Podcasts about rcas

We read and answered some listener emails, go over 10 of the 23 postal pulse questions and we go over an brand new RCAs first day out on the route solo.

Bu bölümde, tıkınırcasına yeme ataklarının ardında yatan nedenleri ve bu döngüyü anlamanın önemini ele alıyoruz. Yeme ataklarının psikolojik kökenlerini, tetikleyici faktörleri ve bu zorlu alışkanlıkla başa çıkabilmek için kullanılabilecek stratejileri keşfederek, dinleyicilere içgörü kazandırmayı amaçlıyoruz.

In this episode, we sit down with Kristin Wakeman, a dedicated advocate and candidate for Vice President of the NRLCA to discuss her campaign and plans for a more transparent and effective union. From updating the NRLCA Magazine to improving training for RCAs, Kristin is dedicated to ensuring that every member is equipped for success. Listen in to hear her strategy for building a union where trust and communication are key.

Root cause analysis helps engineers analyze asset performance and identify the source of machine failure. But how many RCAs are enough for your maintenance program, and how can you use them to change behaviors instead of just fixing the assets? Shon Isenhour and Brian Hronchek of Eruditio join us for a discussion on how to optimize your time spent doing RCAs so they have maximum positive effect on your plant.

RATHINAVANI FM 90.8 CR | Unnal Mudiyum Program - Career Guidance ( Resume Writing ,ATS Resume , Job Opportunities ) | Presenter - Sathish Kumar HoD, SS&A, RCAS #RathinavaniFm #SathishKumar #MAHENDRAN #RjMahendran

Andrew Lewin discusses the recent incident of a pod of orcas trapped in ice off the coast of Japan. He explains how a researcher discovered the stranded orcas and alerted the authorities, leading to widespread concern and viral footage. Andrew also touches on the importance of understanding why whales and orcas get stuck in ice. The episode was prompted by a listener, Eddie Benningfeld, who reached out to Andrew on Instagram. Tune in to learn more about this event and how it highlights the need for ocean conservation. Link to article: https://www.bbc.com/news/world-asia-68226423 Follow a career in conservation: https://www.conservation-careers.com/online-training/ Use the code SUFB to get 33% off courses and the careers program.   Facebook Group: https://bit.ly/3NmYvsI Connect with Speak Up For Blue: Website: https://bit.ly/3fOF3Wf Instagram: https://bit.ly/3rIaJSG TikTok: https://www.tiktok.com/@speakupforblue Twitter: https://bit.ly/3rHZxpc    A pod of orcas off the coast of Japan recently made headlines when they were discovered trapped in ice. The distressing situation was captured on drone footage by a researcher who spotted the pod, consisting of about a dozen orcas, bobbing up and down in the ice. Concerned individuals quickly shared the footage online and contacted authorities in Japan for assistance. The video showed the orcas tightly packed together, with some reports even suggesting that they had blood on their jaws, indicating their attempts to find holes in the ice to breathe and break free. Orcas frequently come to the surface to breathe, so being trapped in ice can be life-threatening for them. Efforts were made to rescue the trapped orcas, with petitions signed and authorities contacted. In some cases, icebreakers were used to break up the ice and create pathways for the orcas to swim to safety. However, the fate of the trapped orcas remained uncertain until they were discovered to have disappeared. The disappearance of the orcas has led to speculation that they managed to escape from the ice. It is believed that they may have found a path with multiple holes in the ice, allowing them to navigate their way out. The exact details of their escape are unknown, but the fact that they are no longer trapped is a positive development. This incident highlights the vulnerability of orcas and other marine mammals to getting trapped in ice. While it is not uncommon for orcas to become stuck in ice, it is always a cause for concern due to the potential for injury or death. The rescue efforts and attention brought to this incident demonstrate the public's concern for the well-being of these iconic marine species. Continued monitoring of the situation is important to ensure the pod of orcas remains safe and does not become trapped again. The incident also serves as a reminder of the need to protect and conserve marine habitats to prevent such situations from occurring in the future. Orcas and other whales can become stuck in ice when hunting under the ice and surfacing to breathe. This is a common occurrence in the Arctic region, where these whales often venture to hunt. Orcas, in particular, are known for their frequent surfacing to breathe, unlike other whale species that can stay submerged for longer periods. When hunting, orcas swim beneath the ice and search for prey. They rely on small holes or openings in the ice to come up and breathe. However, sometimes the ice freezes around them or becomes too packed, making it difficult for them to find a way out. This can result in them getting trapped under the ice. The recent incident off the coast of Japan, where a pod of orcas was found trapped in ice, highlights the potential dangers these animals face. The drone footage captured by a researcher showed the orcas bobbing up and down in the ice, unable to move for several hours. The distressing video went viral, raising concerns among those who saw it. Efforts were made to rescue the trapped orcas. Authorities were contacted, and petitions were signed to bring attention to the situation. In some cases, icebreakers were used to break up the ice and create openings for the whales to escape. However, it is not an easy task due to the size and weight of these massive animals. It is important to note that orcas getting stuck in ice is not uncommon. While it is distressing to witness, it is a natural risk they face when navigating icy environments. The fact that they are highly social animals that travel in pods can further increase the number of individuals affected when a pod becomes trapped. Movies like "Big Miracle" and real-life incidents, such as the recent one off the coast of Japan, bring people together to help these animals. Collaborative efforts involving various stakeholders, including environmental activists, whale hunters, and government authorities, are often required to rescue trapped whales. The ultimate goal is to ensure the safety and well-being of these iconic and important ocean species. While the recent incident in Japan ended with the orcas potentially escaping, it is crucial to continue monitoring their movements and well-being to prevent them from getting stuck in the ice again. Overall, the episode highlights the challenges faced by orcas and other whales when hunting under the ice and surfacing to breathe. It emphasizes the importance of raising awareness, taking action, and collaborating to protect these magnificent creatures and their habitats. Efforts are made to rescue trapped whales, including using icebreakers to break up the ice and create paths for the whales to swim to safety. In the podcast episode, it was mentioned that when whales or orcas get trapped in ice, authorities are often contacted, and icebreakers are brought in to help. Icebreakers are specially designed ships that can break through thick ice. They have a reinforced hull and a powerful engine that allows them to navigate through icy waters. Icebreakers are used to create paths or channels in the ice, allowing trapped whales to swim to safety. These paths are crucial for the whales to reach open water and access areas where they can breathe. By breaking up the ice, icebreakers provide a lifeline for the trapped whales, preventing them from suffocating or becoming injured. In the podcast episode, the movie "Big Miracle" was mentioned, which is based on a true story of a rescue effort to save gray whales trapped in ice near Point Barrow, Alaska. In the movie, de-icing machines were used to keep the holes open for the whales to breathe. This highlights the various methods and technologies that can be employed to aid in the rescue of trapped whales. Rescuing trapped whales is a challenging and complex task. It requires coordination between different stakeholders, including authorities, environmental organizations, and even local communities. The goal is to ensure the safety and well-being of the whales while minimizing any potential harm or stress caused during the rescue operation. It is important to note that the use of icebreakers is just one method employed in whale rescue efforts. Other techniques, such as using whale calls or guiding the whales with boats, have also been utilized in different situations. The specific approach taken depends on the circumstances and the species of whale involved. Overall, the use of icebreakers to break up ice and create paths for trapped whales is an important tool in the rescue efforts. These efforts demonstrate the commitment of individuals and organizations to protect and preserve these magnificent creatures and ensure their survival in the face of challenging circumstances.

Tổng thống Philippines Ferdinand Marcos Jr. ngày 29/01/2024 bắt đầu chuyến viếng thăm cấp Nhà nước Việt Nam đến ngày 30/01. Riêng về vấn đề Biển Đông, nhân chuyến đi này, Marcos Jr. có lẽ sẽ cố thuyết phục Việt Nam ủng hộ đề xuất của ông về một bộ quy tắc ứng xử riêng giữa Philippines với Việt Nam và Malaysia. Nhưng nói chung Hà Nội vẫn dè dặt với những sáng kiến của Manila về vùng biển tranh chấp với Trung Quốc. Ngay trước khi kết thúc chức chủ tịch Hiệp hội các quốc gia Đông Nam Á ASEAN năm 2023, Indonesia đã huy động các ngoại trưởng của khối này đưa ra tuyên bố riêng về Biển Đông ngày 30/12 trong bối cảnh căng thẳng leo thang, đặc biệt là giữa Philippines và Trung Quốc. Bày tỏ “mối quan ngại”, tuyên bố của các ngoại trưởng ASEAN kêu gọi các quốc gia tranh chấp ở Biển Đông “ tự kiềm chế” và “tránh những hành động có thể làm phức tạp thêm tình hình”. Đặc biệt ASEAN đã đề cập đến “khu vực hàng hải của chúng ta” và tái khẳng định “sự thống nhất và đoàn kết” giữa các thành viên, trong đó có Philippines, một quốc gia sáng lập ASEAN đã có nhiều xung đột với Trung Quốc xung quanh khu vực Bãi Cỏ Mây ( Second Thomas Shoal ) trong vài tháng qua.Tuy nhiên, ASEAN đã không chỉ trích đích danh Trung Quốc, một đối tác thương mại lớn của khối và cũng không đưa ra bất kỳ trợ giúp cụ thể nào cho Philippines, ngoài việc nhắc lại cam kết về các cuộc đàm phán dường như không bao giờ kết thúc với Trung Quốc về Bộ quy tắc ứng xử ở Biển Đông COC. Một số nhà lãnh đạo ASEAN còn gián tiếp chỉ trích lập trường cứng rắn hơn của Philippines trong vùng biển tranh chấp với Trung Quốc. Vì thấy không thể trông chờ vào sự hỗ trợ của ASEAN, Philippines dường như đang muốn dựa vào liên minh chiến lược với các nước láng giềng có cùng chí hướng, đặc biệt là Việt Nam.Vào ngày 20/11/2023, ông Marcos Jr. tuyên bố Philippines đã tiếp cận các nước láng giềng như Việt Nam và Malaysia để xây dựng một “Bộ quy tắc ứng xử” (COC) ở Biển Đông riêng giữa ba nước, trong khi chờ bộ quy tắc ứng xử giữa ASEAN với Trung Quốc mà tiến trình đàm phán vẫn diễn ra quá chậm.  Đây không phải là lần đầu tiên tổng thống Marcos Jr. kêu gọi thúc đẩy các cuộc đàm phán COC riêng với các nước láng giềng của Philippines, vì ông muốn tận dụng ảnh hưởng tập thể để phản đối các điều khoản có lợi cho Trung Quốc trong bộ quy tắc ứng xử đang đàm phán với ASEAN. Đồng thời thông qua việc đe dọa đưa ra một COC riêng, tổng thống Philippines cố gây áp lực buộc Trung Quốc phải nhượng bộ trong hồ sơ này.Trả lời RFI Việt ngữ ngày 17/01/2024, nhà nghiên cứu Biển Đông Hoàng Việt nhận định về sáng kiến của tổng thống Marcos Jr.:“Philippines là một quốc gia nổi tiếng xưa nay có rất nhiều sáng kiến. Ngay cả sáng kiến đầu tiên về bộ quy tắc ứng xử COC từ những năm 1990 là bắt đầu từ phía Philippines. Chính vì vậy Philippines đã rất năng nổ trong việc tìm kiếm một bộ quy tắc ứng xử trên Biển Đông. Nhưng Philippines là một nền dân chủ, một tổng thống chỉ nắm quyền một nhiệm kỳ tối đa là 6 năm và chính sách có thể thay đổi rất nhiều, cho nên lập trường của Philippines về vấn đề này luôn luôn thay đổi. Dưới thời tổng thống Aquino III, Philippines đã khởi kiện Trung Quốc ra Tòa Trọng tài Thường trực. Nhưng đến 2016, khi Duterte trở thành tổng thống thì Manila lại xoay trục về phía Trung Quốc, hoàn toàn muốn thúc đẩy quan hệ với Trung Quốc. Đến thời tổng thống Marcos Jr. thì lại có thay đổi.Có lẽ đây là một sáng kiến tốt của Philippines? nhưng thành công của nó thì chúng ta còn phải cân nhắc và chờ xem. Chưa kể là từ 2012, các nước ASEAN đã thống nhất với nhau một bộ quy tắc ứng xử trên Biển Đông, gọi là bản dự thảo bộ quy tắc ứng xử số 0, do Indonesia khởi thảo. Tức là trước đó, do sự rất chậm trễ của tiến trình đàm phán về bộ quy tắc ứng xử, đã có những ý kiến rằng nên chăng các nước ASEAN tự mình đưa ra một bộ quy tắc ứng xử trên Biển Đông, rồi sau đó mới đưa Trung Quốc vào? Toàn bộ các nước ASEAN đã đồng ý với bản dự thảo của Indonesia. Sau đó, ASEAN đã mời Trung Quốc tham gia, nhưng Trung Quốc từ chối. Bản dự thảo bộ quy tắc ứng xử trên Biển Đông đó đã bị vứt vào sọt rác. ASEAN và Trung Quốc phải làm lại từ đầu trong tiến trình đàm phán về bộ quy tắc ứng xử trên Biển Đông, tại vì trong bộ quy tắc ứng xử này, Trung Quốc là bên tham gia cực kỳ quan trọng, bởi Trung Quốc hiện là cường quốc lớn nhất khu vực, cả về kinh tế và về quân sự. Nếu không có sự đồng ý của Trung Quốc thì rất khó. Mười quốc gia ASEAN đã đồng ý một bản dự thảo bộ quy tắc ứng xử trên Biển Đông thế mà vẫn chưa thể buộc Trung Quốc tham gia, thì liệu 3 quốc gia như Việt Nam, Malaysia, Philippines có thể khiến Trung Quốc chấp nhận ngồi vào bàn để đàm phán các điều khoản đó hay không? Tôi nghĩ là không chỉ Việt Nam, mà cả Malaysia đều phải cân nhắc kỹ vấn đề này.” Ngay sau tuyên bố của tổng thống  Marcos Jr. về việc soạn thảo một bộ quy tắc ứng xử riêng, phát ngôn viên bộ Ngoại Giao Trung Quốc Mao Ninh đã cảnh báo rằng “bất kỳ hành động nào rời xa khuôn khổ và tinh thần của Tuyên bố về cách ứng xử của các bên ở Biển Đông DOC đều sẽ vô hiệu”. Tuyên bố này không chỉ cho thấy Trung Quốc chống lại đề xuất của Marcos Jr., mà còn thể hiện quyết tâm của Bắc Kinh ngăn chặn Philippines gây rối loạn tiến trình đàm phán COC giữa ASEAN với Trung Quốc. Ngoài việc thuyết phục hai nước ủng hộ bộ quy tắc ứng xử riêng, Philippines còn đặt mục tiêu lôi kéo Việt Nam và Malaysia vào cuộc chiến chống lại Trung Quốc ở Biển Đông để củng cố vị thế thương lượng của mình. Thông qua hợp tác với các bên tranh chấp khác, Philippines cũng có ý định ngăn chặn Trung Quốc có những hành động gây hấn ở Biển Đông. Nhưng trong một bài viết đăng trên trang EastAsiaForum ( Diễn đàn Đông Á ) ngày 02/01/2024, ông Nian Peng, giám đốc Trung tâm Nghiên cứu châu Á Hồng Kông (RCAS), Hồng Kông, cho rằng Việt Nam và Malaysia khó có thể làm theo đề xuất của Marcos về việc xây dựng một COC riêng. Theo nhà nghiên cứu này, khác với Philippines, Việt Nam không có ý định khiêu khích Trung Quốc ở Biển Đông. Thay vào đó, Hà Nội chủ trương dùng biện pháp ngoại giao để quản lý một cách thận trọng các tranh chấp lãnh thổ với Trung Quốc mà không gây tổn hại quan hệ song phương. Việt Nam khó có thể tham gia phe chống Trung Quốc của Philippines.Đây phần nào cũng là ý kiến của nhà nghiên cứu Hoàng Việt: “Về mặt lý thuyết, rõ ràng Việt Nam luôn ủng hộ những sáng kiến nào khiến cho bộ quy tắc ứng xử trên Biển Đông sớm được ra đời và có hiệu lực, mà phải có tính pháp lý cao và phải dựa trên Công ước Liên Hiệp Quốc về Luật Biển năm 1982. Nhưng trên thực tế thì Việt Nam rất dè dặt với sáng kiến này của Philippines, bởi vì, như đã trao đổi ở trên, Philippines rất năng động đưa ra các sáng kiến, nhưng họ lại làm không chắc chắn, cho nên nhiều lúc Việt Nam lo rằng Philippines có những hoạt động mang tính “phiêu lưu” và điều này thì hoàn toàn Việt Nam không muốn, đặc biệt trong bối cảnh mà Việt Nam mới đưa mối quan hệ với Trung Quốc lên tầm cao hơn, sau chuyến đi của chủ tịch Trung Quốc Tập Cận Bình sang Việt Nam vào tháng 12 năm ngoái.Nói cho cùng Việt Nam rất muốn ủng hộ Philippines hoặc là muốn Bộ Quy tắc ứng xử trên Biển Đông sớm ra đời, nhưng Việt Nam lo ngại, một là sự phiêu lưu trong các quyết định của Philippines, hai là sự chia rẽ vẫn còn rất lớn trong nội bộ ASEAN, ba là sức mạnh của Trung Quốc. Trung Quốc vẫn muốn sử dụng ASEAN và sử dụng Bộ Quy tắc ứng xử trên Biển Đông như là một công cụ để loại các quốc gia khác như Hoa Kỳ khỏi việc đàm phán này. Philippines là một đồng minh của Mỹ, nên dựa hẵn vào Mỹ, luôn viện dẫn Hiệp định hổ tương quân sự ký với Mỹ 1951. Trong khi đó, Việt Nam chọn cách khác, đó là dựa vào sức mình. Trong lúc Việt Nam đang "đu dây", gọi một cách chính thống hơn là "cân bằng quan hệ" với Mỹ và với Trung Quốc. Đương nhiên Việt Nam "cân bằng" không có nghĩa là sẽ nhượng bộ Trung Quốc trên vấn đề Biển Đông, một trong những vấn đề gay góc nhất trong mối quan hệ. Nhưng Việt Nam hiểu rằng tranh chấp Biển Đông sẽ kéo rất dài và trước mắt Việt Nam phải làm sao duy trì được môi trường hòa bình để tránh xung đột quân sự và để Việt Nam có không gian để phát triển được. Tức là phải vừa giữ được chủ quyền biển đảo của đất nước, nhưng phải duy trì được sự phát triển kinh tế và từ phát triển kinh tế mới tăng cường được sức mạnh quốc phòng của mình. Bản thân nhiều học giả Philippines bạn của tôi cũng đặt vấn đề là liệu Mỹ có thực tâm giúp Philippines hay không? Nghi ngại của họ không phải là không có lý: Vào năm 2012, Trung Quốc đã chiếm đoạt bãi cạn Scaborough của Philippines mà phía Mỹ chỉ đưa ra vài lời phản đối thôi, không đủ để khiến Trung Quốc dừng tay.”Còn Malaysia từ lâu đã duy trì cách tiếp cận không đối đầu trong các tranh chấp ở Biển Đông. Bất chấp căng thẳng ở Biển Đông, chính phủ Malaysia luôn nhấn mạnh đến giải pháp ngoại giao. Kể từ khi thủ tướng Anwar Ibrahim nhậm chức vào tháng 11/2022, quan hệ giữa Malaysia với Trung Quốc thậm chí còn chặt chẽ hơn. Ưu tiên hàng đầu của chính quyền Anwar là tăng trưởng kinh tế thay vì gây bất ổn ở Biển Đông. Indonesia cũng đã có những sáng kiến để quy tụ một số nước ASEAN đối đầu với Trung Quốc, nhưng vẫn không có kết quả mong muốn, như ghi nhận của nhà nghiên cứu Hoàng Việt: "Bốn quốc gia mà Trung Quốc luôn cho tàu xâm phạm liên tục vào vùng đặc quyền kinh tế là Việt Nam, Philippines, Malaysia và Indonesia. Năm trước, Indonesia đã có sáng kiến là thành lập liên minh cảnh sát biển giữa 4 quốc gia này hoặc cùng với các nước ASEAN. Nhưng cho tới nay, các bước tiến hành khá là chậm chạp.Indonesia cũng đã có sáng kiến là tổ chức các cuộc tập trận chung của các nước ASEAN. Năm vừa qua cũng đã có thực hiện nhưng không có nhiều nước tham gia, trong đó có Philippines."Dầu sao, vì là hai nước đều có tranh chấp chủ quyền với Trung Quốc ở Biển Đông và thường xuyên bị Trung Quốc sách nhiễu, uy hiếp ở vùng biển này, Việt Nam và Philippines buộc phải tăng cường hợp tác chiến lược để đối đầu với địch thủ chung. Cụ thể, theo báo chí Philippines, nhân chuyến viếng thăm Việt Nam của tổng thống Marcos Jr., Manila và Hà Nội sẽ ký kết Bản ghi nhớ (MOU) về hợp tác giữa lực lượng Cảnh sát biển Việt Nam và Tuần duyên Philippines. Về kinh tế, tổng thống Marcos Jr. hy vọng trong chuyến đi lần này Manila sẽ ký được với Hà Nội một hiệp định mua gạo của Việt Nam để bảo đảm an ninh lương thực cho Philippines.

