiological impacts of Large Group Awareness Trainings (LGATs). Dr. Hunter offers a unique perspective on how LGATs can trigger manic-like episodes and psychosis. Rachel and Dr. Hunter discuss the psychological and social dynamics within LGATs, including the use of authority, social proof, and peripheral route persuasion to influence participants. They explore the intense stress and emotional highs and lows engineered by these trainings, drawing parallels to abusive interpersonal relationships and the addictive nature of the dopamine-driven states they induce. Connect with Dr. John Hunter and learn more about his work at www.johnhunterphd.com Connect with Us on Social Media: - Twitter: www.twitter.com/_indoctrination - Facebook: www.facebook.com/indoctrinationpodcast - Instagram: www.instagram.com/indoctrinationpodcast Your reviews and ratings on Spotify and Apple/iTunes are greatly appreciated and help the show reach a wider audience.

In the latest episode of Travillian Next, host Brian Love, Head of Banking & Fintech at Travillian, sits down with community bankers from North Carolina and Tennessee to discuss the profound impact of Hurricane Helene. The storm has left a trail of devastation, affecting countless families and businesses in its wake. At the time of this release, the death toll has reached over 230 individuals with hundreds more still unaccounted. Financial costs could total over $30 billion and the rebuilding of these communities will take years. Our guests, Lynn Johnson, Chief Operating Officer, EVP at North Carolina Banker's Association, Billy Carroll, President & CEO at SmartBank, and John Hunter, Senior Vice President and Tri-Cities Community President at Trio South Bank, share accounts of the challenges their communities are facing and the vital role local banks are playing in the recovery process. Summed up very well by Billy on the long road ahead for folks affected by Hurricane Helene, he said, “Don't forget about it….Stay plugged into what's going on in all of these communities…Look for opportunities to help.” While relief efforts are underway, there is still much to be done to help rebuild these communities. Your support can make a difference in the lives of those affected by this disaster. By donating to trusted organizations, you can help provide essential resources and long-term aid. Here are four organizations you can support today: North Carolina Bankers Association Mountain Ways Tennessee Bankers Association Region Ahead

Episode 569 - Adam goes to the Hoosier Track Attack launch event and connects with John Hunter from SCCA to talk about the experience. --- Support this podcast: https://podcasters.spotify.com/pod/show/slipangle-show/support

On this episode of #SRWPodcast - Kevin Lee of NBC Sports recaps 2024 IndyCar Season, GM/Co-Owner of 5 Flags Speedway Tim Bryant talks #SnowballDerby and NASCAR #CupSeries driver for Legacy Motor Club John Hunter Nemechek from weekend of Sept 20th, 2024

Fresh off a second place finish in the BPT event on the st lawrence river the guys chop it up with John Hunter on the front side of there toyota series event on the horizon. 

The final piece of my two-part conversation with Birmingham videographer John Hunter! John takes you into the world of video editing; challenges he faces as Director of Production, how he makes stylistic choices; and how he enjoys working with & developing new talent for the firm. Plus — you might hear a Dan Time "nonsense nugget" or two (or three, maybe).Check out John's reel containing some of his best work: https://app.frame.io/presentations/e69b4eb2-92cd-446e-bc15-e216277b9af1

Award-winning videographer and my good friend John Hunter makes a special Dan Time appearance! This is PART ONE of our far-reaching discussion. STAY TUNED for the second part of this conversation! We cover a number of topics, including but not limited to the power of lasting friendship; John's professional work as a director of photography for Luckie & Company; the impact of AI in this industry; special projects John is particularly proud of, including the Civil Rights Trail; ongoing social divides in our culture — plus some silly season stuff only found on this podcast! You won't want to miss the conclusion of our conversation!dantimepod@gmail.com@dantimepod - social media

Luca Momblano ha letto le 706 pagine del libro "Maps and Legends: The Story of R.E.M." scritto da John Hunter. Ci siamo seduti davanti a un microfono e ce ne ha parlato per oltre 40 minuti. ATTENZIONE: contiene copertine brutte, canzoni (non) d'amore, dinosauri, Meg Ryan, The Bear e apparizioni in sogno di Patti Smith. Non contiene cut-up.

Adam sits down with author John Hunter to discuss his book, Maps and Legends: The Story of R.E.M..Adam and John chat about all things R.E.M., and explore why he wrote the book, what the book encompasses, and the challenges in tackling such a wide-reaching story. They also touch on the differences in fandom today, online music discourse, and John's Top 10 R.E.M. songs!Our next episode is out on Monday June 10th and will begin our deep-dive into Out of Time, the seventh album by R.E.M..Maps and Legends: The Story of R.E.M. by John Hunter is available now in paperback in the US, and as an eBook in the rest of the world!  Join the conversation on:Twitter: https://twitter.com/whatismusicpodInstagram: https://www.instagram.com/whatismusicpodE-mail: whatismusicpod@gmail.comGet access to more shows, exclusive bonus content, ad-free episodes of this show, and more music discussion by subscribing to our Patreon!Head to patreon.com/whatismusicpod and receive up to two new episodes of our various shows every week (including shows about Manic Street Preachers and monthly themed playlists!), ad-free archives of What Is Music?, and access to our Patron-only Discord server for even more music (and non-music) discussion!Support our show when starting your own podcast!By signing up to Buzzsprout with this link: https://www.buzzsprout.com/?referrer_id=780379Check out our merch!https://whatismusicpod.redbubble.comDonate to our podcast!https://ko-fi.com/whatismusichttp://whatismusic.buzzsprout.com/Support the Show.