Tổng thống Philippines Ferdinand Marcos Jr. ngày 29/01/2024 bắt đầu chuyến viếng thăm cấp Nhà nước Việt Nam đến ngày 30/01. Riêng về vấn đề Biển Đông, nhân chuyến đi này, Marcos Jr. có lẽ sẽ cố thuyết phục Việt Nam ủng hộ đề xuất của ông về một bộ quy tắc ứng xử riêng giữa Philippines với Việt Nam và Malaysia. Nhưng nói chung Hà Nội vẫn dè dặt với những sáng kiến của Manila về vùng biển tranh chấp với Trung Quốc. Ngay trước khi kết thúc chức chủ tịch Hiệp hội các quốc gia Đông Nam Á ASEAN năm 2023, Indonesia đã huy động các ngoại trưởng của khối này đưa ra tuyên bố riêng về Biển Đông ngày 30/12 trong bối cảnh căng thẳng leo thang, đặc biệt là giữa Philippines và Trung Quốc. Bày tỏ “mối quan ngại”, tuyên bố của các ngoại trưởng ASEAN kêu gọi các quốc gia tranh chấp ở Biển Đông “ tự kiềm chế” và “tránh những hành động có thể làm phức tạp thêm tình hình”. Đặc biệt ASEAN đã đề cập đến “khu vực hàng hải của chúng ta” và tái khẳng định “sự thống nhất và đoàn kết” giữa các thành viên, trong đó có Philippines, một quốc gia sáng lập ASEAN đã có nhiều xung đột với Trung Quốc xung quanh khu vực Bãi Cỏ Mây ( Second Thomas Shoal ) trong vài tháng qua.Tuy nhiên, ASEAN đã không chỉ trích đích danh Trung Quốc, một đối tác thương mại lớn của khối và cũng không đưa ra bất kỳ trợ giúp cụ thể nào cho Philippines, ngoài việc nhắc lại cam kết về các cuộc đàm phán dường như không bao giờ kết thúc với Trung Quốc về Bộ quy tắc ứng xử ở Biển Đông COC. Một số nhà lãnh đạo ASEAN còn gián tiếp chỉ trích lập trường cứng rắn hơn của Philippines trong vùng biển tranh chấp với Trung Quốc. Vì thấy không thể trông chờ vào sự hỗ trợ của ASEAN, Philippines dường như đang muốn dựa vào liên minh chiến lược với các nước láng giềng có cùng chí hướng, đặc biệt là Việt Nam.Vào ngày 20/11/2023, ông Marcos Jr. tuyên bố Philippines đã tiếp cận các nước láng giềng như Việt Nam và Malaysia để xây dựng một “Bộ quy tắc ứng xử” (COC) ở Biển Đông riêng giữa ba nước, trong khi chờ bộ quy tắc ứng xử giữa ASEAN với Trung Quốc mà tiến trình đàm phán vẫn diễn ra quá chậm.  Đây không phải là lần đầu tiên tổng thống Marcos Jr. kêu gọi thúc đẩy các cuộc đàm phán COC riêng với các nước láng giềng của Philippines, vì ông muốn tận dụng ảnh hưởng tập thể để phản đối các điều khoản có lợi cho Trung Quốc trong bộ quy tắc ứng xử đang đàm phán với ASEAN. Đồng thời thông qua việc đe dọa đưa ra một COC riêng, tổng thống Philippines cố gây áp lực buộc Trung Quốc phải nhượng bộ trong hồ sơ này.Trả lời RFI Việt ngữ ngày 17/01/2024, nhà nghiên cứu Biển Đông Hoàng Việt nhận định về sáng kiến của tổng thống Marcos Jr.:“Philippines là một quốc gia nổi tiếng xưa nay có rất nhiều sáng kiến. Ngay cả sáng kiến đầu tiên về bộ quy tắc ứng xử COC từ những năm 1990 là bắt đầu từ phía Philippines. Chính vì vậy Philippines đã rất năng nổ trong việc tìm kiếm một bộ quy tắc ứng xử trên Biển Đông. Nhưng Philippines là một nền dân chủ, một tổng thống chỉ nắm quyền một nhiệm kỳ tối đa là 6 năm và chính sách có thể thay đổi rất nhiều, cho nên lập trường của Philippines về vấn đề này luôn luôn thay đổi. Dưới thời tổng thống Aquino III, Philippines đã khởi kiện Trung Quốc ra Tòa Trọng tài Thường trực. Nhưng đến 2016, khi Duterte trở thành tổng thống thì Manila lại xoay trục về phía Trung Quốc, hoàn toàn muốn thúc đẩy quan hệ với Trung Quốc. Đến thời tổng thống Marcos Jr. thì lại có thay đổi.Có lẽ đây là một sáng kiến tốt của Philippines? nhưng thành công của nó thì chúng ta còn phải cân nhắc và chờ xem. Chưa kể là từ 2012, các nước ASEAN đã thống nhất với nhau một bộ quy tắc ứng xử trên Biển Đông, gọi là bản dự thảo bộ quy tắc ứng xử số 0, do Indonesia khởi thảo. Tức là trước đó, do sự rất chậm trễ của tiến trình đàm phán về bộ quy tắc ứng xử, đã có những ý kiến rằng nên chăng các nước ASEAN tự mình đưa ra một bộ quy tắc ứng xử trên Biển Đông, rồi sau đó mới đưa Trung Quốc vào? Toàn bộ các nước ASEAN đã đồng ý với bản dự thảo của Indonesia. Sau đó, ASEAN đã mời Trung Quốc tham gia, nhưng Trung Quốc từ chối. Bản dự thảo bộ quy tắc ứng xử trên Biển Đông đó đã bị vứt vào sọt rác. ASEAN và Trung Quốc phải làm lại từ đầu trong tiến trình đàm phán về bộ quy tắc ứng xử trên Biển Đông, tại vì trong bộ quy tắc ứng xử này, Trung Quốc là bên tham gia cực kỳ quan trọng, bởi Trung Quốc hiện là cường quốc lớn nhất khu vực, cả về kinh tế và về quân sự. Nếu không có sự đồng ý của Trung Quốc thì rất khó. Mười quốc gia ASEAN đã đồng ý một bản dự thảo bộ quy tắc ứng xử trên Biển Đông thế mà vẫn chưa thể buộc Trung Quốc tham gia, thì liệu 3 quốc gia như Việt Nam, Malaysia, Philippines có thể khiến Trung Quốc chấp nhận ngồi vào bàn để đàm phán các điều khoản đó hay không? Tôi nghĩ là không chỉ Việt Nam, mà cả Malaysia đều phải cân nhắc kỹ vấn đề này.” Ngay sau tuyên bố của tổng thống  Marcos Jr. về việc soạn thảo một bộ quy tắc ứng xử riêng, phát ngôn viên bộ Ngoại Giao Trung Quốc Mao Ninh đã cảnh báo rằng “bất kỳ hành động nào rời xa khuôn khổ và tinh thần của Tuyên bố về cách ứng xử của các bên ở Biển Đông DOC đều sẽ vô hiệu”. Tuyên bố này không chỉ cho thấy Trung Quốc chống lại đề xuất của Marcos Jr., mà còn thể hiện quyết tâm của Bắc Kinh ngăn chặn Philippines gây rối loạn tiến trình đàm phán COC giữa ASEAN với Trung Quốc. Ngoài việc thuyết phục hai nước ủng hộ bộ quy tắc ứng xử riêng, Philippines còn đặt mục tiêu lôi kéo Việt Nam và Malaysia vào cuộc chiến chống lại Trung Quốc ở Biển Đông để củng cố vị thế thương lượng của mình. Thông qua hợp tác với các bên tranh chấp khác, Philippines cũng có ý định ngăn chặn Trung Quốc có những hành động gây hấn ở Biển Đông. Nhưng trong một bài viết đăng trên trang EastAsiaForum ( Diễn đàn Đông Á ) ngày 02/01/2024, ông Nian Peng, giám đốc Trung tâm Nghiên cứu châu Á Hồng Kông (RCAS), Hồng Kông, cho rằng Việt Nam và Malaysia khó có thể làm theo đề xuất của Marcos về việc xây dựng một COC riêng. Theo nhà nghiên cứu này, khác với Philippines, Việt Nam không có ý định khiêu khích Trung Quốc ở Biển Đông. Thay vào đó, Hà Nội chủ trương dùng biện pháp ngoại giao để quản lý một cách thận trọng các tranh chấp lãnh thổ với Trung Quốc mà không gây tổn hại quan hệ song phương. Việt Nam khó có thể tham gia phe chống Trung Quốc của Philippines.Đây phần nào cũng là ý kiến của nhà nghiên cứu Hoàng Việt: “Về mặt lý thuyết, rõ ràng Việt Nam luôn ủng hộ những sáng kiến nào khiến cho bộ quy tắc ứng xử trên Biển Đông sớm được ra đời và có hiệu lực, mà phải có tính pháp lý cao và phải dựa trên Công ước Liên Hiệp Quốc về Luật Biển năm 1982. Nhưng trên thực tế thì Việt Nam rất dè dặt với sáng kiến này của Philippines, bởi vì, như đã trao đổi ở trên, Philippines rất năng động đưa ra các sáng kiến, nhưng họ lại làm không chắc chắn, cho nên nhiều lúc Việt Nam lo rằng Philippines có những hoạt động mang tính “phiêu lưu” và điều này thì hoàn toàn Việt Nam không muốn, đặc biệt trong bối cảnh mà Việt Nam mới đưa mối quan hệ với Trung Quốc lên tầm cao hơn, sau chuyến đi của chủ tịch Trung Quốc Tập Cận Bình sang Việt Nam vào tháng 12 năm ngoái.Nói cho cùng Việt Nam rất muốn ủng hộ Philippines hoặc là muốn Bộ Quy tắc ứng xử trên Biển Đông sớm ra đời, nhưng Việt Nam lo ngại, một là sự phiêu lưu trong các quyết định của Philippines, hai là sự chia rẽ vẫn còn rất lớn trong nội bộ ASEAN, ba là sức mạnh của Trung Quốc. Trung Quốc vẫn muốn sử dụng ASEAN và sử dụng Bộ Quy tắc ứng xử trên Biển Đông như là một công cụ để loại các quốc gia khác như Hoa Kỳ khỏi việc đàm phán này. Philippines là một đồng minh của Mỹ, nên dựa hẵn vào Mỹ, luôn viện dẫn Hiệp định hổ tương quân sự ký với Mỹ 1951. Trong khi đó, Việt Nam chọn cách khác, đó là dựa vào sức mình. Trong lúc Việt Nam đang "đu dây", gọi một cách chính thống hơn là "cân bằng quan hệ" với Mỹ và với Trung Quốc. Đương nhiên Việt Nam "cân bằng" không có nghĩa là sẽ nhượng bộ Trung Quốc trên vấn đề Biển Đông, một trong những vấn đề gay góc nhất trong mối quan hệ. Nhưng Việt Nam hiểu rằng tranh chấp Biển Đông sẽ kéo rất dài và trước mắt Việt Nam phải làm sao duy trì được môi trường hòa bình để tránh xung đột quân sự và để Việt Nam có không gian để phát triển được. Tức là phải vừa giữ được chủ quyền biển đảo của đất nước, nhưng phải duy trì được sự phát triển kinh tế và từ phát triển kinh tế mới tăng cường được sức mạnh quốc phòng của mình. Bản thân nhiều học giả Philippines bạn của tôi cũng đặt vấn đề là liệu Mỹ có thực tâm giúp Philippines hay không? Nghi ngại của họ không phải là không có lý: Vào năm 2012, Trung Quốc đã chiếm đoạt bãi cạn Scaborough của Philippines mà phía Mỹ chỉ đưa ra vài lời phản đối thôi, không đủ để khiến Trung Quốc dừng tay.”Còn Malaysia từ lâu đã duy trì cách tiếp cận không đối đầu trong các tranh chấp ở Biển Đông. Bất chấp căng thẳng ở Biển Đông, chính phủ Malaysia luôn nhấn mạnh đến giải pháp ngoại giao. Kể từ khi thủ tướng Anwar Ibrahim nhậm chức vào tháng 11/2022, quan hệ giữa Malaysia với Trung Quốc thậm chí còn chặt chẽ hơn. Ưu tiên hàng đầu của chính quyền Anwar là tăng trưởng kinh tế thay vì gây bất ổn ở Biển Đông. Indonesia cũng đã có những sáng kiến để quy tụ một số nước ASEAN đối đầu với Trung Quốc, nhưng vẫn không có kết quả mong muốn, như ghi nhận của nhà nghiên cứu Hoàng Việt: "Bốn quốc gia mà Trung Quốc luôn cho tàu xâm phạm liên tục vào vùng đặc quyền kinh tế là Việt Nam, Philippines, Malaysia và Indonesia. Năm trước, Indonesia đã có sáng kiến là thành lập liên minh cảnh sát biển giữa 4 quốc gia này hoặc cùng với các nước ASEAN. Nhưng cho tới nay, các bước tiến hành khá là chậm chạp.Indonesia cũng đã có sáng kiến là tổ chức các cuộc tập trận chung của các nước ASEAN. Năm vừa qua cũng đã có thực hiện nhưng không có nhiều nước tham gia, trong đó có Philippines."Dầu sao, vì là hai nước đều có tranh chấp chủ quyền với Trung Quốc ở Biển Đông và thường xuyên bị Trung Quốc sách nhiễu, uy hiếp ở vùng biển này, Việt Nam và Philippines buộc phải tăng cường hợp tác chiến lược để đối đầu với địch thủ chung. Cụ thể, theo báo chí Philippines, nhân chuyến viếng thăm Việt Nam của tổng thống Marcos Jr., Manila và Hà Nội sẽ ký kết Bản ghi nhớ (MOU) về hợp tác giữa lực lượng Cảnh sát biển Việt Nam và Tuần duyên Philippines. Về kinh tế, tổng thống Marcos Jr. hy vọng trong chuyến đi lần này Manila sẽ ký được với Hà Nội một hiệp định mua gạo của Việt Nam để bảo đảm an ninh lương thực cho Philippines.