Welcome to The Nonlinear Library, where we use Text-to-Speech software to convert the best writing from the Rationalist and EA communities into audio. This is: Being against involuntary death and being open to change are compatible, published by Andy McKenzie on May 28, 2024 on LessWrong. In a new post, Nostalgebraist argues that "AI doomerism has its roots in anti-deathist transhumanism", representing a break from the normal human expectation of mortality and generational change. They argue that traditionally, each generation has accepted that they will die but that the human race as a whole will continue evolving in ways they cannot fully imagine or control. Nostalgebraist argues that the "anti-deathist" view, however, anticipates a future where "we are all gonna die" is no longer true -- a future where the current generation doesn't have to die or cede control of the future to their descendants. Nostalgebraist sees this desire to "strangle posterity" and "freeze time in place" by making one's own generation immortal as contrary to human values, which have always involved an ongoing process of change and progress from generation to generation. This argument reminds me of Elon Musk's common refrain on the topic: "The problem is when people get old, they don't change their minds, they just die. So, if you want to have progress in society, you got to make sure that, you know, people need to die, because they get old, they don't change their mind." Musk's argument is certainly different and I don't want to equate the two. I'm just bringing this up because I wouldn't bother responding to Nostalgebraist unless this was a common type of argument. In this post, I'm going to dig into Nostalgebraist's anti-anti-deathism argument a little bit more. I believe it is simply empirically mistaken. Key inaccuracies include: 1: The idea that people in past "generations" universally expected to die is wrong. Nope. Belief in life after death or even physical immortality has been common across many cultures and time periods. Quantitatively, large percentages of the world today believe in life after death: In many regions, this belief was also much more common in the past, when religiosity was higher. Ancient Egypt, historical Christendom, etc. 2: The notion that future humans would be so radically different from us that replacing humans with any form of AIs would be equivalent is ridiculous. This is just not close to my experience when I read historical texts. Many authors seem to have extremely relatable views and perspectives. To take the topical example of anti-deathism, among secular authors, read, for example, Francis Bacon, Benjamin Franklin, or John Hunter. I am very skeptical that everyone from the past would feel so inalienably out of place in our society today, once they had time (and they would have plenty of time) to get acquainted with new norms and technologies. We still have basically the same DNA, gametes, and in utero environments. 3: It is not the case that death is required for cultural evolution. People change their minds all the time. Cultural evolution happens all the time within people's lifespans. Cf: views on gay marriage, the civil rights movement, environmentalism, climate change mitigation, etc. This is especially the case because in the future we will likely develop treatments for the decline in neuroplasticity that can (but does not necessarily always) occur in a subset of older people. Adjusting for (a) the statistical decline of neuroplasticity in aging and (b) contingent aspects of the structure of our societies (which are very much up for change, e.g. the traditional education/career timeline), one might even call death and cultural evolution "orthogonal". 4: No, our children are not AIs. Our children are human beings. Every generation dies, and bequeaths the world to posterity. To its children, biological or otherwise. To its students, its protégés. ... In which one will never have to make peace with the tho...