Bu bölümde yeme bozuklukları üzerine konuştum. İyi dinlemeler - - ►Bana Destek ve abone olmak için: https://bit.ly/3qbve7B  ►Online Terapi Almak İçin: http://www.beyinpsikoloji.com   ►Podcastlerim: https://il.ink/Terapinotlari  Sosyal medya hesaplarım; ►Instagram: https://www.instagram.com/psikologengin ►Mail: trpntlr@gmail.com ►http://www.beyinpsikoloji.com -----------------------------------------------------------------------------------------------------------------   Diğer videolarıma göz atabilirsin;  ► Bipolar Bozukluk:   https://youtube.com/playlist?list=PL84AQPvMs-zw6vRPzfi7tvuEEbAW-X_GP     Kullandığım Ekipmanlar; Kamera: Canon g7 mark 3 Mic: Boya Edit Programı: iMovie        #psikolojiktest #psikolog  #onlinepsikolog #onlineterapi , kişisel gelişim, psikoloji, psikolog,

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Unofficial 1st episode of our RCA series, with a guest RCA. --- Send in a voice message: https://podcasters.spotify.com/pod/show/unitedwescanpodcast/message

February is notorious for wintry and icy weather in the Northern Hemisphere. Joel and Allen discuss the recent blast of ice in Texas, the problems for blades damaged by ice, and how technicians battle their cold and wet nemesis. Visit Pardalote Consulting at https://www.pardaloteconsulting.com Wind Power Lab - https://windpowerlab.com Weather Guard Lightning Tech - www.weatherguardwind.com Intelstor - https://www.intelstor.com Sign up now for Uptime Tech News, our weekly email update on all things wind technology. This episode is sponsored by Weather Guard Lightning Tech. Learn more about Weather Guard's StrikeTape Wind Turbine LPS retrofit. Follow the show on Facebook, YouTube, Twitter, Linkedin and visit Weather Guard on the web. And subscribe to Rosemary Barnes' YouTube channel here. Have a question we can answer on the show? Email us!  151 Bonus Allen Hall: This is a special bonus episode of the Uptime Wind Energy Podcast, and I have Joel Saxum here. Joel's down in Texas at the moment, and they're having some pretty massive ice storms. It seems like January, February in Texas is quite the adventure, and there's been some blade damage and ice being thrown, and a lot of RCAs and evals happening on blades. Allen Hall: And that'll just be a good time to discuss since it is winter. What to do about some of these icing conditions and how we're handling in them and what's the, some of the path forward. Allen Hall: Joel, would you like to just give us an idea of what you're seeing right now?  Joel Saxum: Yeah, I'll tell you I'll give you the environmental conditions in Texas right now and then kind of talk about some of the things we saw on the field in the last few days. But and this is for people who maybe you're in an area of the world that doesn't see icing or you are, and you may have some great feedback to, to tell us. Joel Saxum: But right now, so I'm in, I'm in between San Antonio and Austin, Texas, and I'm looking out the window, and this is not normal for this corner of. But there's a pin oak tree in the front yard that's probably got, I don't know, 5,000 pounds of ice in the, in the leaves and branches. I mean, there I, there's, there's 14 inch branches that are just boom, bent right down to the ground, right? Joel Saxum: So, All there's power lines failing. There's I mean there's a half inch of ice on the deck everywhere. I drove last night. We had a wind on the wind power lab team. We did an RCA up in Northern Texas. We were up by Up by Wichita Falls. And so we had to do some traveling around the state and the Dallas Fort Worth, metrop just got pounded with snow and ice, something that normally doesn't happen there, right? Joel Saxum: You think Texas, you're thinking, oh, you know, shorts, shorts and long sleeved shirt or something in the, in the wintertime when you're good. But I mean, I, I counted in one stretch of highway yesterday while traveling 19 different accidents because of the icing on the roads. Wow. Right. And so, so when you think about this now, there's some, some general thoughts. Joel Saxum: It rains, it's 32 degrees. If the blades are cold, they're gonna pick that ice up and as they, they travel around, they're gonna get ice and more ice and more ice and more ice. Also that that happens, but it also can happen where you may not even be getting any ice on the ground, any accumulation of rain or sleet or anything like that, but a hundred feet above you, there may be this fog layer and that sometimes is an ice fog. Joel Saxum: And when things spin around in that ice fog, it's almost worse because of the way it builds up on the wind turbine blades, they lose performance. And then once they get kind of jagged and, and spiky with the, the ice build up on the edges, it just tends to build up more and more and more and more. So an ice accumulation that's not shiny and clean tends to build up even more and more ice.

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

Adventures in training new RCAs and yes they are people, too --- Send in a voice message: https://podcasters.spotify.com/pod/show/unitedwescanpodcast/message

Hepimiz zaman zaman, örneğin bayramlarda bütün ailenin bir araya toplandığı sofralarda, aşırı miktarda yemek yiyebiliyoruz. Ancak bazıları için çok miktarda yemek yemek bir alışkanlık hâline gelebiliyor ve bu kişiler yemek yeme isteklerini kontrol edemeyebiliyor. Beslenme ve Diyet Uzmanı Fatma Gönen, Bilim Genç sesli yayınının yeni bölümünde, tıkınırcasına yeme bozukluğu olarak isimlendirilen bu durumun neden kaynaklandığı, belirtileri ve tedavi yöntemleri hakkında bilgi veriyor. Bilim Genç sesli yayınlarını SoundCloud, YouTube, Spotify, Google ve Apple podcast kanallarımız üzerinden dinleyebilir ve güncel içeriklerimizden anında haberdar olmak için kanallarımızı takip edebilirsiniz.

Hepimiz zaman zaman, örneğin bayramlarda bütün ailenin bir araya toplandığı sofralarda, aşırı miktarda yemek yiyebiliyoruz. Ancak bazıları için çok miktarda yemek yemek bir alışkanlık hâline gelebiliyor ve bu kişiler yemek yeme isteklerini kontrol edemeyebiliyor. Beslenme ve Diyet Uzmanı Fatma Gönen, Bilim Genç sesli yayınının yeni bölümünde, tıkınırcasına yeme bozukluğu olarak isimlendirilen bu durumun neden kaynaklandığı, belirtileri ve tedavi yöntemleri hakkında bilgi veriyor. Bilim Genç sesli yayınlarını SoundCloud, YouTube, Spotify, Google ve Apple podcast kanallarımız üzerinden dinleyebilir ve güncel içeriklerimizden anında haberdar olmak için kanallarımızı takip edebilirsiniz.

The Energy Regulator has postponed deciding on Eskom's tariffs for 2023/24 and 2024/25 after the Electricity Subcommittee (ELS) of the National Energy Regulator of South Africa (Nersa) requested more time to finalise its recommendation – this only ten days out from a looming December 24 deadline for the regulator to finalise its decision as stipulated in an order made earlier in the year by the High Court. Eskom's fifth Multi-Year Price Determination (MYPD5) revenue application, if fully approved, would translate into a 32% hike in its standard tariff on April 1, 2023, followed by a 9.74% increase in 2024/25. The increase requested by Eskom is premised on allowable revenue of R335-billion, before any possible regulatory clearing account (RCA) adjustments and before catering for R15-billion arising from a settlement reached after the Supreme Court of Appeal ordered that the remaining portion of a R69-billion government equity injection, which was found to have been deducted incorrectly from Eskom's MYPD4 revenue, be recouped. In terms of the settlement, the outstanding R59-billion would be recovered during the financial years from 2024 to 2027. The Energy Regulator was scheduled to make an MYPD5 determination on Wednesday, but following a protracted workshop held to consider the application a total of 14 issues of concern were raised by regulatory members. As a result, the ELS requested the Energy Regulator, Nersa's highest decision-making body, to provide it with more time to finalise its recommendation. While the Christmas Eve court-ordered deadline was highlighted, no firm timeframe was provided for when a final decision would be made. Instead, officials were instructed to finalise a “project plan” by the close of business on December 14 for resolving the outstanding matters. The Energy Regulator also postponed approving Eskom's R10-billion RCA application for the 2020/21 financial year, which formed part of the MYPD4 revenue cycle. During a meeting on November 29, the Energy Regulator referred the RCA decision back to the ELS for reconsideration, arguing that several questions about the application remained unanswered. These issues had not been resolved satisfactorily by December 14 and the ELS, thus, also requested more time. Approval was provided, however, on an implementation plan for RCAs arising from the 2019/20 and 2020/21 financial years, which were approved by the Energy Regulator on December 6, 2021, and November 8, 2022, respectively. Collectively the RCAs amount to R3.46-billion and the Energy Regulator approved that these would be liquidated over a three-year period, beginning in 2024/25.

The Energy Regulator has postponed deciding on Eskom's tariffs for 2023/24 and 2024/25 after the Electricity Subcommittee (ELS) of the National Energy Regulator of South Africa (Nersa) requested more time to finalise its recommendation – this only ten days out from a looming December 24 deadline for the regulator to finalise its decision as stipulated in an order made earlier in the year by the High Court. Eskom's fifth Multi-Year Price Determination (MYPD5) revenue application, if fully approved, would translate into a 32% hike in its standard tariff on April 1, 2023, followed by a 9.74% increase in 2024/25. The increase requested by Eskom is premised on allowable revenue of R335-billion, before any possible regulatory clearing account (RCA) adjustments and before catering for R15-billion arising from a settlement reached after the Supreme Court of Appeal ordered that the remaining portion of a R69-billion government equity injection, which was found to have been deducted incorrectly from Eskom's MYPD4 revenue, be recouped. In terms of the settlement, the outstanding R59-billion would be recovered during the financial years from 2024 to 2027. The Energy Regulator was scheduled to make an MYPD5 determination on Wednesday, but following a protracted workshop held to consider the application a total of 14 issues of concern were raised by regulatory members. As a result, the ELS requested the Energy Regulator, Nersa's highest decision-making body, to provide it with more time to finalise its recommendation. While the Christmas Eve court-ordered deadline was highlighted, no firm timeframe was provided for when a final decision would be made. Instead, officials were instructed to finalise a “project plan” by the close of business on December 14 for resolving the outstanding matters. The Energy Regulator also postponed approving Eskom's R10-billion RCA application for the 2020/21 financial year, which formed part of the MYPD4 revenue cycle. During a meeting on November 29, the Energy Regulator referred the RCA decision back to the ELS for reconsideration, arguing that several questions about the application remained unanswered. These issues had not been resolved satisfactorily by December 14 and the ELS, thus, also requested more time. Approval was provided, however, on an implementation plan for RCAs arising from the 2019/20 and 2020/21 financial years, which were approved by the Energy Regulator on December 6, 2021, and November 8, 2022, respectively. Collectively the RCAs amount to R3.46-billion and the Energy Regulator approved that these would be liquidated over a three-year period, beginning in 2024/25.

Sometimes, oral history makes up for a shortfall in the archival record, or adds depth and greater context to existing archival records. RCA had many short-lived projects in the 1960s and 1970s which aren't as well documented as some of their other developments. Kevin Bunch is a writer and communications specialist for the International Joint Commission and an independent researcher of video game history, centered his research at Hagley on RCA in the 1970s. In 1977 RCA released their own home video game console, the RCA Studio II. The device, which played games in black and white, had five built-in games and 11 cartridges released over the course of its short life- it was discontinued in 1978. Bunch interviewed several members of the Studio II development team, as well as developers who worked on RCAs other endeavors including some 1960s arcade machines, and a short-lived virtual reality project in the 1990s. Bunch's interviews included one with Joyce Weisbecker, an independent game developer and the daughter of Joseph Weisbecker who developed the 1802 chip which powered the Studio II console. Bunch is currently working on a book about the history of RCA and videogames and the interviews he conducted for this project will become a part of Hagley's digital archives on publication. In support of his research Bunch received funding from the Center for the History of Business, Technology, & Society at the Hagley Museum & Library.

We go over Christmas OT, 2nd trips and lack of RCAs going into peak season --- Send in a voice message: https://podcasters.spotify.com/pod/show/unitedwescanpodcast/message

It's 1982 and Bowie returns to the stage in the BBC version of Bertolt Brecht's play Baal. The five songs performed in the play are also released as an EP in what would become Bowie's final RCAS record. SONGS IN THIS EPISODE: Baal's Hymn Remembering Marie A. Ballad of the Adventurers The Drowned Girl The Dirty Song Outro performed by "Podcast Cousin" Justin Waterman

Each day, SDPB brings you statewide news coverage. We then compile those stories into a daily podcast.

Bu bölümde yeme bozukluklarının temel sebepleri ile ilgili konuştuk. İyi dinlemeler - - ►Bana Destek ve abone olmak için: https://bit.ly/3qbve7B ►Online Terapi Almak İçin: http://www.beyinpsikoloji.com ►Podcastlerim: https://il.ink/Terapinotlari Sosyal medya hesaplarım; ►Instagram: https://www.instagram.com/psikologengin ►Mail: trpntlr@gmail.com ►http://www.beyinpsikoloji.com ----------------------------------------------------------------------------------------------------------------- Diğer videolarıma göz atabilirsin; ► Bipolar Bozukluk: https://youtube.com/playlist?list=PL84AQPvMs-zw6vRPzfi7tvuEEbAW-X_GP Kullandığım Ekipmanlar; Kamera: Canon g7 mark 3 Mic: Boya Edit Programı: iMovie #bedendismorfikbozukluğu #psikolog #onlinepsikolog #onlineterapi , kişisel gelişim, psikoloji, psikolog,

duygusal yeme tıkanırcasına yeme ►Bana Destek ve abone olmak için: https://bit.ly/3qbve7B ►Online Terapi Almak İçin: http://www.beyinpsikoloji.com ►Podcastlerim: https://il.ink/Terapinotlari Sosyal medya hesaplarım; ►Instagram: https://www.instagram.com/psikologengin►Mail: trpntlr@gmail.com ►http://www.beyinpsikoloji.com ----------------------------------------------------------------------------------------------------------------- Diğer videolarıma göz atabilirsin; ► Bipolar Bozukluk: https://youtube.com/playlist?list=PL84AQPvMs-zw6vRPzfi7tvuEEbAW-X_GP Kullandığım Ekipmanlar; Kamera: Canon g7 mark 3 Mic: Boya Edit Programı: iMovie #değersizlik #psikolog #onlinepsikolog #onlineterapi , kişisel gelişim, psikoloji, psikolog,

Rathinavani 90.8 Community Radio | Special Podcast on World Intellectual Property Day 2022 | Remembering William Shakespeare & Srinivasa Ramanujan | Podcast talk by RCAS English HoD Dr Kavitha

Bu bölümde en yaygın yeme bozukluğu olan tıkanırcasına yeme bozukluğu üzerine konuştuk. İyi dinlemeler. - - ►Bana Destek ve abone olmak için: https://bit.ly/3qbve7B ►Online Terapi Almak İçin: http://www.beyinpsikoloji.com​ ►Podcastlerim: https://il.ink/Terapinotlari Sosyal medya hesaplarım; ►Instagram: https://www.instagram.com/psikologengin ►Mail: trpntlr@gmail.com ►http://www.beyinpsikoloji.com​ ----------------------------------------------------------------------------------------------------------------- Diğer videolarıma göz atabilirsin; ► Bipolar Bozukluk: https://youtube.com/playlist?list=PL84AQPvMs-zw6vRPzfi7tvuEEbAW-X_GP Kullandığım Ekipmanlar; Kamera: Canon g7 mark 3 Mic: Boya Edit Programı: iMovie #psikolog #onlinepsikolog​ #onlineterapi​ , kişisel gelişim, psikoloji, psikolog,

Hat die Deutsche Bahn wirklich alles unternommen, um solche Katastrophen in Zukunft zu verhindern?