How do you know that the learning you and your colleagues are doing is leading to changes in behavior? In this episode, Bill and Andrew discuss little tests you can do to see if the transformation you're working toward is really happening.  0:00:02.0 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today, I'm continuing my discussion with Bill Bellows, who has spent 30 years helping people apply Dr. Deming's ideas to become aware of how their thinking is holding them back from their biggest opportunity. Today is episode 22, and the title is, Test for Understanding Transformation. Bill, take it away.   0:00:30.7 Bill Bellows: Hey, we've been at this podcast for about a year now, right?   0:00:36.6 AS: It's incredible how long it's been.   0:00:39.8 BB: And in the beginning you said, I've been at this for 30 years, right?   0:00:43.7 AS: Yeah.   [laughter]   0:00:46.7 BB: Maybe we should change that to 31.   0:00:48.3 AS: Oh, man, there you go.   0:00:51.2 BB: All right.   0:00:53.0 AS: That reminds me of the joke of the janitor at the exhibition of the dinosaurs and the group of kids was being led through the museum and their guide had to run to the bathroom. And so they were looking at this dinosaur and they asked the janitor, "How old is that dinosaur?" And he said, "Well, that dinosaur is 300,032 years old." "Oh, how do they know it so exactly?" He said, "Well, it was 300,000 when I started working here 30 years ago."   [laughter]   0:01:28.8 AS: So there we are.   0:01:31.4 BB: That's great.   0:01:33.3 AS: Thirty-one years.   0:01:34.0 BB: All right, all right, all right. So first thing I wanna say is, as you know and our listeners know, I go back and listen to this podcast and I interact with people that are listening too, and I get some feedback. And in episode 19, I said the Germans were developing jet engines in the late 1940s. No, it turns out the Germans were developing jet engines in the late 1930s and they had a fighter plane with a turbine engine, a developmental engine in the late '30s. They didn't get into full-scale development and production. Production didn't start till the tail end of the war. But anyway, but I was off by a decade. In episode 21, I mentioned that checks were awarded within Rocketdyne for improvement suggestions and individuals who submitted this and it could be for an individual, maybe it was done for two people, three people, I don't know, but they got 10% of the annual savings on a suggestion that was implemented in a one-time lump sum payment.   0:02:36.1 BB: So you got 10% of the savings for one year and I thought, imagine going to the president of the company and let's say I walk into the president's office and you're my attorney. And I walk in and I say, "Hey, Mr. President, I've got a suggestion. You know that suggestion program?" He says, "Yeah, yeah, yeah. Come on in, come on in. And who's this guy with you?" "Well that's Andrew Stotz." "And who's Andrew?" "He's my attorney, and he and I have been thinking about what this is worth." "Well, tell me about it." "No, well, before we get into it, we've got this form to sign here."   0:03:10.9 AS: Andrew.   0:03:11.1 BB: "Right? And you wanna see the idea or not? But we don't have to share it." But I thought, imagine people going to great length and really taking advantage of it. Well, a few of us that were involved in our InThinking Roadmap training, what we started to propose is we want a piece of the action, Andrew. So the proposal we had is that, Andrew, if you come to one of our classes, a study session on The New Economics or Managing Variation of a System, we'll have you sign a roster, right? And so if you are ever given a check for big numbers, Andrew, then we're gonna claim that our training contributed to your idea and all we ask is 10%, right?   0:03:58.1 AS: Of your 10%.   0:04:00.9 BB: I mean, I think that's fair, right? But imagine everybody in the organization becoming a profit center.   0:04:08.7 AS: Crazy.   0:04:10.4 BB: That's what you get. All right.   0:04:14.5 AS: And the lesson from that is focus on intrinsic motivation. People wanna make improvements, they wanna contribute.   0:04:23.8 BB: You start... You go down the slippery slope of incentives, which will be part of what we look at later. There's just no end to that. All right?   0:04:31.4 AS: Yeah.   0:04:32.2 BB: So I mentioned in a previous podcast that I had an interaction, met the army's first woman four-star general, and I just wanna give you some more background and interesting things that happened with her relative to this test for understanding transformation. I don't know April, May, 2008, someone on her staff reached out to me and when they first... When the guy got a hold of me, I said... From the Pentagon, he called me, I think it was like 8:00 or 9:00 o'clock at night here. Whatever it was, it was after hours in LA so it was after hours in DC. I remember saying to the guy, "How did you find me?" He says, "There's a lot of stuff on the internet." So he says, "I came across a presentation you did for Goodwill Industries." And he says, "In there you talk about... " He says, "There's some really good stuff in there."   0:05:29.0 BB: And I said, "Like what?" He said, "You have a slide in there about you can minimize loss to society by picking up nails in a parking lot." And that was an example of what I used Dr. Taguchi's work, minimizing loss to society. I said, "Yeah, I remember that slide." He says, "We don't do enough of that in the Army." And he says, "Hey, we've got a conference next week, late notice. The keynote speaker bailed out." And he's calling me on a Monday. The presentation's a week from Wednesday and he says... And also he said that the Army had an initiative called Enterprise Thinking and Enterprise Thinking was part of what we called our effort within Rocketdyne. We used the terms Enterprise Thinking, organizational awareness, and that InThinking personal awareness. We were using those two terms. So he did a search on that, found my name, and he says, "What do you think?" And he says, "We're gonna... "   0:06:24.3 BB: If I agree, we'll have a follow-up vetting call the next day. So he calls me up the next day and it's him and a two-star general. There are three people in the room, all senior officers, and he says, "Okay, so, but tell us what you do." So I shared the last... It sounds funny, is what seems to have been the last straw in their interest was having me speak, was my last straw story. Remember the executive from the European airline and... Right? So I tell that story about my efforts within Rocketdyne and Boeing about this airline executive and how this deeply resonated with this executive of this customer of this company that buys a lot of Boeing airplanes that we focused on the one cause, not the greater system.   0:07:13.2 BB: And within minutes of sharing that story, they started laughing, leading to it a few minutes later to them saying, "you're the one."   0:07:19.2 AS: [laughter] That's very interesting.   0:07:21.3 BB: You're the one. So for our listeners, I'd say, let this be a reminder of how a personal story guided by insights on how Dr. Deming's System of Profound Knowledge can open doors for you. And you can use that story, come up with your own stories, but you just never know when you're gonna be in a situation where you need a really simple story. So as an aside, they contact me, like I mentioned, 10 years later, and I think I shared with you offline that the speaker I was replacing was the great Richard Rumelt, the strategy professor from UCLA, who for whatever reason needed to bail out. And then when this podcast is posted, I'll put a link to the slides of the presentation.   0:08:05.7 BB: It's about 45 minutes long. What was not covered... I went back and looked at it earlier to say, what did I share with them that got them so excited? All I know is it fit into 45 minutes to an hour. What was not covered was the trip reports, whether Red Pen or Blue Pen, Last Straw/All Straw, Me/We organizations. But after it was done, as I'm coming off the stage, General Dunwoody in uniform comes up to me. She was thrilled. Her exact words were, "You hit it." She says, "Bill, you hit it out of the park." And I thought, well, I had help from a lot of people. She then says something to me that I'll never forget. So we're face-to-face, right? Let me just... Right?   0:08:45.1 BB: And she says to me, "Bill, you've got a real challenge on your hands. Bill, you've got a real challenge on your hands." So prompted by that, I held my hand out, my right hand, which is what you do to initiate a handshake, and then she reaches out to shakes my hand and I said, "General Dunwoody, we have a challenge on our hands." [laughter] And she erupted in laughter. And my only regret, even though we went out for drinks for the next couple of hours, but my regret was not having a photo of her and I doing a double high five as she laughed. So then I remained in touch with her for the next six to eight months when she was promoted to four-star and she looked for opportunities to get me to the Pentagon, which she did. And I was trying to get her or somebody on her staff to come to Rocketdyne to learn more about what we're doing.   0:09:38.1 BB: But I say I share this anecdote as an example of a Test for Understanding of a transformation. So what is a TFU, test for understanding? This is something I got exposed to in my Kepner-Tregoe Problem Solving and Decision Making training, which I talked about in one of the first episodes. And in our training to deliver what was then a five-day course, we were coached on how to interact with seminar attendees, including how to answer questions and how to ask questions. And one of the things we got our knuckles wrapped for was saying, are there any questions? Because no one answers that. There is... And if I had said that when I was being certified, I'd have failed. So instead we're coached on how to ask questions or make comments, which serve as a test for someone's understanding of what I presented.   0:10:27.9 BB: For example, for me to reply to General Dunwoody with we have a challenge on our hands was to test her understanding of what I said and her laughter is a response that I could be expecting with something short. As an aside, an appreciation, we've talked about Ackoff's D-I-K-U-W model data, raw data information. You turn that into what, where, when, extent, knowledge. If we convert that to how does something operate looking inside of an automobile, how do the pieces work together? Remember he said understanding is when you look outward 'cause knowledge looking inward, Russ would say, doesn't tell you why the car is designed for four passengers. That comes from looking outward. And then wisdom is what do we do with all this? Well, the Kepner-Tregoe training was Test for Understanding and now that I'm inspired by Ackoff, well in my university classes, I ask "Test for Information" classes. I have them watch videos and say, what company was Russ working for?   0:11:31.1 BB: This anecdote, that's information. Nothing wrong with those questions. I can ask for "Test for Knowledge" questions asking how something operates. So what I don't know is like, why are they called Test for Understanding? They could be Test for Knowledge, Test for Information, Test for Wisdom. And obviously TFI test for information could be true, false, multiple choice and test for knowledge and understanding could be short, but then I want to go deeper. And so what I wanna share is in one of my university courses, I share the following, true, you can't make it up news stories. It says, once upon a time a national airline came in dead last on on-time performance one month even though it had offered its employees everything from cash to pizza to finish first in the US Department of Transportation's monthly rankings. Does that sound like incentives, Andrew?   0:12:33.0 AS: It's all there.   0:12:33.8 BB: If we finish first, pizza parties. Now if they got exposed to Rocketdyne, they'd be handing out checks for $10,000. So in one of the research essays, for a number of the courses, every week, every module, I give them a research essay very similarly, giving them a situation and then what's going on with the questions is having them think about what they've been exposed to so far. And so question one in this assignment is given this account, list five assumptions that were made by the management team of this airline? And so I just wanna share one student's response. He says, "assumption one..." And also let me say this comes from the second of two Deming courses I do. So these students have been exposed to a one, one-semester course prior to this. So this is not intro stuff. This is getting deep into it.   0:13:34.3 BB: And so anyway he says, "assumption one, offering incentives like cash and pizza would motivate employees to prioritize on-time performance." Okay? That's an assumption. "Assumption two, employee morale and satisfaction directly correlate with on-time performance. Assumption three, the issue of on-time performance primarily stems from..." Are you ready? "Employee motivation or effort. The incentives provided were perceived as valuable by employees." And you're gonna love where this goes. "Assumption five, employees have significant control over factors that influence on-time performance such as aircraft maintenance, air traffic control and weather conditions."   0:14:20.2 AS: Good answers.   0:14:23.0 BB: Again, what I think is cool and for our listeners is what you're gonna get in question two, three, four, and five is builds upon a foundation where these students have, for one and a half semesters been exposed to Deming, Taguchi, Ackoff, Gipsie Ranney, Tom Johnson, the System of Profound Knowledge, hours and hours of videos. And so this is my way of Testing their Understanding. And so if you're a university professor, you might find interest in this. If you're within an organization, this could be a sense of how do you know what people are hearing in your explanations of Deming's work or whatever you're trying to bring to your organization? So anyway, I then have them read a blog at a Deming Institute link, and I'll add this blog when this is posted but it's deming.org/the insanity of extrinsic motivation. All right. And they've been exposed to these concepts but I just said, "Hey, go off and read this blog." And it was likely a blog by John Hunter.   0:15:32.0 AS: Yep.   0:15:32.2 BB: All right, question two. All right. Now it gets interesting, is that "in appreciation of Edward de Bono's, "Six Thinking Hats"," which they've been exposed to, "and the Yellow Hat, which is the logical positive, why is this such a great idea? Listen, explain five potential logical, positive benefits of incentives, which would explain why they would be implemented in a ME Organization." And so what's seen is I have them put themselves in a ME Organization, put on the Yellow Hat and think about what would be so exciting about this. And so logical, positive number one. "Incentives can serve as a powerful motivator for individuals within the organization, driving them to achieve higher levels of performance and productivity. When employees are offered rewards for their efforts, they're more likely to be motivated to excel in their roles," Andrew. Logical positive number two, enhanced performance. Explanation, "by tying incentives to specific goals or targets, organizations can encourage employees to focus their efforts on key priorities and objectives.   0:16:46.9 BB: This can lead to improved performance across various aspects of the business, ultimately driving better results." Number three, attraction and retention of talent. Oh, yeah. Explanation, "offering attractive incentives can help organizations attract top talent and retain existing employees. Attractive incentives can serve as a key differentiator for organizations seeking to attract and retain skilled professionals." Now, let me also say, this is an undergraduate class. As I mentioned, this is the second of two that I offer. Many of these students are working full-time or part-time. So this is coming from someone who is working full-time, probably mid to late 20s. So these are not... They're undergraduates but lifewise, they've got a lot of real-world experience.   0:17:44.0 BB: All right. Logical positive four, promotion of innovation and creativity. Explanation, "incentives can encourage employees to think creatively and innovative in their roles. By rewarding innovative ideas and contributions, organizations can foster..." Ready, Andrew? "A culture of creativity and continuous improvement, driving long-term success and competitive advantage." And the last one, positive organizational culture. "Implementing incentives can contribute to a positive organizational culture characterized by recognition, reward and appreciation. When employees feel valued and rewarded for their contributions, they're more likely to feel engaged, satisfied, and committed to the organization." But here's what's really cool about this test for understanding, I get to position them in the framework of a ME Organization with the Yellow Hat.   0:18:40.9 BB: Now question three, in appreciation of Edward de Bono's, "Six Thinking Hats" and the Black Hat, what Edward calls a logical negative, list and explain five potential aspects of incentives, which would explain why they would not be implemented in a WE Organization. And this is coming from the same person. This is why I think it's so, so cool that I wanna share with our listeners. The same person's being forced to look at it both ways. Negative number one, potential for... Ready, Andrew? "Unintended consequences." Oh my God. "Incentives can sometime lead to unintended consequences such as employees focusing solely on tasks that are incentivized while neglecting other important aspects of their roles. This tunnel vision can result in suboptimal outcomes for the organization as a whole."   0:19:30.7 BB: "Number two, risk of eroding intrinsic motivation. Explanation, offering external rewards like incentives can undermine intrinsic motivation leading employees to become less interested in the work and more focused on earning rewards. Number three, creation of unhealthy competition. Explanation, incentives can foster a competitive culture within the organization where employees may prioritize individual success over collaboration and teamwork. This competitive atmosphere can breed..." Ready? "Resentment and distrust among employees." Can you imagine that, Andrew? Resentment and distrust? That seems like it would clash with my previous positive thought, but it really just points out how careful management needs to be.   0:20:19.0 AS: Yes.   0:20:19.2 BB: All right. Cost considerations. "Implementing incentive programs can be costly for organizations, particularly if the rewards offered are substantial or if the program is not carefully managed. Organizations may be hesitant to invest resources and incentives, especially if they're uncertain about the return on investment if budget is of concern." And then number five, "short-term focus over our long-term goals." Explanation, "incentives often improve short-term gains rather than long-term strategic objectives. Employees may prioritize activities that yield immediate results, even if they're not aligned with the organization's broader goals or values."   0:21:02.7 BB: And then question four, here's the kicker. "In appreciation of your evolving understanding of the use of incentives, share, if you would, a personal account of a memorable attempt by someone to use incentives to motivate you, so that so many pizza parties or bringing a small box of donuts or coffee in for working a weekend I was supposed to have off." And then question five, "in appreciation of your answer to question four, why is this use of incentives so memorable to you? They were very ineffective. I often felt insulted that my boss thought that $20 worth of pizza or donuts made up for asking me to give 50% of my days off that week."   0:21:55.5 AS: Here's a donut for you.   0:22:00.6 BB: Here's a doggy bone, here's a doggy bone. I just wanted to share that this time. Next time we'll look at more.   0:22:09.3 AS: One of the things that...   0:22:10.6 BB: There are other examples of Test for Understanding. Go ahead, Andrew.   0:22:12.3 AS: One of the things that I wanted to... What you made me think about is that you and I can talk here about the downside of incentives but we have to accept the world is absolutely sold on the topic of incentives.   0:22:27.2 BB: Absolutely.   0:22:27.8 AS: A 100, I mean, 99.999% and if you're not sold on it, you're still gonna be forced to do it.   0:22:34.5 BB: Well, you know why they're sold on them, 'cause they work.   0:22:39.7 AS: It's like a shotgun. One of those pellets is gonna hit the target but...   0:22:47.7 BB: That's right.   0:22:48.4 AS: A lot of other pellets are gonna hit...   0:22:50.6 BB: And that's all that matters. And then what you get into is, you know what, Andrew, that that one person walks away excited, right? And that's the pellet that I look at. And I say, yep, and what about those others? You know what I say to that, Andrew? Those others, you know what, Andrew, you can't please everybody.   