In this episode, we cover: 00:00:00 - Introduction  00:02:00 - Carissa's first job in tech and first bootcamp  00:04:30 - Early Lessons: Carissa breaks production—on a Friday! 00:08:40 - Carissa's work at ClickBank and listening to newer hires  00:10:55 - The metrics that Carissa measures and her attitude about constantly learning 00:16:45 - Carissa's Chaos Engineering experiences  00:18:25 - Some advice for bringing new folks into the fold 00:23:08 - Carissa and ClickBank/Outro Links: ClickBank: https://www.clickbank.com/ LinkedIn: https://www.linkedin.com/in/carissa-morrow/ TranscriptCarissa: It's all learning. I mean, technology is never going to stop changing and it's never going to stop being… a lot to learn, [laugh] so we might as well learn it and try to keep up with the [laugh] times and make our lives easier.Julie: Welcome to Break Things on Purpose, a podcast about reliability, asking questions, and learning from failure. In this episode, we talked with Carissa Morrow about what it's like to be new in tech, and how to learn from mistakes and build your skills.Julie: Carissa, I'm really excited to talk to you. I know we chatted in the past a little bit about some horror stories of breaking production. I think that it's going to be a lot of fun for our listeners. Why don't you tell us a little bit about yourself?Carissa: Yeah, so I actually have only been in this industry about three years. So, I come with kind of a newbie's perspective. I was a certified ophthalmic tech before this. So, completely different field. Hit my ceiling, and my husband said, “You want to try coding?” I said, “Not really.” [laugh]. But I did. And I loved it.So, long story short, I ended up just signing up for a local boot camp, three-month full stack. And then I got really lucky; when I graduated there and walked into my previous employer's place. They said, “Do you know what DevOps is?” I said, “I have no idea.” And they still hired me.And it was really great, really, really great experience. I learned so much in a couple years with them. So, and now I'm here at ClickBank and I'm three years in and trying not to break things every day, especially on a Friday.Julie: [laugh]. Why? That's the best day to break things, Carissa—Carissa: [laugh]. No, it's really not.Julie: —preferably at 4:45. Well, that's really amazing. So, that's quite the jump. And as you mentioned, you started with a boot camp and then ended up at an employer—and so, what was your role? What were you doing in your first role?Carissa: So, I started on a really small team; there was just three of us including myself. So, I learned pretty much everything from the ground up, knowing nothing coming into DevOps. So, I had, you know, coding background from the boot camp, but I had to learn Python from scratch. And then from there, just kind of learning everything cloud. I had no idea about AWS or Google or anything in the cloud realm.So, it was very much a rough—very, very rough first year, I had to put my helmet on because it was a very bumpy ride. But I made it and I've come out a heck of a lot stronger because of it.Julie: Well, that's awesome. How about do you have people that you were working with that are mentoring you?Carissa: Yep. So, I actually have been very lucky and have a couple of mentors, from not only my previous employer, but also clients that I worked with that have asked to be my mentor and have stuck it out with me, and helped not just in the DevOps realm or the cloud realm, but for me as a person in that growing area. So, it's been pretty great.Julie: Well, that's awesome. And I guess I should give the disclosure that Carissa and I both worked together, for me a couple of jobs ago. And I know that, Carissa, I've reached out to you for folks who are interested in the boot camp that you went through. And I know it's not an advertisement for the boot camp, but I also know that you mentored a friend of mine. Did you want to share where you went?Carissa: Yeah, definitely. So, I went to Boise CodeWorks, which is a local coding school here in Boise. And they did just move locations, so I'm not quite sure where they're at now, but they're definitely in Boise.Julie: And if I remember correctly, that was a three-month very intensive, full-time boot camp where you really didn't have time for anything else. Is that right?Carissa: Yes, it is absolutely 1000% a full-time job for three months. And you will get gray hairs. If you don't, you're doing something wrong. [laugh]. Yep.Julie: So, what would you say is one of the most important things you learned out of that?Carissa: I would say just learning how to be resilient. It was very easy to want to quit because it was so difficult. And not knowing what it was going to look like when I got out of it, but part of me just wanted to throw my hands up half the time. But pushing through that made it just that much sweeter when I was done.Julie: Well now, when we were talking before, you mentioned that you broke production once. Do you want to tell me about that—Carissa: Maybe a few times. [laugh].Julie: —[crosstalk 00:04:34] a few times? [laugh]. You want to share what happened and maybe what you learned from it.Carissa: Yeah, yep. So, I was working for a company that we had clients, so it was a lot of client work. And they were an AWS shop, and I was going in to kind of clean up some of their subnets and some of their VPN issues—of course, this is also on a Friday. Yeah. It has to be on a Friday.Julie: Of course.Carissa: So, I will never forget, I was sitting outside thinking, “This is going to be a piece of cake.” I went in, I just deleted a subnet, thinking, “That's fine. Nothing's going to happen.” Five minutes later Slack's blowing up, production's down and, you know, websites not working. Bad. Like, worst-case scenario.So, back then we had, like, a team of, I think I would say ten, and every single person jumped on because you could tell I was panicking. And they all jumped in and we went step-by-step, tried to figure it out, figured out how we could fix it. But it took a good four hours of traumatizing stress [laugh] before we got it fixed. And then I learned my lesson, you know? Double-triple check before you delete anything and try to just make Fridays read-only if you can. [laugh].Julie: Well, and I think that's one of the things right? You always have to have that lesson-learning experience, and it's going to happen. And showing empathy for friends during that, I think, is the really important piece. And I love the fact that you just talked about how the whole team jumped on because they saw that you were stressed out. Were you in person or remote at the time?Carissa: I was remote at the time.Julie: Okay.Carissa: Yeah. And we were traveling in our RV, so nothing like being out in the woods, panicking by yourself, and [laugh] roaming around.Julie: So, did you run a postmortem on it?Carissa: So, back then—actually, we ended up doing that, yes, but that was when I had never really experienced a postmortem before, and that's one thing that, you know, when we talk about this kind of stuff—and everyone has a horror story or two, but that's something that I've had to learn to get better at is RCAs and postmortems because they're so important. I think they're incredibly important. Because these things are going to happen again; they're going to happen to the best of us. So, definitely, everything is a learning experience. And if it's not, you're missing out. So, I try to make everything a learning experience, for sure.Julie: Absolutely. And that's one of the things we talk about is now take that, and how do you learn from this? And how do you put the gates in place so that you can't just delete a subnet? I mean, to be fair, you did it, but were there other things that could have prevented this from happening, some additional checks and balances?Carissa: Mm-hm.Julie: And as you mentioned, that's not the only time that you've broken production. But let me ask you was that—did the alerting mechanisms work? Did all of the other—did the monitoring and observability? Like, did everything work correctly, or did you find some holes in that as well?Carissa: So, that's a great question. So, this specific client did not use any monitoring tools whatsoever. So—Julie: Huh.Carissa: Yeah, so that was one of those unique situations where they just tried to get on their own website and it didn't work. And then, you know, it was testing and everything was failing. But it was all manual testing. And I actually—believe it or not—I've seen that more often than I ever thought I would in the last three years. And so with what you guys do, and kind of what I'm seeing with a bunch of different clients, it's not just do they have monitoring, it's how do they use that? And when it's, kind of, bits and pieces here and there and they're not using it to their full potential, that's when a lot of things slip through the cracks. So, I've definitely seen a lot of that.Julie: Absolutely. And it's interesting because I really think that, especially these advanced organizations, that they're just going to have all the ducks in the row, all the right monitoring setup, and it turns out that they don't always have everything set up or set up correctly. And that's one of the things that we talk about, too, is validating with Chaos Engineering, and looking at how can we make sure it's not just that our systems are resilient, but that our tools pick things up, that our people and processes work? And I think that's really important. Now… you're working at ClickBank today?Carissa: Mm-hm.Julie: You want to tell us a little bit about that and about what you do over there?Carissa: Yep. So, I came on a few months ago as a cloud engineer for their team. And they are—I have actually learned a lot of monitoring tools through what they have already set up. And as they're growing and continue to grow, I'm learning a lot about what they have in place and maybe how we can improve it. So, not just understanding the metrics has been a learning curve, but understanding what we're tracking, why, and what's an emergency—what's critical, what's not—all of those things is definitely a huge, huge learning curve.But regardless of if it's ClickBank or other companies that I know people that work out or I've worked at, everyone knows there's a humbling aspect when you're using all these tools. We all want to pretend like we know everything all the time, and so being humble enough to ask the questions of, “Why do we use this? Are we using it to its full potential? And what am I looking at?” That's how I've learned the most, even in the last couple of months here is just asking those very humbling questions.Julie: Well, I have to say, you know, you mentioned that you are really still new; it's three years out of school for you doing this, and I think that there actually is quite a lot to be said about listening to newer people because you're going to ask questions that other folks haven't thought of, like, the whys. “Why are we doing things this way?” Or, “Why are we tracking that?” And sometimes—I think you've probably seen this as organizations—we just get into these habits—Carissa: Mm-hm.Julie: —and we do things because somebody who worked here, like, five years ago, set it up that way; we've just always done it this way.Carissa: Mm-hm.Julie: And it's a great idea to look into some of our practices and make sure that they're still serving us. One thing that you mentioned that I love, though, is you said metrics. And metrics are really important when practicing Chaos Engineering because it's good to know where you are now so that you can see improvement. Can you talk about some of the metrics that you measure or that might be important to ClickBank?Carissa: Yeah. So, a lot of the things that we measure have to do with orders. So, the big thing with ClickBank with how the model, the infrastructure of this company is set, orders are incredibly important, so between the vendors and the buyers in ClickBank. So, we are always monitoring in great detail how our orders are coming in, going out, all the payment information, you know, make sure everything's always secure and running smoothly. So, those are where most of our metrics that we watch where those live.The one thing that I think is—I've noticed is really important is whether you're monitoring one thing or ten, monitor to the best of your ability so that you're not just buying stuff and using 50% of it. And I think we get really excited when we go and we're like, “Yes, this is a great third-party tool or third-party—we're going to use it.” And then 10% of it, you know, you use and the rest of it, it's like, “That's really cool. Maybe we'll do that later, maybe we'll implement that part of it later.” And that's something that it's just, it's like, I know it's painful, [laugh] but do it now; get it implemented now and start using it, and then go from there.But I feel like why do we bother if we're only going to use 10% to 50% of these amazing things that really make our lives easier, and obviously, more secure and more resilient.Julie: I think you're onto something there. That is really good advice. I remember speaking at a conference in New Zealand and one of the speakers there talked about how their organization will buy any new tool that comes out, any and every new tool that comes out. But just buying that—and as you mentioned, just using a tiny, small portion of that tool can really be kind of ridiculous. You're spending a lot of money on these tools, but then these features were built for a reason, and oftentimes—and I saw this, too, at my past company—folks would purchase our tool, but not realize that our tool did so many other things.And so then there are multiple tools that are doing the same things within an organization when in reality, if you look at all the features and truly understand a tool—I would say some folks have a hard time with saying well, it just takes too much time to learn all of that. What's your advice for them?Carissa: Yeah. I think I've caught myself saying that to [laugh] at some point in time. You know, the context-switching, already having our full-time jobs and then bringing on tools, other tools that we need to learn. And it is overwhelming, but my advice is, why make more pain for yourself? [laugh]. Why not make your life easier, just like automation, right?When you're automating things, it's going to be a lot of work up front, but the end goal is make everything more secure, make it easier on yourself, take out the single point of failure or the single-person disaster because they did one wrong thing. Monitoring does the same thing. You know, if you put the investment up ahead of time, if you do it right upfront, it's going to pay off later.The other thing I've seen, and I've been guilty of as well is just looking at it and saying, “Well, it looks like it's working,” but I don't really know what I'm looking at. And so going back to that, you know, if you don't know why things are failing, or what to look out for to catch things from failing, then why even bother having that stuff in front of you? So, it's a lot of learning. It's all learning. I mean, technology is never going to stop changing and it's never going to stop being… a lot to learn, [laugh] so we might as well learn it and try to keep up with the [laugh] times and make our lives easier.There was actually a—I wrote this quote down because I ran across this last week, and I loved it because we were talking about failures. It said, “Not responding to failures is one characteristic of the organizational death spiral.” And I loved that because I sat there and thought, “Yeah, if you do have a failure, and you think, ‘Well, I have my monitoring tools in place. It looks like it worked itself out. I don't really know what happened.' And that continues to happen, and everyone on the team has that same mentality, then eventually, things are going to keep breaking, and it's going to get worse and worse over time.” And they're not going to realize that they had a death spiral. [laugh]. So, I just love that quote, I thought that was pretty great.Julie: I love that as well, who was that from?Carissa: Oh, I'll have to pull it up, but it was online somewhere. I was kind of going through—because really bothering me when we were talking about some of our monitoring, and I was asking some kind of deep questions about, why? What's the critical threshold? What's the warning? Why are we looking at this? And so I started looking at deeper dives into resiliency, and so that popped up, and I thought that was pretty spot on.Julie: I love it. We will find the author of that. We'll post it in the show notes. I think that is an amazing quote. I think I'm going to steal it from you at some point because that's—it's very true.And learning from those failures and understanding that we can prevent failures from occurring, right? So—Carissa: Absolutely.Julie: —if you have a failure and you've remediated it, and you still want to test to make sure that you're not going to drift back into that failure, right? Our systems are constantly changing. So, that's one of the things we talk about with Chaos Engineering, as well, and building that reliability in. Now, have you experienced or practiced Chaos Engineering at all with any of your customers that you've worked on, or at ClickBank?Carissa: There was one, [sigh] one client that we had that I would say yes, but the testing itself needed to be more robust, it needed to be more accurate. It was kind of like an attempt to build testing around—you know, for Chaos Engineering, but looking back now, I wish we would have had more guidance and direction on how to build really strategic testing, not just, “Oh, look, it passed.” It might have been a false pass, [laugh] but it was just kind of absolute basic testing. So, I think there's a growth with that. Because I've talked to a lot of engineers over the years that we say testing is important, right, but then do we actually do it, especially when we're automating and we're using all these third-party tools.A lot of times, I'm going to go with what we don't. We say it's really important, we see the importance of it, but we don't actually implement it. And sometimes it's because we need help to be able to build accurate testing and things that we know really are going to be sustainable testing. So, it's more of probably an intimidation thing that I've seen over the years. And it's kind of going back to, we don't like to ask for help a lot of times in this industry, and so that plays a role there. Sometimes we just need help to be able to build these things out so we're not walking on eggshells waiting for the next thing to break.Julie: Now, I love it because you've drilled down kind of into that a few times about asking for help. And you've worked with some folks that I know you've done a great job. So far, I'm really impressed just seeing your growth over the last three years because I do remember your first day—Carissa: Oh—Julie: [laugh].Carissa: [laugh]. Oh, God.Julie: —and seeing you and in these little corner cubes. That was—[laugh]—Carissa: I was sweating bullets that day.Julie: —quite a long time ago. What advice would you give to senior folks who are helping newer folks or more junior folks? What would you want them to know about working with newer people?Carissa: Yeah, that's a good question. So, in my last job, I actually ended up becoming a lead before I left. And so [sigh] the one thing I learned from my mentor at my previous company that really just brought me up from knowing nothing. One thing I learned from him was, when he looked at me on the first day, he said, “Do not be afraid to ask for help. Period. Just don't. Because if you don't, something bad's going to happen and you're not going to learn and you're not going to grow.”And he also was one that said, “Put your helmet on. It's going to be a bumpy ride.” [laugh]. And I loved that. He even got me a little, uh—oh, it kind of like—it was a little bobblehead, and it had a helmet. [laugh]. And I thought that was so spot-on.I think we forget when we get really good at something or we've been doing something for a while, as human beings, we forget what it's like to be new, and to be scared, and to not know what our left and right hand is doing. So, I would say keep that in the forefront of your mind as you're mentoring people, as you're helping ramp them up, is they're going to be afraid to ask questions or remind them it's okay, and also just taking a step back and remembering when you were really new at something. Because it's hard to do. We all want to become experts and we don't want to remember how horrible that felt when we did not know what was in front of us. So, that would be my couple pieces of advice.Julie: Well, and then kind of circling back to that first time that you broke production, right, and everybody rallied around to help you—which is amazing; I love that—after it was over, what was the culture like? Were they supportive? What happened?Carissa: Yeah, that's a really good question because I've heard people's horror stories where it was not a good response afterwards, and they felt even more horrible after it was fixed. And my experience was a complete opposite. The support was just 1000% there. And we even hung out—we started a Zoom call and after we'd fixed it, there were people that hopped back on the call and said, “Let me tell you about my production story.” And we just started swapping horror stories.And it was 1000% support, but also it was a nice human reminder that we break things and it's okay. And so that was—it was a pretty great experience, I hope the best—we're all going to break things, but I hope that everyone gets that experience because the other experience, no fun. You know, we already feel terrible enough after we break it. [laugh].Julie: I think that's important. And I love that because that goes back to the embrace failure statement, right? Embrace it, learn from it. If you can take that and learn. And what did you learn? So, you mentioned you learn double, triple, quadruple check.Carissa: Mm-hm.Julie: So, have you made that same mistake again?Carissa: I have not. Knock on wood. I have not. [laugh].Julie: [crosstalk 00:21:58]Carissa: [crosstalk 00:21:59]. [laugh].Julie: It could happen—Carissa: Yep.Julie: —as we all are learning so much, sometimes you make the same mistake twice, right?Carissa: Yeah, absolutely. I would say there's two things. So, I learned that, and then I also learned that not just double and triple check before you do something, but going back to the don't be afraid to ask questions, sometimes you have to ask clarifying questions of your client or your customer before you pull the trigger. So, you might say I've done this a million times, but sometimes the ask is a little vague. And so, if you don't ask detailed questions, then yes, you might have done what needed to be done, but not in the way that they hoped for, not in the way that they wanted, your end game results were now not what was hoped for.So, definitely ask layered questions if you need to. To anyone: To your coworkers, to your manager, to your whoever you're using your monitoring tools through. Just ask away because it's better to do it upfront than to just try to get the work done and then, you know, then more fun happens.Julie: More fun indeed. [laugh].Carissa: [laugh]. Yes.Julie: Now, why don't you tell our listeners who aren't familiar with ClickBank, do you want to promote them a little bit, talk a little bit about what you're doing over there?Carissa: Yeah. So, ClickBank is awesome, which is why I'm there. [laugh]. No, they're a great company. I'm on a fairly, I wouldn't say large team, but it's a good-sized team.They're just really good people. I think that's been one of the things that's incredibly important to me, and I knew when I was making a switch that everyone talks about, they have a great working environment, they have great work-life balance. And for me, it's like you can talk the talk, but I want you to walk the walk, as a company. And I want—you know, if you say you're going to have a family environment, I want to see that. And I have seen that at ClickBank.It's been an awesome couple of months. There's a lot of support on the teams. There's a lot of great management there, and I'm kind of excited to see where this goes. But coming with a fresh perspective of working at ClickBank, it's a really great company. I'm happy.Julie: Well, I love that. And from what I'm aware of, y'all have some positions that are open, so we'll post a link to ClickBank in the as well. And, Carissa, I just want to thank you for taking the time to be a little vulnerable and talk about your terrifying breaking production experience, but also about why it's so important to be open to folks asking questions and to show empathy towards those that are learning.Carissa: Mm-hm. Yeah, absolutely. I think that is the number one thing that's going to make us all successful. It's going to make mentors more successful, and they're going to learn as they're doing it and it's going to make—it's going to build confidence in people that are coming into this industry or that are new in this industry to say, “Not only can I do this, I'm going to be really great. And I'm going to eventually mentor somebody someday.”Julie: I love that. And thank you. And thank you for spending time with us today. And, folks, you can find Carissa on LinkedIn. Pretty impressed that you're not on Twitter, so not a huge social media person, so it's just LinkedIn for Carissa. And with that—Jason: For links to all the information mentioned, visit our website at gremlin.com/podcast. If you liked this episode, subscribe to the Break Things on Purpose podcast on Spotify, Apple Podcasts, or your favorite podcast platform. Our theme song is called, “Battle of Pogs” by Komiku, and it's available on loyaltyfreakmusic.com.

Facilitating FMEAs with Bobby Lee It’s my pleasure to welcome Bobby Lee back to the podcast. He is a reliability engineer with irritation. He spent quite a bit of time working on FMEA’s equipment, maintenance plans, RCAs, etc. He has spent about 10 years as a maintenance technician and a reliability engineer. In this episode […] The post 288 – Facilitating FMEAs with Bobby Lee appeared first on Accendo Reliability.