0:23:07.8 AS: Yeah.   0:23:07.9 BB: So this is so reinforcing. There's one person that gets all wrapped up based on my theory that this is a great thing to do and I hone in on that. And everything else I dismiss as, "ah, what are you gonna do? You can't please everybody." But what's missing is, what is that doing to destroy their willingness to collaborate with the one I gave the award to?   0:23:33.1 AS: Yeah, I'm picturing a bunch of people and laying on the ground injured by the pellets but that one black, or that one... Let's say the one target that we were going after, that target is down but there's 50 other people down also.   0:23:50.6 BB: No, but then this is where I get into the white bead variation we talked about early, early on, is that if all I'm doing is measuring, have you completed the task and we're looking at it from a black and white perspective and you leave the bowling ball in the doorway for the next person, meaning that you complete a task with the absolute minimum requirements for it to be deemed complete. Does the car have gas? Yes. You didn't say how much but when people then... When those people that were summarily dismissed didn't receive the award, when they go out and don't share an idea, don't give somebody a warning of something or not even maliciously leave the bowling ball in the doorway but believe that the way to get ahead is to do everything as fast as possible, but in doing so, what you're doing is creating a lot of extra work for others, and then you get promoted based on that. Now you get into... In episode 22 we talked about, as long as there's no transparency, you get away with that. And then the person at the end of the line gets buried with all that stuff and everybody else says, well, my part was good and my part was good. How come Andrew can't put these together?   0:25:26.8 AS: In wrapping this up, I want to think just briefly about how somebody... So we're talking about understanding transformation, but we're also talking about incentives.   0:25:39.8 BB: Yes.   0:25:40.5 AS: And I would like to get a takeaway from you about how somebody who lives in a world of incentives, how do they, after listening to this, go back to their office and how should they exist? It's not like they can run away from a structure of incentives. Maybe when they become CEO, they decide, I'm not gonna do it that way, but they're gonna go back to their office and they're gonna be subjected to the incentive system. Obviously, the first thing is we wanna open up their mind to think, oh, there's more to it than just, these darned employees aren't doing what I'm telling them, even when I'm giving them incentives. But what would you give them as far as a takeaway?   0:26:27.1 BB: Well, I'll give you some examples of what some brilliant colleagues did at Rocketdyne, as they became transformed, as they became aware, and one is politely decline. Say, I don't, I don't need that. Just again you have to be careful there. There could be some misinterpretations of that. So you have to be...   0:27:03.2 AS: What if you're required to put an incentive system on top of your employees?   0:27:09.5 BB: Well, first, if it's coming down to you to go off and implement this, then one thing you could do is create a system which is based on chance. Everyone who contributed an idea, their name goes into a lottery for free lunch the first Wednesday of the month, and everybody knows. So then we're using the incentive money but using it in a way that everyone deems as fair. So that's one thing. And you just say, I'll... So then if your boss asks, have you distributed the incentive money? You say, yes, but you're distributing it based on a system of chance of which everyone realize they stand an equal chance of winning.   0:27:56.9 AS: Okay. So let's address that for a second. So your boss believes in incentives. They ask you to implement this system. Now you proposed one option, which is to do something based upon chance, but now let's look at your employees under you that have been indoctrinated their whole life on the concept of incentives. And you give them a system of chance and they're gonna come back and say, wait a minute, you're not rewarding the person who's contributing the most here? Now obviously you have a teaching moment and you can do all that, but is there any other way that you can deal with this?   0:28:33.7 BB: No, it could be tough. You've got to... You may have to go along until you can create a teaching moment. And what I did with the colleagues, when there are these a "great minds doing great things" events, and an announcement would go out as to who are the privileged few that got invited to these events, and I would tell people that if you go to the event, then that's what I would say. You can decline, you can politely decline. There's some things you can decline.   0:29:17.4 AS: I guess the other thing you could do, you could also... When you have to, when you're forced to reward, you can celebrate everybody's contribution while you're also being forced to give that incentive to that one person that has been deemed as the one that contributed the most.   0:29:36.9 BB: Well, I'll give you another example that a colleague did, a work colleague. He didn't do it in a work setting. Not that it couldn't be done in a work setting, but he signed up to be as a judge in a science fair in a nearby school. It was a work-related thing. And as it got closer, he realized... It was a... It would involve... What is a science fair without the number one science experiment? And my theory is you can't get a bunch of adults and a bunch of kids together in any organized way without giving out an award that just, it's like, oh, we got everybody together. We got to find a way to single somebody out. So when he realized what was going on, instead of not going, what he did, he took it upon himself to interact with every kid whose science experiment he watched and asked them lots of questions about it, about what inspired them? What did they learn?   0:30:30.6 BB: So what he wanted by the end of the day was that they were more intrigued that someone came and really wanted to know what they learned and less inclined to listen to who won the award. And I've seen that in a work setting, again, where we had events and the next thing you know there's an award and I thought, well, what can we do? Well, we can go around and really engage in the people who's got tables set up for the share fair knowing at the end of the day, we have this. We just can't break this, we just can't break this.   0:31:08.2 AS: Yeah. All right. So...   0:31:10.3 BB: But the other thing I've seen, I've seen people who received rewards, use that money. Literally, one guy in the quality organization at Rocketdyne received an award. It might have been for a $1000. He used the money, Andrew, to buy copies of The New Economics for everyone in the organization.   [laughter]   0:31:31.7 AS: Well, that brings us to another possibility, is that you convince your boss that you at least want to give... You want to reward the whole department.   0:31:40.5 BB: Yes.   0:31:40.9 AS: Any reward that you do, you want to reward your whole department. And so that could be something that your boss would say, "Okay, go ahead and do that." And they're not gonna go against it as opposed to trying to, say, no, I won't do it this way, but...   0:32:02.1 BB: Well, towards that end, I've seen people that are rewards crazy. At Rocketdyne, there's one guy in particular in a machine shop manufacturing environment and some big program wanted to thank five out of the 50 people in his organization with t-shirts. And he said, "You either give me 50 t-shirts or no t-shirts."   0:32:27.6 AS: Yeah.   0:32:28.8 BB: And I thought that was really cool 'cause this... And I don't know to what degree his exposure to what we were doing, but I thought that's what we need more of. Come back with 50 shirts and we'll take them.   0:32:44.1 AS: Okay. Let's wrap this up by doing a brief wrap-up of why you're saying... Why you've titled this Test for Understanding and what can the listeners take away.   0:32:56.6 BB: The idea is again, if in a seminar learning event situation is one thing, but if you're involved in leading in a transformation within your respective organizations, what I'm suggesting is that you think about how to Test the Understanding of that transformation's progress with your audience. And we talked in the past about leaving a coffee cup in the hallway, see if it's still there. That's a Test for Understanding of the culture of the organization. And that's what I'm suggesting here, is there are simple things you can do such when somebody says, come see what my son did. You can say, your son? Or is it, was there a spouse involved? And just as you become aware of the nuances of this transformation, you could be looking at somebody look at two data points and draw a conclusion and they're just a day out of some seminar with you about understanding variation and they're looking for a cause of one data point shift.   0:34:13.0 BB: So it's just, what can you do day in and day out, just your little things to test the organization or test an individual's understanding of this transformation process that we're talking about, which is, how are you seeing things differently? Are you becoming more aware of incentives and their destruction, more aware of theories? That's all. What just came to mind is... And the other aspect of it was this idea that very deliberately with the foundation of ME and WE, Red Pen/Blue Pen, then you can build upon that by saying to somebody, how might a Blue Pen Company go off and do this? How might a red pen company go off and do that? And that's not a guarantee that either one of them is right, but I find it becomes a really neat way on an individual basis to say, as you just pointed out, Andrew, so how would I as a manager in a Blue Pen Company deal with that awkward situation?   0:35:19.2 BB: Well, if I was in a red pen, this is what I would do. And so it's not only testing for understanding, but also the power of this contrast. And that's what I found with a group recently, especially the students. If I give them the contrast, I think it's easier for them to see one's about managing things in isolation and all that beckon such as belief in addition and root cause analysis, and one's about looking at things as a system. So it's not just Test for Understanding, but a test of both foundations is what I wanted to get across.   0:35:57.0 AS: Okay, great. Bill, on behalf of everyone at The Deming Institute, I wanna thank you again for this discussion. And for listeners, remember to go to deming.org to continue your journey. If you wanna keep in touch with Bill, hey, you can find him on LinkedIn and he listens. This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming. I mean, I say this quote every time until I will be bored stiff of it, but "people are entitled to joy in work."

From WABE in Atlanta, this is City Lights. I'm Lois Reitzes – thank you for listening. Among the contributions to the world of music from Athens, Georgia, the band REM is one of the town's biggest – not only in terms of the fame they would go on to achieve, but in the strength of their Athens roots. A new, comprehensive biography of the band is out now by author John Hunter. Later this hour, he joins us to discuss “Maps and Legends: The Story of REM.”See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Geoffs, have you or someone you know been injured by an umbrella? Statistically speaking….probably! Spencer will explain. Afterwards Madison is ditching the victorian era to tell us a crazy tale from the Georgian era that'll have you screaming. We've got an obituary for somebody who met a terrible demise, and one for a gal who got married out of convenience, and of course, we didn't forget, we've got some dumb.ass.criminalllllls! Buy our book: prh.com/obitchuaryGet your Merch: wonderyshop.com/obitchuaryCome see us live on tour: obitchuarypodcast.comJoin our Patreon: Patreon.com/cultliterNew episodes come out every Thursday for free, with 1-week early access for Wondery+ subscribers.Follow along online: @obitchuarypod on Twitter & Instagram @obitchuarypodcast on TikTokCheck out Spencer's other podcast Cult Liter wherever you're listening!Write to us: obitpod@gmail.comSpencer Henry & Madison ReyesPO Box 18149 Long Beach, CA 90807Sources:https://www.newspapers.com/image/760444517/?article=1290f50f-cde6-460a-abad-dea8f5762d6a&terms=umbrellahttps://www.foxnews.com/health/motorcyclist-dies-after-freak-accident-with-umbrellaflorida woman umbrellahttps://www.heraldmailmedia.com/story/lifestyle/2017/05/18/his-common-household-item-is-killing-millions-of-people-worldwide/116637412/https://www.wtkr.com/2016/06/08/death-investigation-underway-at-virginia-beach-oceanfronthttps://www.wtkr.com/2016/06/08/death-investigation-underway-at-virginia-beach-oceanfronthttps://www.iflscience.com/the-astonishing-true-story-of-the-poisoned-umbrella-assassination-69989https://en.wikipedia.org/wiki/Bulgarian_umbrellahttps://www.newspapers.com/image/647037489/?article=f6997925-2f28-4f24-8b5a-3aefdcb3cf5c&terms=hauntedhttps://www.legacy.com/us/obituaries/montereyherald/name/bettye-sollecito-obituary?id=53008831https://benjaminpauley.net/c18booktracker/node/3926https://www.geriwalton.com/mourning-in-georgian-era/https://warwick.ac.uk/fac/arts/history/chm/outreach/irish_giant/thestory/https://en.wikipedia.org/wiki/John_Hunter_(surgeon)https://en.wikipedia.org/wiki/Royal_College_of_Surgeons_of_England#Hunterian_Museumhttps://georgianera.wordpress.com/2020/06/17/the-colour-of-mourning/https://thelondondead.blogspot.com/2014/01/maria-van-butchell-died-1775-hunterian.htmlhttps://www.museumoflondon.org.uk/discover/curious-tale-martin-van-butchells-first-wifehttps://www.rcseng.ac.uk/library-and-publications/library/blog/martin-van-butchell/https://www.kiro7.com/news/trending/auto-shop-employee-uses-forklift-catch-suspected-thief-midair/6HPUSR76CRF3PPHPZLT7W522S4/https://www.newspapers.com/image/867735802/?terms=%22martin%20van%20butchell%22&match=1https://www.reddit.com/r/askportland/comments/1bv5xi9/anyone_know_where_to_hire_funeral_clowns/?rdt=40084 See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