When do you do RCAs? Is it one off? Have you thought about how RCA can be a system? This week we welcome Bob Latino back to the show to talk all about RCA and his new book! Episode Shout Outs: Bob Latino - https://www.linkedin.com/in/boblatino/ Bob's new book - https://www.routledge.com/Lubrication-Degradation-Getting-into-the-Root-Causes/Mathura-Latino/p/book/9781032171579 If your company sells products or services to engaged maintenance & reliability professionals, tell your marketing manager about Maintenance Disrupted. If you'd like to discuss advertising, please email us at maintenancedisrupted@gmail.com Check out our website at www.maintenancedisrupted.com and sign up for the weekly disruption newsletter with bonus content. If you like the show, please tell your colleagues about it and follow maintenance disrupted on LinkedIn and YouTube. Follow Maintenance Disrupted on LinkedIn https://www.linkedin.com/company/maintenancedisrupted Music: The Descent by Kevin MacLeod Link: https://incompetech.filmmusic.io/song/4490-the-descent License: http://creativecommons.org/licenses/by/4.0/

 Laurie Peterson - Fall Data, 5 Whys, RCAs

Dj Pk Live - Sound For Adults (Episode 048) 25-08-2021 Track List: Apparat - EC Blip (Original Mix) Kollektiv Turmstrasse - Heimat (Original Mix) Definition - Diego (Original Mix) Declan Burke - Fruits Of Life (Original Mix) AfricanTool - Omega (Original Mix) Marcus Worgull & Stimming - Cwejman's Tale (Original Mix) PLUHM - Il Palazzo Del Rimpianto (Andy Bros Remix) Santiago Garcia - Speechless (Original Mix) Patrice Bäumel - Beacon (Original Mix) OC & Verde - Helios (Original Mix) Ahmet Atakan - Mel feat Huri (Wild Dark & Ariaano Remix) Kollektiv Turmstrasse - Jupiter Sunrise (Original Mix) Observação: Vou trocar esses RCAs kkkkkkkk

This month we are posting not one, but two episodes! to celebrate the Instituion's Challenges. We have finally reached the summer and we don't know about you, but this year seems to have gone pretty fast so far. Despite being in a kind of limbo, between pre-2020 normality and a new 2021 blend of virtual and physical working, the team here at I2I are pleased to see some of the IMechE events returning to the calendar and especially the IMechE Challenges, aimed at young engineers across the globe.   From the 21st to the 25th July, all eyes will be on formula student, as it kicks off at the Silverstone circuit after a year's hiatus. This year their are only 40 teams competing and it is not open to the public as it usually would be, but that will not deminish our excitment. I2I will be right there, coming live from the competition. This will be our first live broadcast and we are hoping to have some special guests and a ‘phone in' for you, our listeners, to ask questions about the FS challenge and the Instituion's other comeptitions. More details on that closer to the day, so keep your eyes on the I2I podcast page  at www.imeche.podbean.com    The Railway challenge was live again on the 25th - 27th June after also taking a year off due to COVID. The event is held at Stapleford miniature railway in the grounds of Stapleford hall, and also included a virtual segment this year, to enable teams who were not able to participate, the opportunity to get involved. The University of Huddersfield's HudRail team were the overall winners of challenge, the RCAS team from the University of Sheffield took the runners-up spot and the Alstom & University of Derby team were in third place.  Thanks goes to all the hard work of the railway division and their trackside volunteers.   The design challenge for 1st year engineers, the Automation challenge for apprentices and the UAS challenge take place later in the year, around September/October, so keep an eye out for all of those. You can find details of all the challenges at www.imeche.org/events/challenges    So, to get you in the spirit of the season, Helen's first podcast this month was recorded with Lydia Amarquaye, IMechE Education Policy Advisor.   Before joining the IMechE as a member of staff, Lydia was an active member and chaired the YMB in 2017. As part of her role on the Manufacturing Industries Division Board, she was involved in helping to devise and establish the Apprentice Automation Challenge. So she is well placed to talk about this exciting part of the IMechE' s STEM engagement.   We would love to hear your thoughts and comments on this episode and the IMechE Challenges. If you would like to get in touch email us at podcast@imeche.org You can find more information about the work of the IMechE at www.imeche.org 

We share blameless Root Cause Analysis, or RCA, as one of the most powerful tools available to engineering managers that help to eliminate production incidents and resolve quality challenges. We go over what an RCAs is, the benefits, the process of doing RCAs using "5 Whys" technique, and the best practices. In the end, we provide a checklist to help engineering managers to implement the RCA effectively.

Rathinavani 90.8 Tamil Podcast | International Day for Biological Diversity by Dr.Srinivasan, Microbiology HOD RCAS.

Normalde tükettiğiniz miktardan çok daha fazlasını tükettiğinizi veya kontrol duygunuzun tamamen kaybolduğunu hissettiğiniz oldu mu? Gelin birlikte bu konuyu ayrıntısıyla ele alalım.    Seslendiren: Esra YILMAZ Yazan: Ayşenur DEVECİ Erişim Kanallarımız https://linktr.ee/MozartCulturesPodcast   “Çocukluğumuza İnelim”; psikolojiyi, psikoloji ile ilgili kavramları ve kuramcıları anlamanızı sağlamak için haftada bir yayınlanan bir podcast yayınıdır. Mozartcultures; Türkiye' de tamamı gönüllülerden oluşan ve kâr amacı gütmeyen bir kuruluş olarak,sanatı ve bilimi güneşin doğup battığı tüm topraklara yayabilmek amacıyla çıktığımız bu yolda sizlere çok değerli podcast yayınları dinletmeyi amaçlıyoruz.

Authentication bypasses, a Duo 2FA bypass, RCEs, a VM escape, and some reverse engineering writeups. [00:00:26] Project Zero: Policy and Disclosure: 2021 Edition https://googleprojectzero.blogspot.com/2021/04/policy-and-disclosure-2021-edition.html [00:06:27] Remote exploitation of a man-in-the-disk vulnerability in WhatsApp [CVE-2021-24027] https://census-labs.com/news/2021/04/14/whatsapp-mitd-remote-exploitation-CVE-2021-24027/ [00:14:06] Allow arbitrary URLs, expect arbitrary code execution https://positive.security/blog/url-open-rce [00:18:29] GHSL-2020-340: log injection in SAP/Infrabox https://securitylab.github.com/advisories/GHSL-2020-340/ [00:22:21] Duo Two-factor Authentication Bypass https://sensepost.com/blog/2021/duo-two-factor-authentication-bypass/ [00:31:22] [Grammarly] Ability to DOS any organization's SSO and open up the door to account takeovers https://hackerone.com/reports/976603 [00:35:50] From 0 to RCE: Cockpit CMS https://swarm.ptsecurity.com/rce-cockpit-cms/?d [00:41:41] Big Bugs: Bitbucket Pipelines Kata Containers Build Container Escape https://www.bugcrowd.com/blog/big-bugs-cve-2020-28914/ [00:48:52] xscreensaver: raw socket leaked https://bugs.chromium.org/p/project-zero/issues/detail?id=2174 [00:51:31] Reverse-engineering tcpip.sys: mechanics of a packet of the death (CVE-2021-24086) https://doar-e.github.io/blog/2021/04/15/reverse-engineering-tcpipsys-mechanics-of-a-packet-of-the-death-cve-2021-24086/https://blog.quarkslab.com/analysis-of-a-windows-ipv6-fragmentation-vulnerability-cve-2021-24086.html [00:59:49] Exploiting System Mechanic Driver https://voidsec.com/exploiting-system-mechanic-driver/ [01:03:27] Zero-day vulnerability in Desktop Window Manager used in the wild [CVE-2021-28310] https://securelist.com/zero-day-vulnerability-in-desktop-window-manager-cve-2021-28310-used-in-the-wild/101898/ [01:08:33] Windows Defender mpengine remote code execution [CVE-2021-1647] https://googleprojectzero.github.io/0days-in-the-wild//0day-RCAs/2021/CVE-2021-1647.html [01:13:55] ELECTRIC CHROME - CVE-2020-6418 on Tesla Model 3 https://leethax0.rs/2021/04/ElectricChrome/http://www.phrack.org/papers/attacking_javascript_engines.html [01:20:36] QEMU and U: Whole-system tracing with QEMU customization https://www.atredis.com/blog/qemu-and-u-whole-system-tracing-with-qemu-customization [01:21:31] Learning Resource - Hexterisk Blog https://hexterisk.github.io/blog/posts/ Watch the DAY[0] podcast live on Twitch (@dayzerosec) every Monday afternoon at 12:00pm PST (3:00pm EST) Or the video archive on Youtube (@dayzerosec)

Long episode this week as we talk about Google's decision to thwart a western intelligence operation (by fixing vulns), multiple authorization and authentication issues, and of course some memory corruption. [00:00:46] Google's unusual move to shut down an active counterterrorism operation being conducted by a Western democracy https://www.technologyreview.com/2021/03/26/1021318/google-security-shut-down-counter-terrorist-us-ally/ [00:21:48] PHP Git Compromised https://news-web.php.net/php.internals/113838https://github.com/php/php-src/commit/2b0f239b211c7544ebc7a4cd2c977a5b7a11ed8a [00:32:24] [Google Chrome] File System Access API vulnerabilities https://github.com/Puliczek/CVE-2021-21123-PoC-Google-Chrome [00:37:58] Indexing of urls on the "External link warning" pages discloses many vulnerable endpoints from the past and unlisted videos/photos https://hackerone.com/reports/1034257 [00:42:05] GHSL-2020-323: Template injection in a GitHub workflow of geek-cookbook https://securitylab.github.com/advisories/GHSL-2020-323-geek-cookbook-workflow/ [00:47:58] H2C Smuggling in the Wild https://blog.assetnote.io/2021/03/18/h2c-smuggling/https://labs.bishopfox.com/tech-blog/h2c-smuggling-request-smuggling-via-http/2-cleartext-h2c [00:53:27] H2C Smuggling in the Wild https://blog.assetnote.io/2021/03/18/h2c-smuggling/ [00:57:18] Multiple Authorization bypass issues in Google's Richmedia Studio https://www.ehpus.com/post/multiple-authorization-bypass-issues-in-google-s-richmedia-studio [01:06:15] DD-WRT UPNP Buffer Overflow https://ssd-disclosure.com/ssd-advisory-dd-wrt-upnp-buffer-overflow/https://github.com/mirror/dd-wrt/commit/da1d65a2ec471f652c77ae0067544994cdaf5e27 [01:10:36] GHSL-2021-045: Integer Overflow in GLib - [CVE-2021-27219] https://securitylab.github.com/advisories/GHSL-2021-045-g_bytes_new/ [01:14:12] Qualcomm IPQ40xx: Analysis of Critical QSEE Vulnerabilities https://raelize.com/blog/qualcomm-ipq40xx-analysis-of-critical-qsee-vulnerabilities/ [01:22:50] One day short of a full chain: Part 3 - Chrome renderer RCE https://securitylab.github.com/research/one_day_short_of_a_fullchain_renderer/ [01:35:37] Chat Question: Where to learn about Windows Heap exploitation https://dayzerosec.com [01:39:44] Adobe Reader CoolType arbitrary stack manipulation in Type 1/Multiple Master othersubrs 14-18 https://bugs.chromium.org/p/project-zero/issues/detail?id=2131 [01:46:26] Eliminating XSS from WebUI with Trusted Types https://microsoftedge.github.io/edgevr/posts/eliminating-xss-with-trusted-types/ [01:54:19] Hidden OAuth attack vectors https://portswigger.net/research/hidden-oauth-attack-vectors [02:03:05] The Future of C Code Review https://research.nccgroup.com/2021/03/23/the-future-of-c-code-review/ [02:15:03] Microsoft Exchange Server-Side Request Forgery [CVE-2021-26855] https://googleprojectzero.github.io/0days-in-the-wild//0day-RCAs/2021/CVE-2021-26855.html Watch the DAY[0] podcast live on Twitch (@dayzerosec) every Monday afternoon at 12:00pm PST (3:00pm EST) Or the video archive on Youtube (@dayzerosec)