For his 2017 PhD, John Hunter put forward a hypothesis that offers insights into both the “transformational” experiences associated with large group awareness training (LGAT) participation and the common claims of psychological harm and problematic behaviour associated with participation. Dr Hunter presented his work at the 2023 International Cultic Studies Association conference, and for this episode, he breaks down some of his findings – including where LGATs may or may not intersect with cults and cult-like behaviour.Full episode page here. You can support us on Patreon or with a one-off donation. Links:John Hunter PhD websiteStress-induced hypomania in healthy participants: the allostatic “manic-defence hypothesis” — Dr John Hunter's 2017 PhD DissertationRational Emotive Behaviour Therapy (Dr Albert Ellis)Cognitive Behaviour Therapy (Dr Aaron T. Beck)Robert J. Lifton's Eight Criteria for Thought ReformThe Book of est — Kirkus Reviews'We're Gonna Tear You Down and Put You Back Together" — by Mark Brewer, Psychology Today, August 1975Mindbreakers — by Roland Howard, The Daily Mail, 23 July 2001Cults in Our Midst — by Margaret Singer, 1995Psychiatric disturbances associated with Erhard Seminars Training — by L. L. Glass, M. A. Kirsch & F. N. Parris, American Journal of Psychiatry, 1977Psychological effects of participation in a large group awareness training — by Fisher, J. D., Silver, R. C., Chinsky, J. M., Goff, B., Klar, Y., & Zagieboylo, C., Journal of Consulting and Clinical Psychology, 1989The Elaboration Likelihood Model of Persuasion — by Richard E. Petty & John T. Cacioppo, Advances in Experimental Social Psychology Vol 19, 1986Thinking, Fast and Slow — by Daniel Kahneman, Farrar, Straus and Giroux, 2011The Program: Cons, Cults and Kidnapping — Fishbowl Films, 2024 Subscribe and support the production of this independent podcast, and you can access early + ad-free episodes at https://plus.acast.com/s/lets-talk-about-sects. Hosted on Acast. See acast.com/privacy for more information.