03:31 - Uncovering Patterns * Making the Covert Overt * Reasons for Covertness 13:22 - Taking Care of People as Whole People * People Are Dynamic – Not Stagnant * Roles Are Constantly Changing * Iterating on Practices * William A. Kahn: Psychological Conditions of Personal Engagement and Disengagement at Work (https://journals.aom.org/doi/10.5465/256287) * Financial Compensation * Metrics and Observability 28:43 - The Tech Industry: Now vs Then (aka we still have A LOT of work to do) * Gatekeeping * Accountability * Inclusivity * New Zealand Maori leader ejected from parliament for refusing to wear 'colonial noose' (https://www.reuters.com/article/us-newzealand-politics-necktie/new-zealand-maori-leader-ejected-from-parliament-for-refusing-to-wear-colonial-noose-idUSKBN2A9329) * Whitewashing 45:59 - The Messaging Around Diversity and Inclusion * Doing the Right Thing 51:26 - Changing Mindsets * Using Privilege to Speak to Power Reflections: Rein: Capitalism and White Supremacy are the same thing. The Invention of the White Race (https://www.google.com/books/edition/The_Invention_of_the_White_Race_Racial_o/G4elgqb-MjwC?hl=en&gbpv=0). We have an obligation to not just make it possible for people to exist in the industry, but to also make it healthy. John: It’s always great to have these conversations as reminders. Tim: Figure out why something makes you uncomfortable. Look and uncover the pattern underneath that in yourself. Be comfortable with being uncomfortable. If you run away, you’re never going to grow and things are never going to get better. This episode was brought to you by @therubyrep (https://twitter.com/therubyrep) of DevReps, LLC (http://www.devreps.com/). To pledge your support and to join our awesome Slack community, visit patreon.com/greaterthancode (https://www.patreon.com/greaterthancode) To make a one-time donation so that we can continue to bring you more content and transcripts like this, please do so at paypal.me/devreps (https://www.paypal.me/devreps). You will also get an invitation to our Slack community this way as well. Transcript: PRE-ROLL: Whether you're working on a personal project or managing enterprise infrastructure, you deserve simple, affordable, and accessible cloud computing solutions that allow you to take your project to the next level. Simplify your cloud infrastructure with Linode's Linux virtual machines and develop, deploy, and scale your modern applications faster and easier. Get started on Linode today with $100 in free credit for listeners of Greater Than Code. You can find all the details at linode.com/greaterthancode. Linode has 11 global data centers and provides 24/7/365 human support with no tiers or hand-offs regardless of your plan size. In addition to shared and dedicated compute instances, you can use your $100 in credit on S3-compatible object storage, Managed Kubernetes, and more. Visit linode.com/greaterthancode and click on the "Create Free Account" button to get started. JOHN: Hello, everybody. This is Greater Than Code, Episode 225. I’m John Sawers and I’m here with Rein Henrichs. REIN: And I’m here with our guest, my friend, and Dungeons & Dragons party member, Tim Banks. Tim Banks has a career spanning over 20 years through various sectors. Tim’s initial journey into tech started as a US Marine in avionics. Upon leaving the Marine Corps, he went on to work as a government contractor. He then went into the private sector, working both in large corporate environments and in small startups. While working in the private sector, he honed his skills in systems administration and operations for large Unix-based datastores. Today, Tim leverages his years in operations, DevOps, and Site Reliability Engineering to advise and consult with engineering groups in his current role as a Principal Solutions Architect at Equinix Metal. Tim is also a competitive Brazilian Jiu-Jitsu practitioner, having won American National and Pan American Brazilian Jiu-Jitsu championships in his division. Hi, Tim! TIM: Hi! Good to see everybody in here. REIN: Yeah, I did that on the first take and I'm very proud of myself. TIM: I am so, so proud of you. That was amazing. REIN: Tim, it's time for the question. TIM: Right. REIN: What is your superpower and how did you acquire it? TIM: So my superpower is using empathy to uncover patterns that people haven't seen in the past and I think that's a superpower because a lot of people can look at something, there's a lot of folks out there that can see a pattern just on the surface like this does that, this does that, this does that. But when you really talk to groups and you talk to people, you can see some common things that aren't necessarily things that are going to have an output or a metric, but you can see how people feel about a thing. And then when you get enough people who feel a certain way about a thing, that's not going to be a coincidence, it's going to be a pattern. So finding those patterns is my superpower. As far as how I acquired it, it's hard for me to say. The easy way to say is over time, but over time and myself being a person who necessarily wasn't listened to, or seen, or heard trying to explain how things are, why things are the way they are without having metrics. So having been on one side of that equation, I've been able to see people on the other side of it. REIN: So Tim, you said “to uncover patterns.” Can you say a bit more about the word uncover? Because I feel like that might've been a specific choice that you made to use. TIM: Yeah. There are typically, as we see with anything else, especially being tech or people that like to take things apart, I'm sure as we all did as kids, there are things that you see on the surface. There are things that you see, this pattern or this thing happening here, but you take the face plate off of something, or you delve down below the API, or you delve down below the operating system and there are so many other things that are happening beneath that. If you kick over amount of dirt and you see an ant hill, the ants have their own system, how they do things down there that you don't necessarily create, but you're just going to see it and you have to uncover a few things. You have to move things around. You have to look below the surface to see some of these patterns that happen just below the surface that bring the things at the surface to fruition. REIN: This reminds me a lot of I guess, it's a mantra that I learned from Virginia Satir, which drink if you're playing that game, make hidden things visible, make the covert overt and make the general specific and related to you, me, here, now, and the current situation. TIM: Yeah. I think that's actually a good – I had not heard of that one before, but I do like that a lot. REIN: So when you say uncover, that makes me think, make the covert over. TIM: Yeah, I think so. I like that. It's interesting because people sometimes think that things are covered up to make them hidden and it's not necessarily, they're hidden like someone has hidden them so you can't find them. A lot of times they're hidden in plain view. You don't find them because you're not looking for them and when you actually start to look for some of these things, some of the underlying causes, you'll be surprised what you find. It's like a lot of us here have done RCAs on things and oftentimes, if you do a good RCA, you're going to go through a few levels and different layers to find what the actual root cause. Like, most of the times the root of something is not at the surface, it's way down. So you actually have to go down and dig to uncover these things, to really find out what's at the base of something. REIN: So since this is the show where we talk about the social side of things, I want to ask you about these things that are covered that are maybe covered for a reason and maybe that the reason that they're covert is that people are trying to protect themselves and they don't feel safe to make them overt. So do you think about these situations and how do you go about making that safe to talk about? TIM: So I do think about these situations and there's a couple of reasons why. First, obviously, is in the professional world you can't always call people out immediately for things. Even if you know that there's something that's a lie or something that's not right, there are the political reasons why you have to be tactful or you have to be very deliberate and cautious about how you uncover these things because even if people aren't necessarily intentionally hiding things, or it is their mind that I must hide this as he'll feel safe, people's egos are the number one obstacle, I think to innovation. Someone has staked out a claim. Someone has a territory. Someone has some domain that they have, that they are a gatekeeper thereof and it is their ego that makes sure that you have to pay homage to them or to that ego in order to get anything done. So figuring out what they're protecting, whether they're protecting their job, whether they're protecting their ego, whether they're protecting levels of influence so that they can rise in their career. You have to figure out what that is, that what that thing is that is important to them so that way you can make sure that it's either protected, or you can make sure that there are more than one person that have access to that thing so you can make your way. At personal levels, there are things that people cover up because they don't feel safe and doing the work of trying to make them feel safe so you can talk about these things, I think that's the hardest thing that we do in the industry. Solving technical problems is easy compared to solving people problems, or cultural problems, or societal problems because those are the problems that we've had for millennia that we, collection of people in a common industry, are trying to figure out. Saying to somebody, “Hey, I see these patterns here of work, or absenteeism, or productivity, or whatever it is and I need to know what it is that's going on so that we can fix that,” and make them understand that you are there to help them and there to fix that problem, whatever it may be, that takes some work on the part of the person who's trying to uncover that pattern. It takes vulnerability and it takes confidentiality. It takes empathy. Especially if it's something that you've never dealt with before. Someone's going to tell you, “Hey, I have this problem,” and you're going to say, “All right, well, I know leadership or I know management or unknown this senior technical professional here, but I don't know the answer to this problem, but I can say that I will help you find it and then we can work together on it.” And a lot of people don't like to say, “I don't know the answer.” We see a lot of people that are very technically savvy and because they're very technically savvy, they are now considered to be experts in all kinds of domains. Nobody in particular—Elon Musk—but there are people that are looked to be some kind of great genius just because they happen to know how to code something, or architect something. I think when you display the vulnerability of saying, “I don't know.” Or you are upfront about your problems or upfront about your struggles, it makes people feel safer about being upfront about theirs and then you can go through the work of trying to solve those problems. Well, first of all, identifying if it's a pattern, and then solving the problem that's causing those patterns. JOHN: I like that you use the metaphor of anthill earlier on in this, because rather than when you describe something as pattern, it's very abstract and feels like an object. But when you talk about an anthill, it's individual entities working together in a system. It's something that exists on its own, made up of other individuals. It's not just some object that we can examine and I think that brings it into thinking about it in a different way and much like the way you've been describing how you talk about these things and how you work with people. Very humanizing and I like that. TIM: Yeah. I do think there's a lot of us when we're looking at an organization, whether we're looking at a society, or government, or whatever it is, a neighborhood even all of us have the role that we play whether we're aware of it or not. It's a role not necessarily either we're assigned, that we signed up for, or that we just have by nature of and by coincidence of our birth. But we all do something that contributes in some way to the organizations that we're in. When we look at that as that – okay, that role covers a lot of things. No one is just one thing; no one is just a software developer, or no one is just a cashier at a grocery store, or no one is just an artist. No person is monolithic. No one is defined by their job save except maybe the police and that's not a slam—they're always at work apparently. But there are all these things that we have that yes, as you look at an ant farm, this one ant does all these various things, but they have this contribution to the colony as a whole. And I do think that when we look at it as a pattern, if we look at one individual person and all the things that they do, it is important to see that they are more than just a worker. We are not ants. We're not that specialized. We have all kinds of things that we contribute to. So like the colony metaphor breaks down there just to understand that all of us have different things that we do outside of just what our role is to make money or to contribute. We all have dreams. We all have hopes. A lot of times, the fact that these dreams or hopes have been unrealized or worse yet, they have been forcefully deferred by the society as a whole affects that role that we have. It affects how we view ourselves. It affects how others view us. That's what we bring when we sit down at our desk every morning, that collection of all those things rides along with whatever your skills are, that is it's not compartmentalized. As much as people may want to say they can't compartmentalize these things, you can't. You can’t contain it forever. So when these things start to manifest themselves in different ways, we as people—whether we are neighbors, whether we are leaders in government, whether we are coworkers, whether we're management—need to do whatever we can to make sure that these people can become a whole and they can thrive. When people thrive on a personal level, they thrive on a professional level. Maybe not at the job that they're in, maybe not at the company that they're in, but wherever they end up, when they thrive as people, they are going to thrive as professionals. REIN: I also want to throw in another element of the ant colony metaphor, which is that ant colonies are dynamic. They're constantly changing. Tunnels are caving in, new ones are being constructed; the colony itself changes over time. You were talking about the complexity of a person in a given moment, but their roles within the company are also constantly shifting based on how they interact with other people. TIM: That's true; how they interact with other people and how the companies need change. I mean, no company is typically monolithic in and of themselves. They always have to be growing, they have to be thriving, and they have to be moving into different segments and as that happens, your roles change within that company. What's been being kicked around Twitter these past few weeks is people talking about like, “I don't understand why people leave jobs,” and I was like, “Well, yeah, they leave jobs because they want to go do other stuff.” People don't like to stagnate, typically and people who do like to stagnate, most companies don't want to keep them around. So stagnation is not really in human nature. As resistant as we are to change, we are all extremely adaptable. It's built into our damn DNA so we tend to do that well. I do like the fact that people are dynamic, or if you look at what maybe people had expectations of what 2021 was going to be in 2019, it's clear that a lot of things have changed due to the various circumstances around the world—pandemic, social uprising, Nazis, whatever it is. We've all had to make some big changes and even though it sucked and it has sucked, we're still here. We are in the new normal because we are adaptable and so are the dynamics of our existence lend ourselves to the fact that our roles are constantly changing. What does it look like when you were a working parent 2 years ago versus what does it look like you're a working parent now? What does it look like if you were a single person with a job 2 years ago versus if you're seeing a person with a job now? So many things have changed and it speaks to the fact that we are adaptable. That all said, if you're looking at how we can improve and make better for people, we can't look at the ideal state or the state we were in 2019 or whatever it was. We have to look at how things are now and then we had to look at what we have learned in the past year, year and a half will prepare us for what's yet to come because we know that shit is always going to roll downhill. So we have to figure out what have we learned here and what can we do next? I think a lot of the things that we still need to embrace is how to take care of our people as a whole people, and not just employees and not just take care of how they can contribute to us. How many commits can they do? How many tests can they write? Or anything like that. We need to take care of their needs as people and when we take care of their needs as people, they are more likely to be able to take care of us, our needs from them as companies and orgs. REIN: What Russell Ackoff always says when people talk to him about total quality management and all of these things about how to improve the quality of your business, what he always says is, “The quality that matters is quality of work life.” The quality of the lives of the people who are doing the work. TIM: That is absolutely true. It's absolutely true. Some of the worst cases of burnout that people ever have, some of the worst working environments, it's because they do not treat their people like people. They treat them like any other resource, like print, toner, cartridge, and the people personally as people cannot thrive and people burn out that way. People have a hard time setting and maintaining boundaries around their work life. Yay, capitalism. That's one of the things that we start from. It's like, if you want to get ahead, you’ve got to work real, real, real, real hard. Well, yes, to some extent, but the higher up you go, let's be honest that “hard work” looks way different. You're working hard on a yacht apparently, or you're working hard on a vacation to Paris apparently, but the people that are actually doing the labor to enrich the people higher up the chain, those basic human needs for rest, relaxation, recovery, they're oftentimes not being met and I think that's a fucking shame. REIN: Yeah, and if something is particularly incumbent upon leadership to show that by example and to encourage that behavior because I think lower down in the ranks, if they've probably been punished for any sort of thing like that, or they've seen people punished for that kind of thing, they're going to be highly resistant to doing that unless you can prove that it's safe for them to do so. TIM: Oh, absolutely. I think it's interesting when you talk about what it is for a person lower down in the rung and the common gatekeeping tactic you see is “Well, they've got to pay their dues.” They've got to suffer through this role so that way, they can make it for other people or they can be a better employee going forward. That is so horribly bassackwards. I mean, you really want to nurture junior folks. You want to nurture people coming into the industry. You want to nurture people who are just starting. You want to mentor them. You want to give them knowledge and guidance. You don't want to push their nose into the grindstone. I don't know what you're trying to accomplish there. That's fine if you're in the Marine Corps. That's fine if you're going into the military service. That's obviously, a consequence of the choice you made to join. But if you're not doing that, you don't need to punish people at the bottom ranks, really You should be, as a leader, like you said, modeling those behaviors, but you should also be making sure that they can thrive, whatever that looks like. Thriving for a junior person doesn't look like giving them a half hour lunch break and watching them clock in and clock out. It doesn't look like monitoring their bathroom breaks, or some of the stuff that I've seen the junior folks have to do. These people are whole people, they are not servers. They're not computers. They're not billed by the hour like that to perform X number of tasks. They really have to be nurtured and they have to be guided and mentored. The other thing we have to take into the fact is that not everybody learns the same. People are neurodivergent. So what productivity looks like for some persons, it’s going to look completely different for another person. For me, the worst thing I had as a senior person was to be expected to sit down and work 4 hours, take a half hour break, and then work another 4 hours straight. I have ADHD and anxiety and that is torturous for me. Now I did it and some people will turn around and say, “Well, I did it. So you can do it. too” like the motherfuckers that talk about student loans. But I would say, “I had to do it and it sucks. So I don't want anyone else to have to go through that.” That's what we should be doing. We should be iterating on our practices as an org, iterating our practices as a society to say that, “Oh, well, just because I had to suffer, that doesn't mean that you should have to as well. We should actually fix that so that you don't have to go through that.” Typically, in capitalism, that's how they say you're supposed to do. A 2021 Ferrari has more features than the Model T because you add features, and you add features, and you add features. So I don't see why we can't do that for the people that actually build these vehicles, or build anything else for that matter. REIN: There's a study that whenever this topic comes up, that I refer people to, because I think it's really, really good. It is from Kahn in 1990 and this is interesting because this is the study of the “Engagement of the Human Spirit at Work.” So even the idea that in a capitalist country, you could get a grant to study the engagement of the human spirit at work is amazing to me. But the idea is that there are three psychological conditions that relate to this. What I wanted to do was list them and then get your thoughts. TIM: Sure. REIN: Add them, change them, do they resonate with you? The conditions are meaningfulness. Do I find meaning in the work and my job title, my tasks, and so on? The second is psychological safety. And the third is the availability of emotional and psychological resources and this includes things like, am I emotionally drained at the end of the day? Do I wake up looking forward to going to work? Am I being supported by my manager or my supervisor? TIM: I like all of those. I think those are all really good, but I do think it overlooks the financial aspect and the reason why I say it overlooks the financial aspect is because those things are important for how you feel about your work. But if you are struggling financially, your ability to deal with the normal rigors of work are significantly decreased when you have to then go home and figure out how you're going to make the ends meet. Are you living paycheck to paycheck? Are you going to pay off debt? You're trying to figure out how to take care of your children. You're going to have to figure out how to do all these other things. Your overall capacity is reduced because you have these other concerns as well. So I think it cannot be overstated, the impact of making sure that people's needs outside of work are met to make sure they can also, you can also take care of the needs inside of work. But going back, I do think those are very, very important aspects of people feeling spiritual engagement at work. I think the meaningfulness and the psychological safety to me are the two most important. You can do meaningful work, but if you're getting harassed all the fucking time, it's not a great place. Or you can have a great loving and nurturing environment, but you're just toiling away in dumb anguish and it's like, “Oh, well, I don't know why I'm doing this job. Everyone's super happy and I'll stay here for a while because I really like everybody, but I don't really get any meaning out of what I do.” So I think I like that list. I would just add a fourth one talking about making sure people are financially compensated to make sure their needs are met plus, plus. REIN: And actually, the study doesn't consider that and I think you're right that that's a huge oversight. There's a second study that attempts to quantify these relationships to say how much each of these influence engagement and the result is that meaningfulness was the highest correlation, but the way they did this is interesting. They did a quantitative survey and the survey would include different sections with questions on for example, rewarding coworker relations with questions like, “I feel worthwhile when I am around my coworkers.” I think we should be asking questions like that more often. I think that the engagement surveys you get in the modern world are superficial. TIM: Oh, they absolutely are. They absolutely are. Well, I mean, it goes back to a lot of topics we have in observability. What are your metrics if whatever you measure is what you're going to do? I learned this lesson working in tech support call centers right out of the Marine Corps where if they're going to reward you for the number of calls or they're going to – the primary metric is the number of calls you took in a day. So people were going to do whatever they can do to take the most number of calls, then to like, “Oh, then we're going to do NPS scores after that.” But they set the NPS score pretty low and saying, “Well, we just need you to answer the calls. They don't have to be that good.” That's what you're going to get. If you were measuring things like, “Oh, did your manager make you feel good this month?” If you ask that and they answer honestly, maybe they made you feel good once a month or something like that since the last one, but primarily, they made you feel like crap. That's kind of what you need to ask. I do think the interpersonal relationship aspects, they're hard to quantify because it looks different for everybody and even the nature of the questions are different for everybody. What that question looks like to a cis, white, straight male is going to look way different to say, a queer Black woman. REIN: What if the question is: “I feel a real kinship with my coworkers and I'm like a little, eh about that one?” TIM: Yeah, that goes back to that we're a family thing and I don't necessarily like that at all because we aren't a family. You can't fire your family or lay your family off. REIN: But then there were questions like: “I believe that my coworkers appreciate who I am,” and I like that one a lot. TIM: That's a good one. The appreciates who I am, that speaks to being a whole person and the more that we can be whole people at our jobs, the better off we are going to be. If you have to bite your tongue, if you have to cover your tattoos, if you have to make sure your hair is undyed, or you have to wear clothes that you don't necessarily like because they’re considered “professional” whatever that means. That the more that a person has to distance themselves from who they are as a whole person, probably the less happy they're going to be in that environment. Less safe they're going to feel in that environment. JOHN: Yeah, I find that there is a gap between the rhetoric about bringing your whole self to work and the practice of building a space where it's safe to do that. Like I myself know some things that can lead us in that direction, but I don't feel like there's a great playbook on building that all out. TIM: There really isn't and part of the reason is that the tech industry started out, by and large, as an artifact of the US government, US military, which is never not really known for being very welcoming and safe for people outside of a certain demographic. You talk about what the industry looked like when I got in back in the late 90s, IBM had just stopped requiring people to wear suits to work and they were allowed to wear polo shirts and khakis. That look was what you had. It was the “business casual.” Couldn't have long hair, couldn't have accessed piercings, no visible tattoos; not unlike dress codes or appearance regs that you would see in the military. So you make everybody look like the stereotypical white guy, essentially, because this is what you have to wear because some old white guy said, “This is what people should look like.” Those things are hard to break because who still has power in those things and it's a self-perpetuating society. People that do not fit that mold do not last in that industry, or the people that do last in industry had to divorce themselves of who they are so much that it becomes hard to break that mold once you get into places of power, because you can very quickly be run out for rocking the boat too much and it was very, very self-standing. This is the one thing that I think came out of the .com bubble burst after Y2K and the early aughts was that it broke up a lot of these big companies, big old legacy companies and you saw a lot of smaller startups come out. A lot of these smaller startups that came out of it maybe had a different way of thinking because they weren't run by 70-year-old white guys who were defense contractors. But I do think, when we get into that, if you look at what a person in the tech industry looks like in 2021 versus what they look like in 2001 is dramatically different. I can have my hair long. I can expose my tattoos. I can have a beard. I can say, “I'm a queer, ADHD, Black-Mexican man,” whereas such a thing would be dangerous career-wise and maybe even personally, 20 years ago. I remember in the industry when the first person that I knew personally came out as being transgender and the harassment that she had to go through was horrifying, but it was considered perfectly normal in 2001. We have come a long way, but that just speaks to what a shitshow it was before. Not that we're doing great now, because we have so much farther to go and we are still here in 2021 seeing all white panels, all white male leadership, diversity being heralded when you bring a white woman onto a board or when you bring a gay white man onto a board. And that ain't it chief. That is not it. We have so much more to do and the hard part about that is convincing people that you can't rest on your laurels. Convincing people that you haven't done enough in the first place. Convincing people that there are still problems. That goes back to what you're saying about some of these questions, about some of these metrics that we have about people in the workplace. The questions that you have to ask on these to really get an idea of where you are, have to be uncomfortable. They have to be uncomfortable. They have to challenge people's safe spaces and not just a safe spaces of other people who are marginalized, but certainly, the safe space of the people who are overrepresented. It goes back to talking about, “Hey, do you realize that you have gotten where you are largely by privilege?” or that you've been able to fail up, or that doors have been opened to you that haven't been opened to others, or bars have been lowered for you that weren't as lower for others, or even at the bar wasn't lower, the bar was not raised for you like it was for others? People don't like to hear that. People get very upset when you challenge the notion that maybe they haven't had to work as hard as other people have to get where they have. If you tell somebody, “Well, you got here because you had a fair amount of pillars to help you along the way.” People don't like to hear that. Now I will very much, I've said in the past I may be Black and I may be queer but I'm still a man so I have some privilege that goes along with that that women and non-binary folks have not been able to enjoy. I typically don't have to go to a conference and worry about whether I'm going to be sexually assaulted. God help the person that tries at least with me. But that is a worry and a concern that people have to have going to a conference that's supposed to help their career and that's a big detractor. That is a big obstacle that people don't realize that they have and then worse. I mean, heaven forbid, we even talked about motherfuckers that actually do the harassing there that are still allowed to enjoy their place in the industry, that are still allowed to hold positions of power, positions of influence where they can continue to do this. Not even just keep their jobs, but they keep being by to back these places and they can continue to perpetuate that kind of harassment and making the industry hostile to brilliant people. But it's funny that I will say that here I am on a podcast and every podcast I've ever been on with the exception of one – well, no, all the podcasts I've ever been on hosted by all white people. Every last one. Some have had white women in them, but it's all white people. So when we talk about these subjects, it still comes from a certain perspective that white folks aren't going to have, or that men aren't going to have. It's good that we're talking about it, but we need to do something about it. We need to have more of these voices routinely, not just in our panels at tech conferences, but in our normal, everyday consumption and I think that's important. We talk about what do these things look like? What are the patterns we're seeing? If you look at a tech company, especially in Silicon Valley, tech companies look like the neighborhoods. It's not very diverse. People refer their friends, people refer their coworkers, or they have these things about what was that Google employee letter? “We only want people with Bachelor's from Stanford or Ph.Ds. from these places and no one else gets accepted.” Those places are already quite exclusionary in and of itself. They list no HBCUs on that piece of paper, because they don't value HBCUs. They don't value schools that allow people of lower economic or lower in the socioeconomic strata to attend. It's literally self-perpetuating, that kind of gatekeeping. These people who pass through these gates erect those exact same ones and only the people that fit that mold are going to go through it and you never fix the problem. We do not do enough to break those gates down. We don't do enough to model that kind of behavior that we should be expecting. It's good that we're talking about it, but we need to be more about doing it. REIN: Yeah, and our whole panel for this show is majority not white dude, but it might not surprise you that the people who most often have the spoons and the privilege to take time out of their workday to do this podcast are the white dudes. JOHN: Yeah. TIM: Yeah. But I think when we talk about going forward, it's one thing to see a pattern and I think people who, if they're looking, they can see what it is, but what do you do? Do you just throw up your hands, go, “We tried, it's hard to do, so we're not going to do”? “Ah, all right, we gave it a shot. We asked some folks, but they can’t do it.” Or what do you do? I've seen a couple of folks, to call out the good behavior when I see it, I know Ashley McNamara when she had said that she was going to step aside from doing conferences, she was like, “Don't talk to me about conferences. Go talk to underrepresented minorities about these roles. Don't talk to me. I'm not going to take it.” I've seen folks that will say, “I'm not going to speak at this thing if it's an all white panel or if it's all male panel.” “If you're not paying your speakers, especially of color, to come, I'm not going to do these things.” That's how we see it in action. Holding the people that build the platform accountable to make sure that everyone has access to it. I think the thing that the pandemic has taught me that I've seen, for the most part, is a lot of these conferences have become free or very, very low in price because there were virtual, a lot more people showed up. People that couldn't necessarily go before and sometimes, it was harder even for them like you mentioned before Rein, just to get off of work and now they can kind of manage to do it in between because they don't actually have to leave. So when we get to a point where we can have in-person conferences again, I think it behooves the organizer of these conferences that if they're really serious about doing something about being more inclusive about breaking these patterns, not to have them in Silicon Valley, in the most expensive real estate on earth. Have them someplace less expensive to lower the cost for people, if they charge it at all. If anything, you cannot tell me that AWS cannot put the cost of an entire – AWS, Microsoft, all these panels’ sponsors cannot put the cost such that you don't have to charge people for a standard price of admission. You can't tell me that they can't sponsor it to the level where you can pay your speakers, especially women, underrepresented minorities, people of color, like that to come in and appear and talk about these things. Especially if it's a topic on which they have to do the emotional labor for. That's what I want to see us do to break some of the patterns that we're seeing, to make things better for everyone else, and then once some start doing that, that is going to be it. Once you start modeling that behavior, you're going to see other conferences do the same, where these big trillion-dollar companies that are sponsoring these orgs or sponsoring these conferences can actually put some money into it so that more people can come. I don't really have a good understanding yet as of why that hasn't happened and I'm sure folks who organize conferences will probably have plethora of reasons. But I feel like the time has come to do these kinds of things and if it means we have fewer conferences, okay. Move them more virtual, it's fine. REIN: Yeah. I have liked that some conferences are starting to do two tier tickets where if the company's paying, you pay the higher price and if you're just an individual or whatever, then you're paying a much lower price, and then usually, there's also some sort of scholarship program again, to try and bring people in. But I think you're right. Especially if it's the much more company focused things like AWS re:Invent or whatever, why is there a cost to attend that? Even for the tickets, but on top of that, there's all the travel, there's taking time off work, there's childcare; there's so many other attendance costs to going to a conference at a place that even if the tickets were free, there's still a huge barrier there. TIM: You could even go as far as say some of these venue choices. You go to a place like D.C., or New York City, or someplace that have HBCUs, those HBCUs have [inaudible] and conference centers. You don't have to go to some Richie rich hotel. Why don’t you give Howard some money to use their facilities? Why don't you do it in the [inaudible] area? Why don't you give Home by the Sea Hampton University some money? Or Atlanta? Any of these places where you have – or some of these are just lower income schools that serve underprivileged communities, give them the money to host these conferences. Not some hotel. Have it catered by minority-owned businesses, have something, do some things to get more people in. Like, have scholarships for HBCUs CS students where if you're a student—junior, senior—looking for internships where they're like, “Hey man, you know what, come to this conference, we’re not going to charge you and we're actually going to give you a stipend for travel.” That's doing something and it is almost the peak of intellectual dishonesty for people to try and act like the money isn't there because it's there. We've seen time and time again, all these earnings calls coming out, all these market caps going up and up and up and up. The money is there; just people don't want to open up them purse strings, I guess. REIN: Before the moment passes, I do want to point out that you call this podcast out for not doing enough to schedule things so that all of the panel can attend. I gratefully appreciate the rebuke and we're going to go work on that. TIM: I appreciate that and I appreciate you for giving me a space that I feel safe to say that. That matters. Like, if you want to do something, give people space to talk about it and don't get butthurt when they say something. REIN: So when you were talking about white person dress codes and the need to assimilate into that, I was reminded of this thing that actually just was published by CNN about a Maori representative in New Zealand’s parliament who was objected for refusing to wear a tie. TIM: I think he called it a colonizer's noose? REIN: He did and when they changed the rule and he was allowed back in, I am still thinking about what he said, which is, “The noose has been taken off our necks and we are now able to sing our songs.” TIM: It's true and it's a big deal because I know for me as, especially as a young Black male, it is imperative for our survival to not be threatening and I'm not overstating that. It is imperative for our survival to not be deemed as threatening. If you go into a workplace and you don't have a comfortable appearance whether your hair's cut close, you can't have dreadlocks, you don't want to have anything that's let's say, too Black. You have to look a certain way. Your car has to look a certain way. You can't listen to certain music. Can't talk a certain way. Those are the guardrails which I had to perform under and I say perform early on when I was early in the industry, because that's what was expected. You would see when the few Black people in an org would get together and the white folks weren't around, we would relax and it looks a whole lot different. If you're a fly on that wall, you would look and sound a lot different because we could be who we were and the problem happened was that you would see, you'd have to go out there and you'd be like oh, man. “Hey, Tim you have a blah, blah. You don't really sound Black.” Hm, okay. REIN: You’re so articulate. TIM: Oh yeah, that's a good one. “You're so articulate,” “You know a lot of words,” and that kind of stuff. The problem with that is that in order to do that, in order to assimilate into that culture to make a living, you have to do that and then we have to go back to our communities and hear about it. Hear about selling out, hear about – and it's one thing to get a job. People like to see people succeed, but what they don't like people have to do is change who they are in order to succeed. But that's what was expected of us to fit into this predominantly white culture. White people didn't have to change. Not really. I can't recall how many dudes I saw walking around with mullets. Even to this day, you see guys walking around with khakis, the polo shirt tucked into the belt, the mullet, the wraparound sunglasses. That has been unchanged since like 1985. But Black people now are starting to be able to be our whole selves, but how many didn't last in the industry because they couldn't? There's a lot and that was just for being Black. Heaven forbid, people who are gay, people who are trans, people who were immigrants first generation, or immigrants that really had a hard time. It's not great. We have not done, this “progressive tech industry” has not done a lot. Did not do a lot early to be welcoming or to do anything, really towards inclusion. It had to be done kicking and screaming by people who have kicked down the doors and I think, honestly, we really need to be. I am grateful that you are kicking down the doors for me and I've done my best to kick down doors for people behind me, who've come after me. But we need to keep doing that and I don't think we acknowledge really, how bad it was because it's uncomfortable. Especially the folks who are still in the industry that were part of that. You catch a lot of these high-tech level CEOs, C-levels SVPs who say they've been in the industry 20 plus years. They were complicit. No one was talking about that. They want to talk about what they're doing now, but no one wants to come up front and be like, “Yeah, I actually participated in this. This is the things that I was doing back then.” Or “I didn't speak up for whoever, whoever.” I guarantee you, if people had an honest disclosure of all that, you're going to see that. It talks about what US history looks like if we don't whitewash it. If we're really honest about it. We can prevent making the same mistakes, hopefully because we don't have this narrative that we were great all the time. Companies are the same way, managers are the same way, people who are long in the tooth of this industry are the same way and I think it's important that we talk about that especially when we talk about even now. You take salespeople, that is a good foray into tech for people that don't have a technical background, especially people of color and women and they still have to look like they're fucking bankers to sell a SaaS to people who are wearing hoodies and boardshorts to work. That doesn't make any sense. It doesn't make a damn bit of sense. REIN: Can I share a hot take with you, Tim? TIM: The hottest of takes, please give me lava. REIN: I'm getting really frustrated with the messaging around diversity and inclusion that works and the fact that we have to use it, which is look how good this is for the business and I have a huge amount of respect for the people who do that work, sell that message. A lot of the people I've talked to who are doing this are Black women and they know how to get it done better than I do, but it must be grading to not be able to just say, “Look, we do this because it's right. We do it because it's just.” TIM: It's because the people that they have to placate in order to get this signed off on. Who are they? They are, by and large, white men and to try and give a message to them of doing it just because. People who are a hundred millionaires, billionaires sometimes, if you don't tell them it's going to be good for their bottom line, they're not going to do it. For the most part. Then there are some folks that I'm sure that wouldn't, but in the most part, you're talking about raging capitalists that will be glad to cut off. That would be the same people that didn't offer health insurance to their employees because they didn't have to. The same ones that give them shitty healthcare, but the executives get really, really nice healthcare. The stratification of the value that you hold to the companies is very apparent in the benefits package, pays, and other kinds of things they offer them. To expect them to do it for altruistic reasons is the peak of naivety. So yes, the people that can get those people to sign off on a diversity and inclusion program are fucking miracle workers. REIN: Yeah, and to be clear, I'm not mad at them for choosing that messaging. I have a huge amount of respect for their ability to be pragmatic and use the messaging that gets the job done. I mad that that's what they have to do because of how the system is. Because of how racism is. TIM: I wished we could live in a society where we can say, “This is the right thing to do so we're going to do it.” I've talked about this before, where you look at that AWS Leadership Principle of leaders are right. There's no impetus on doing the right thing. You can say, “Oh, I was right about this.” Well good, congrats on your fucking jeopardy win. But do you do the right thing? Doing the right thing is an ethical question. Do you do the right thing? Not for the business, right thing for the business. There's no parenthetical after that, there's no qualifying clause. If you are ethical, you will do the right thing and if that right thing isn't necessarily good for the business, okay. That's fine. All right. There's more money to be made and if your business cannot withstand you doing the right thing, then you're probably a shitty business in the first place. REIN: It’s not a means, it’s an end. TIM: Exactly. REIN: Okay. Well, there's my hot take for the episode. TIM: That was like medium hot. That was like jalapeno hot. JOHN: It's something we've all noticed, that language always comes up the moment you start talking about DE&I. TIM: What I think for me, the hurtful part is when I watch these things especially as you see these things like what you're seeing at Google because of fucking course, Google is that when people really start to move the needle, when people start to make a real impact, the powers that be get uncomfortable and then they start to let people go and they replace them with someone that they are more comfortable with. They don't realize that the discomfort that they feel is what's supposed to happen and you can make it very, very simple for them. If you were to talk about this as a digital transformation, as we say, it's like, “Oh, well, we're going to go from this monolithic gigantic system that we’re running on to microservices, cloud-based API, stuff like that,” and people say, “Well, these old school database administrators are very uncomfortable with it and they tell them.” It’s like, “Hey, well this is how it is now. You're going to have to deal with it, or you're going to probably have to find a different way to get the industry, because this is the way it's going and it's better for everyone involved.” They explain all these benefits and they tell people that discomfort is part of this journey. You're going to have to learn to swim in new waters and things are going to be different, but they're going to be better overall once you get on the other side of that, but they can't apply that to them fucking selves when it comes to about diversity and inclusion and I don't get it. JOHN: I mean, that's the privilege that they haven't had to be practiced at being uncomfortable in those situations, or even if it's a little bit of technical discomfort versus the much more impactful discomfort that comes when you start actually talking about race. TIM: Yeah, there's a level of introspection that they haven't had to do and they are seemingly unwilling to do. That's the part that's most frustrating; the people that have the least to lose in this are the most unwilling to change. REIN: Oh, do you think it's worthwhile if what we're talking about here is a change in mindset? It's a change in what these people strive for, what they want and I think that that change is incompatible with let’s call it, white supremacy and capitalism. So do you think that it's worthwhile to try to pursue that, or do you think we have to continue doing these pragmatic things? TIM: Well, first of all, I would say that white supremacy and capitalism are redundant, but I would say that we cannot change the minds of the people in power with anything other than pragmatic reasoning because if we could, they would have already. There has been more than enough reason, appeals to emotion, consequence, societal collapse, all these other things that we've seen, especially these past 18 months or so. A reasonable person would say like, “You know what,” or all the people who are reasonable about this and who are ethical about this have already changed their minds. At this point, anybody who doesn't see the need for it, the self-evident need for it without for the justification for business reasons, but the self-evident need for it will not be convinced. So you have to appeal to pragmatic reasons until they leave the industry. REIN: This is a Kuhnian paradigm shift: the people with the old views have to die or otherwise go away and be replaced. TIM: Essentially, that's it and so that's why it's so important for us to nurture the junior folks coming into the industry and the people who are mid-career to make sure that people who understand this, to make sure that the people who are underrepresented, and to make sure your LGBTQ, your people of color, any manner of folks that are not properly represented or that have been heretofore unsafe in this industry, stay in the industry by any means necessary. To make sure that the industry can change in the long run. It is incrementalism and as unpopular as it is in some circles to say, “Oh, we can't just change everything right now because we're inspired to do so.” I'm sorry, you don't steer a ship that quickly. This is a large thing we have to change. The industry is a lot of people and it's a lot of money. So you're going to have to change it a bit at a time and the only way to bring that change about is to bring and keep people in the industry that can affect that change. REIN: And for those of us who are more securely in the industry, whether it's because we're white dudes or we have experience, whatever it is, we have an obligation to do what it takes to keep them around you. TIM: You absolutely do and you also have an obligation to continue to push on the folks that don't see the value in keeping them around. Very openly. You have to use your privilege. You have to use your privilege to speak to power. You don't have to take anyone else's voices. You don't have to pick up someone else to sign a waiver on his own, certainly, but you have to keep them from being silenced and that is the important thing that we need to do. If you are a straight white male in this industry and you have seen the necessity of the industry being more inclusive, diverse, and to have a good sense of belonging, then what you have to do is you have to check your peers when people speak. REIN: And not just keep them around, but make it possible for them to thrive. TIM: Absolutely, absolutely. They have to have strong roots in the industry. They have to feel like they're safe here, that they can grow here, and that they belong here and then when they do that, that's when they can affect change. JOHN: Yeah. That is how you keep them around, either that, or you don't want to them to have to rely on just complete bloody mindedness to have the perseverance to go through all of the pain to stay in the industry. You want it to be them thriving in the industry. Like you said, they can be the tomorrow's leaders that can start that real change. TIM: The last thing I want to do is also say, I want to make sure that when we talk about doing that thriving, that again, we're talking about not just taking care of them in the workplace, but taking care of them as whole people. I will beat this drum every time I can get on, we cannot let, we cannot let women leave this industry. We cannot do it. We're losing too many women because they have to make the choice right now in 2021, in this pandemic, as to whether or not they have to be mothers or whether they have to be career professionals and it’s bullshit. It is bullshit and it goes two ways with that: we're not supporting mothers and we're not supporting our fathers. We can support our fathers, then they can play a more active role in raising their children and Mom doesn't have to take care of everything. Now obviously, work can't influence whether a father is a piece of shit father or not and there are a lot of them out there, I'm going to be honest about it, that won't change a diaper, that won't clean the house, shit like that. We can't do that, but we'll at least avail them the opportunity and not have them use work as an excuse. So we have to change the way we do business to make sure that working mothers can be whole people so they don't have to choose between raising their children and doing work. If we don't protect these women, and the reason I say that is because it is the women of color that are the most susceptible to having to make this choice, because they have fewer resources outside of that, typically. So we need to protect people. We need to protect these people so that they can stay in the industry and we need to do that now. Because we are bleeding off too many women as it is like way, way too much. And that goes beyond whether or not we're actually treating them as they should be treated like equals, like the brilliant engineers they are in the conference rooms. So that's a whole other problem. We need to tackle that too, but we need to at least keep them from saying, “Hey, I’ve got to leave the industry because I got to take care of my kids.” We should be fixing that and we should be fixing that yesterday. JOHN: Yeah, that’s part of bringing your whole self to work is the other selves that you're taking care of. Like, if you can't have that baby on your lap for the meeting, then you're not going be on the meeting and then it's snowballed from there. TIM: Absolutely. Absolutely. When we start coming back, whatever that looks like post-pandemic, think about what they did in World War II and beyond to keep women in working. They had daycares, like the companies had daycares. But why fuck can't we do that now? We have so much money. You mean to tell me Amazon can’t have a daycare at the facilities You mean to tell me that Microsoft can have a daycare facilities? You mean to tell me that fucking WeWork can't have WeWork fucking daycare that companies pay for? Like, there's no reason for it. People just don't want it and it comes down to greed and it’s bullshit. REIN: So maybe now is a good time for us to do reflections. I usually have two things, I guess, that's my pattern now. One is I wanted to point out that Tim said that capitalism and white supremacy are the same thing and I didn't want that one to go under the radar either. If you're a white person who doesn't know what Tim is talking about, I can recommend a book called The Invention of the White Race. Maybe Tim has some of his own recommendations. My reflection is that we have an obligation not just to make it possible for people to exist in the industry, but if we're dragging them through the barbed wire that is this toxic garbage industry, we're hurting them, too and so, our obligation is to make it healthy. JOHN: Yeah, I think that's really just been reinforcing a lot of my own thoughts on things like, I don't know if this is a reflection other than just it's always great to have these kinds of conversations as reminders. These are thoughts that happen, but sometimes they happen in the background or you're not quite sure to connect them to action and continuing to have these conversations to continually remind me what the priorities are and what the other perspectives are is incredibly useful to me. So Tim, if nothing else, I appreciate you spending the time talking with us, talking to me in specific about your perspective on this. So thank you. TIM: I want to take a moment again, to acknowledge and thank you all for giving me a space and a platform. I know it's difficult sometimes to hear criticism especially if you're doing what you think is right for someone to say, “Hey, well, you can do better.” It's hard, but I think it's important for us also acknowledge that growth is uncomfortable. Improvement is uncomfortable. One of the things that I learned in jujitsu, if it has taught me anything and it's something that I've reinforced in my life, is that adversity makes you thrive in some ways. Not adversity for adversity’s sake, but when you exercise harder, you get stronger. If you run faster, run harder to get faster. If you spend more time being crushed under a 300-pound man, you get better at jujitsu. In this context, the more time you spend listening to some of these things, the voice of the people that have been marginalized and it makes you uncomfortable, figure out why it makes you uncomfortable and don't figure out how to disqualify the person talking. Think about why you're uncomfortable, look and uncover the pattern underneath that in yourself and in your world and how you interact with it, and then once you find that pattern, fix the problem. Once you do that, you can then help others do it. But you have to at first be comfortable with being uncomfortable and to do, if there's maybe sound a little cliche, but it's true. If you just run away from that feeling, you're never going to grow, you're never going to improve, and things are never going to get better. JOHN: Thank you so much for coming on the show, Tim. TIM: I appreciate it, John. Thank you all for inviting me. I’m honored and humbled. Special Guest: Tim Banks.

This week's guest is Natalie Grimes. Natalie attended the University of Oklahoma on a full-ride women's rowing scholarship. In this episode, we discuss the best advice for recruits, how to stay humble during your recruiting process, questions to ask on your visit, balancing a hectic schedule, preparing yourself for life after sport, the transition out of sport, and so much more.Today's Scout:- Name: Natalie Grimes- College: University of Oklahoma- Sport: Rowing- Instagram: @nataliegrimes17- LinkedIn: Natalie Grimes- Current Profession: APLA Sports Marketing Ops Coordinator at NIKEHousekeeping:- Website: www.retiredcollegeathletes.com- Instagram: @retiredcollegeathletes- Facebook: Retired College Athletes- Email: retiredcollegeathletes@gmail.com

Rathinavani 90.8 Community Radio | UNICEF | RCCE | Mission Corona | Episode 7 | Protect elderly to reduce risk of COVID-19 | Special Talk by Dr. Srinivasan | RCAS | Micro Biology Department Elderly people are at a higher risk of COVID-19 infection due to their decreased immunity and body reserves, as well as multiple associated comorbidities like diabetes, hypertension, chronic kidney disease, and chronic obstructive pulmonary disease. Also, course of disease tends to be more severe in case of elderly resulting in higher mortality

Rathinavani 90.8 CR | RCCE | UNICEF | CRA | Episode 5th | Practicing Physical/Social distance | RCAS | Micro Biology | HoD | Dr. Srinivasan | Expert Talk Importance of social distancing. Advisable meters to be distant from an individual What are the Precaution activities advised by Govt. of India?