Visit the TNR store: https://nextround.store/See omnystudio.com/listener for privacy information.

In this episode, Dr. John Hunter, Executive Vice President of OHSU and CEO of OHSU Health shares insights into his background & leadership journey, advice for emerging leaders, what he is most focused on and excited about going forward in 2024, and more.

Ep#332! Thank you to everyone that has followed and listened! Make sure you subscribe and set to auto download! *JHN is back and talks his move back to cup series *TikTok creator @NNapples talks life as a creator and her experience at Bristol *Josh Williams with Kaulig Racing is back *LTFantasy  Thank you all for the support! Itunes- https://podcasts.apple.com/us/podcast/the-lapped-traffic-podcast-nascar/id1191851979 Podbean- https://thelappedtrafficpodcast.podbean.com/ Twitter- @lappedtrafficpc Facebook- https://www.facebook.com/thelappedtrafficpodcast TikTok- @lappedtrafficpc Instagram- @lappedtrafficpc Youtube- https://www.youtube.com/channel/UCA1FcdZAt28m5yzWUP7tj2Q Website- www.thelappedtrafficpodcast.com

Episode: 1131 John Hunter: idiosyncratic medical pioneer.  Today, the history of medicine provides a strange hero.

I-C-P is back! Ice Cream Paradise, just off the State Road 32 / I-65 exit will be reopening in the spring - under new ownership. Dominique and John Hunter grew up in the area, and have many fond ICP memories. They hated to see it close...and so they are taking a leap of faith to bring the Lebanon institution back. The Hunter's share their journey on Episode 154 of the #LovinLebanon Podcast!

Ahead of Jimmie Johnson's hall of fame induction on Friday night we sit down with both of his drivers at Legacy Motor Club, Erik Jones and John Hunter Nemechek. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Dr. John Hunter shows how authoritarian cults and large group awareness trainings (LGATs) create and then relieve stress to generate euphoria. John talks about his upcoming book and adds new insight to the processes of recruitment and the fervor induced by cultic involvement. Links: more on the Bear-Fedio index More fascinating material from John Hunter: John Hunter, PhD's website John's doctorate his journal article on the dopaminergic defense hypothesis A short article on LGATs published by the Psychological Society of South Africa His illustrated essay on LGATs and Fight Club More on Yuval's work

Host Robert Pilot welcomes John Hunter, Coach and Founder of Twin Cities Native Lacrosse. Then, Roya White Eagle is back to talk arts and local events!

Author and music historian John Hunter discusses his new book, “Maps and Legends: The Story of REM.” Plus, H Johnson features jazz bagpipe player Rufus Harley on the latest edition of H Johnson's Jazz Moment. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

The Money Lap goes LIVE! Tune in for a fun, energetic, off the rails discussion about all motorsports! The Money Lap Live is catered to a video version, we recommend subscribing to our YouTube: https://www.youtube.com/@moneylap Today's guests: Brodie Kostecki John Hunter Nemechek Adam Stern Ryan Vargas Visit https://www.spoilerdiecast.com/ for all your diecast needs and use code "moneylap" for 5% off and free shipping! Timestamps: Coming soon! To get an extra dose of the Money Lap, subscribe to the best 5 minutes in motorsports, Newsletter: https://themoneylap.com/subscribe Prefer Video Podcasts? Subscribe to our YouTube: https://www.youtube.com/@moneylap Don't miss a lap of motorsports news by subscribing to the Money Lap newsletter, "The best 5 minutes in motorsports." Stay in pole position with the latest news, exclusive insights, and expert commentary delivered straight to your inbox multiple times a week. Boasting over 2,500 subscribers, Money Lap is your one-stop shop for all things motorsports, offering unparalleled access to the fast-paced world of NASCAR, F1, and beyond. Read by industry executives in NASCAR, F1, and Indycar, our newsletter and podcast are essential resources for any motorsports enthusiast. Join our community of passionate fans and industry insiders today. Welcome to the future of motorsports media! Copyright 2023, Pixel Racing, LLC. All Rights Reserved.

Large Group Awareness Trainings (LGATs) bill themselves as transformational multi-day workshops. You often feel pressured to attend, perhaps by your corporation or a family member or friend, and you are deliberately not told what will happen there. These workshops often utilize eight to twelve-hour marathon sessions to wear down a person's identity. According to research by South African Dr. John Hunter, they artificially create bipolar states in participants. Hunter offers a fresh and unique analytical framework to explain the highs people experience at the end of a "training." He is a researcher and lecturer based in Johannesburg. His interest in large group awareness trainings – and their impact on mood and psychosis – is grounded in his personal experience of bipolar disorder and his participation in an LGAT in 2010. Dr. Hunter put forward the Dopaminergic-Defense Hypothesis, which offers insights into both (i) the "transformational" experiences associated with LGAT participation and (ii) the common claims of psychological harm and problematic behavior associated with LGAT participation. In 2022, he published an article summarizing the mechanism behind the dopaminergic defense in the Journal for the Cognitive Science of Religion (Hunter, 2022). Hunter and I believe the stress and hyperarousal methods occur in many different environments including authoritarian cults and religious groups. This interview is fascinating. Learn more about Steven Hassan and Freedom of Mind Resource Center. Visit freedomofmind.com Learn more about your ad choices. Visit megaphone.fm/adchoices