Obviously I am not familiar at all with the jobs of the City Council, County Commissioners, Ward Representatives or anything Political.  The best way to educate myself is to get to know those that are in office in our community.  I was afraid it was going to be a snooze but it was very insightful for me to hear of how the Commission is working with Teen Up and the Rapid City Youth City Council educating and giving them experience so our community and those around us are more prepared for the future and ready to hit a pandemic head on if it ever happens again (i hope not). To Help Support the Podcast Donate tohttps://paypal.me/hxllywxxd1?locale.x=en_UShttps://venmo.com/blackhillspodcast Listen on Spotify athttps://open.spotify.com/show/0nax2Mu2Zos444LP0oWPb1?si=gxNcoeFwTuyreQX9S4p8_A Apple Podcastshttps://podcasts.apple.com/us/podcast/black-hills-podcast/id1497803976 TuneInhttps://tunein.com/podcasts/Media--Entertainment-Podcasts/Black-Hills-Podcast-p1349751/?topicId=155928026 Goodle Podcastshttps://podcasts.google.com/feed/aHR0cHM6Ly9mZWVkLnBvZGJlYW4uY29tL2JsYWNraGlsbHNwb2RjYXN0L2ZlZWQueG1s Black Hills Podcast Websitehttps://blackhillspodcast.podbean.com/ Watch on YouTubehttps://www.youtube.com/channel/UCDbMz4cuer5i1S0wjBxQMBQ?view_as=subscriber   

Rathinavani 90.8 CR | RCCE | UNICEF | CRA | Episode 4th | Home care during quarantine & Social Stigma | RCAS | Micro Biology | HoD | Dr. Srinivasan | Expert Talk

Mission Corona | UNICEF | CRA | Episode 3 | Rathinavani 90.8 CR | Recalling the Advisable Procedures of Home Quarantine and its Importance | RCAS | Micro Biology Head Dr. Srinivasan Sir | Coimbatore Topics Discussed 1. What is home quarantine? 2. Who are all advised to be in home quarantine? 3. What is community transmission? How home quarantine helps the society from covid-19 community transmission? 4. People who get Covid recover, suffering only mild symptoms. We need to protect the vulnerable including older people and those with existing health conditions. Stay away from elderly persons with existing diseases like diabetes, hypertension, respiratory or kidney diseases

Mission Corona | UNICEF | CRA | CoViD'19 | First Episode | Covid – 19 An Introduction about novel Corona virus pandemic | Expert Talk by Dr. P. Srinivasan | HoD Micro Biology | RCAS Topics: 1. What is Covid-19? 2. How it infect human community? 3. What are the Precaution activities advised by Govt. of India?

Bu bölüm, Yeme Bozuklukları türlerinden Tıkanırcasına Yeme Bozukluğu hakkında temel bilgiler içermektedir. Keyifli dinlemeler. -Psikolog Feyyaz Engin -Psikoloji Terapi Notları #psikoloji #psikolog #terapi #yemebozuklukları #diyet #tıkanırcasinayeme #tikanircasinayeme

Islıklar içinde, yana yakıla, son kez bağırırcasına söylenen besteler... Bursa'dan Eskişehir'e, İstanbul'dan Rize'ye potpori tarzında TAM 35 dakika...

Hear from a few of our front line teammates who are on our Focus Group as to why Patient Safety matters to them!  Care Events, RCAs, CCAs, PDSA - learn what these mean and more...  Also, get a better understanding of the Patient Safety Coordinator's role in the Central Division and work we are doing throughout Atrium.  

Going beyond RRSPs when planning for retirement. See acast.com/privacy for privacy and opt-out information.

IF YOU WERE A YOUNG FAMILY GETTING ALL GEARED UP TO MOVE TO ANOTHER CITY….…ITS PRETTY SAFE TO SAY THAT CHECKING OUT THE K-12 SCHOOLS IN YOUR NEW CITY WOULD BE PRETTY CLOSE TO THE TOP OF YOUR LIST OF PRIORITIES. WELL...HERE IS YOUR CHANCE! JOIN ME AS I VISIT WITH RCAS SUPERINTENDENT, DR. LORI SIMON!

World Statistics Day on October 20 aims to show that good data and statistics are indispensable for informed decision-making by all actors in society. The United Nations event is celebrated every 5 years. Statistics Day Special Broadcast at Rathinavani 90.8 CR | By Asst. Prof. Saranya | RCAS | Coimbatore

Vijayadasami Special | Thirukuralum Mananalamum | Psychological Analyzing of Thirukural and Importance of Education | By Prof. Palanisamy | RCAS

What purpose does a root cause analysis serve for incidents? Why ask why so many times?

National Library Day during August 4th week @ Rathinam College Library | Special Talk by RCAS Library Head Indrani Ma'am

When 429,000 of you speak, we listen—and then we talk about it on the podcast. If you want to know how the sausage gets made, why editor-favorite Hot List hotels (and destinations) are popping up in our RCAs faster than ever, why we're so freaking excited that Traveler readers voted a hotel like the Sagamore Pendry Baltimore as the number one hotel in the U.S., listen in. (Visit cntraveler.com for a list of all hotels mentioned.)

In this 10-minute podcast, Drs. Neal Maynord (Assistant Professor of Pediatrics and Director of Quality for Critical Care Medicine at Monroe Carell Jr. Children’s Hospital at Vanderbilt) and Kristin Melton (Associate Professor of Pediatrics and a practicing neonatologist at Cincinnati Children’s, where she serves as the Associate Medical Director for the NICU and the Fellowship Director) share how they have helped drive change as physicians and lessons they have learned from colleagues across the country. Dr. Maynord highlighted the importance of enforcing with staff that unplanned extubations matter. He noted, “They are harmful, they are avoidable, and they are expensive.” Dr. Melton shared, “Physicians can play a significant role in helping the team understand why we care.” Dr. Melton emphasized the importance of a multidisciplinary team approach for UE prevention, and the physician plays an important role in engaging that multidisciplinary team. Dr. Maynard encouraged physicians to be involved, be encouraging, and help co-lead RCAs and the educational processes that are needed to maintain this kind of work. Importantly, Dr. Melton concluded, “We’ve seen in our data that hospitals that have been working on this continue to show improvement, and one of the ways they are showing improvement is going back to the basics and making sure that they are really doing the right thing every time and that we’re reinforcing to our staff that they’re doing things well.” Reference: Roddy DJ, Spaeder MC, Pastor W, Stockwell DC, Klugman D. "Unplanned Extubations in Children: Impact on Hospital Cost and Length of Stay." Pediatr Crit Care Med. 2015 Jul;16(6):572-5.

R90.8 CR Broadcast RCAS Students - Hari + Vignesh & Kavi's RAP Music & Story Telling !

Rathinavani 90.8 Community Radio Listener & Visionary Challenged Fanatic Mr. Farook Bhadsha review talk about our RCAS students radio shows. Namely Mr. Natraj from MJMC for his VOC Park Events, Ms. Sai Sree from English department for her artistic Tamil poem collections & Ms. Danu ma from Psychology department for her effective moral stories. We are very sure about Mr. Farook's appreciations - It was not an easy task to reach common man feelings. We, R90.8 thank all our students who are all giving their creative & effective works for our community listeners empowerment. Awesome Guys. As Steve Allen quotes “Radio is the theater of the mind; television is the theater of the mindless.”. Stay Tune with Rathinavani 90.8 Community Radio, Coimbatore.

R90.8 Broadcast RCAS Student Kavithai & Review Conversation! Poems by English Department Student Ms. Sai Sree Review Talk by Vis Com Student Mr. John Mano & Psychology Student Ms. Danu Jaffrin Appreciated Tamil Poems !! Listen through Google Podcast App

R90.8 Talks on June 26th International Day in Support of Victims of Torture by Ms. Bharathi & Ms. Smirthi Sunil, Department of Psychology, RCAS. 26 June is an opportunity to call on all stakeholders including UN Member States, civil society and individuals everywhere to unite in support of the hundreds of thousands of people around the world who have been victims of torture and those who are still tortured today. Recovering from torture requires prompt and specialized programmes. The work of rehabilitation centers and organizations around the world has demonstrated that victims can make the transition from horror to healing. The UN Voluntary Fund for Victims of Torture, administered by the UN Human Rights Office in Geneva is a unique victim-focused mechanism that channels funding for the assistance to victims of torture and their families. The UN Voluntary Fund for Victims of Torture accepts donations. Listen to our Anchor Link @ Google Podcast : https://play.google.com/store/apps

Rathinavani 90.8 Community Radio Broadcast the album Manitham composed by Mr. Mathew, Student from 2nd Year Dept. of Psychology, RCAS. And in(n)/(t)erview about his views on music, humanity & more things dealing with his major Psychology - a New Knowledge. Interesting!

RCAS Viscom Students Talk with Rathinavani Community People

Pollution Awareness Talk - Nature Club Students RCAS 2017 - Part 1 • Pollution Awareness Talk - Nature Club Students RCAS 2017 - Part 1 • Pollution Awareness Talk - Nature Club Students RCAS 2017 -...

Influenza A virus infections are a major threat to the world poultry population. In the 19th century fatal influenza A virus infections have been described under the name “fowl plague” in chickens. The chicken is a natural host for this viral infection. The myxovirus resistance (Mx) gene which belongs to the group of interferon stimulated genes (ISG) was first described in mice. This protein confers protection against highly pathogenic influenza A viruses in mice. Mx proteins have been characterized in many species including mammals, poultry and fish. They belong to the family of large GTPase proteins exhibiting three highly conserved GTP-binding motifs at the amino-terminus and a leucin zipper at the carboxy-terminus. The GTPase activity was been shown to be essential for the antiviral activity of the Mx protein. Mx was also identified in the chicken, where it shows a significant degree of polymorphism. A polymorphism at aminoacid position 631 (serin versus asparagin) is thought to confer antiviral activity towards influenza A viruses. With the help of the RCAS retroviral vector system these two different chMx isoforms were examined in vitro and in vivo for their antiviral activity towards various pathogenic influenza A viruses. Neither in vitro nor in vivo antiviral activity of the chMx isoforms was detectable. In contrast overexpression of murine Mx1 and human MxA in the same form led to protection of the chicken embryo fibroblast cultures against influenza A viruses. Stimulation of chicken embryo fibroblasts with type I interferon induced chMx mRNA and protein expression as well as an antiviral state of the cells. However a chMx knock down mediated by siRNA did not lead to the loss of the antiviral state mediated by type I interferon. In summary, the in vitro studies did not provide evidence for a role of chMx in the antiviral state induced by type I interferon.

Introduction of the RCAS retroviral gene transfer technology for functional genomic studies in the chicken The recently sequenced chicken genome now allows the identification of so far unknown genes. Some of them may play a potential role in the regulation of the immune system. In future studies roles of these genes have to be analyzed. At this in vitro studies will be used firstly. But in vivo functions of those genes will have to be described in the end. Therefore techniques for a fast and efficient over expression and knock down of candidate genes have to be established. Goal of this work was to prove the applicability of the RCAS retroviral vector system, which has been developed in the 1980s. This highly efficient system is based on a replication competent Rous Sarkoma-Virus and has already been used in cell and developmental biology studies in the chicken. However studies on its application after hatch haven´t been performed so far, despite its particular relevance for studies on the chicken immune system as it is widely immature at the time of hatch. In the first part of this work, a green fluorescent protein (GFP) expressing vector was constructed. An influence of the chicken line on the susceptibility of chicken embryo fibroblasts was detected in flow cytometric analyses. A possible reason could be the presence of endogenous retroviruses in less susceptible chicken lines leading to receptor interference. In accordance with this observation in in vivo tests retrovirus free chickens showed more homogenous plasma titers of RCAS based protein than a commercial chicken line. As GFP expression was predominantly seen in endothelial cells, the RCAS technology can be considered as particularly eligible for the expression of soluble proteins. Additionally viral protein was demonstrated to be expressed in bursal cells and heart muscle. For further characterization of the RCAS system vectors for the expression of the cytokine chBAFF or a soluble chBAFF receptor construct (huBCMA-Fc) were used. Plasma expression of biologically active cytokine was detectable throughout the entire experiment (two months). RCAS(BP)A-chBAFF-Flag transduced birds showed in comparison to controls significantly increased B cell frequencies in the spleen as well as enhanced plasma antibody titers. On the other hand animals expressing the soluble receptor huBCMA-Fc showed a significant reduction of splenic B cell frequency and an inhibited development of the bursa of fabricius. These findings correspond to the data obtained in studies with recombinant proteins. In the second part of this work the experiences with the RCAS technology were used to evaluate the function of the CD40/CD40L system as a second cytokine system. A soluble chCD40-huFc fusion protein was constructed as a functional inhibitor for CD40/CD40L interaction. In vitro tests showed that chCD40-huFc was able to bind a soluble chCD40L fusion protein. In vivo the RCAS based expression of chCD40-huFc caused a reduction of the blood B cell frequency and the bursa weight. Possibly the functional inhibition of the CD40/CD40L system decreases the number of B cells emigrating from the bursal medulla. Unlike in humans with a defect in the CD40L gene in chickens expressing chCD40-huFc the plasma IgM titer was not increased. However plasma titers of IgA and IgG were decreased, comparably with humans and mice with CD40L defects. The RCAS gene transfer technology was proved in two different model systems as an excellent system for analyses of cytokine functions in the chicken. Furthermore this system could also be used for functional analyses of growth factors and hormones.

Effect of B-cell activating factor of the tumor necrosis factor family (BAFF) on the expression of pro- and anti-apoptotic bcl-2 family members in chicken B cells The recently discovered chicken cytokine BAFF (B-cell activating factor of the tumor necrosis factor family) was characterised as an important regulator of chicken B-cell homeostasis. Besides regulating B-cells in secondary lymphatic organs BAFF seems to have a significant impact on chicken B-cell development in the Bursa of Fabricius, too. Past studies already showed that chicken BAFF plays a vital role in the survival of B-cells both in vitro and in vivo. Yet molecular correlation for this effect has still to be established in the chicken. In mouse and man, the antiapoptotic effect of BAFF was linked to a regulation of certain bcl-2 family members. Thus this study focused on the identification of bcl-2 family members in the chicken and their regulation by BAFF at transcriptional level. By means of RT-PCR the expression of both anti-apoptotic (e.g. bcl-2, bcl-xL and Nr13) as well as pro-apoptotic (e.g. bak, bid, bim and bok) transcripts was shown in bursa, spleen and heart muscle at various developmental stages. To enable further studies quantitative RT-PCR assays were established for both anti-apoptotic (e.g. bcl-2, bcl-xL and Nr13) and pro-apoptotic (e.g. bak, bid, bim and bok) bcl-2 family members as well as for the B-cell specific marker chB6 and chBAFF. During bursal development, transcripts for pro-apoptotic bok and anti-apoptotic bcl-xL are increased while the level of bcl-2 mRNA is decreased. Considering the vast raise in B-cell number within the developing bursa, a means of correlating this with characterised changes in transcription levels had to be established. This was done based on expression levels of the B-cell marker chB6. Thus it could be shown that transcription of both anti-apoptotic genes like bcl-2 and Nr13 and pro-apoptotic genes such as bak and bim were decreased based on the amount of B-cell. In contrast, levels of bok transcript remained unchanged in B-cells during bursal development. Isolated lymphocytes taken from the spleen were used for inital studies on the impact of BAFF in vitro. In agreement with published data, the anti-apoptotic effect of BAFF could be demonstrated in this study, too. At transcriptional level, this was linked to a decrease in the transcription of pro-apoptotic bim. In contrast, incubation of spleen cells with chicken CD40-ligand resulted in the vast proliferation of B-cells from both juvenile and mature birds. However, age-related differences in the survival of lymphocytes were observed in this study, which correlated with a lower increase of anti-apoptotic bcl-xL in mature cells than in juvenile in response to CD40-ligand stimulation. To further analyse the effect of BAFF on bursal B-cell development in vivo a previously published retroviral vector system (RCAS) was utilized. Both the effect of overexpression of BAFF as well as its neutralization using a soluble decoy receptor (BCMA) were characterised at transcriptional level. Overexpressing BAFF led to insignificant changes during the development of the bursa. Since BAFF is expressed at high levels during all stages of bursal development, gene overexpression may not exert additional effects. Neutralization of BAFF on the other hand caused distinct changes among bcl-2 family members at the transcriptional level. It again proofed necessary to correlate these changes with B-cell numbers represented by the level of chB6 transcription. By this method genes highly expressed within the remaining B-cell population were characterised. Anti-apoptotic bcl-2 along with Nr13 was shown to be significantly increased in comparison to control cells.